A RESEARCH REPORT

ON
A STUDY ON EFFECTIVENESS OF TRAINING AT MALDHAM FOODS &
BEVERAGES

Submitted in partial fulfillment of

MASTERS OF BUSINESS ADMINISTRATION PROGRAMME

Conducted by
Dr. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY,
LUCKNOW

Under the guidance of

Ms. Tripti Singh

Submitted By
(Ankit Kumar)
MBA IV Semester
Enrolment No.-178287001
SESSION- 2018-19

1
 DECLARATION

I, Ankit Kumar hereby declare that project entitled “A STUDY ON EFFECTIVENESS

OF TRAINING AT MALDHAMFOODS & BEVERAGES.” was prepared towards the
partial fulfillment of Master of Business Administration (M.B.A) final year degree course
from the Dayal Group of Institution Lucknow. The report was prepared by own effort and it
has not been produced earlier towards the award of any other degree or diploma from the same
university.

PLACE: Signature

DATE: (Ankit Kumar)

2
 ACKNOWLEDGEMENT

First and the foremost wishes, I would like to thank the ALMIGHTY for the blessings to complete
this project successfully.
The perfect way to document this project would be to start with acknowledging all those people
who directly or indirectly encouraged, supported me with their value-added inputs without them this
project would not have been this better.

To start with I would like to thank to Tripti Singh, Prof. of DGI, Lucknow for his advice to carry
out this project & providing us an opportunity to bring out our talents & skills in form of the project
work.

3
 TABLE OF CONTENTS

CHAP.NO CONTENTS PAGE.N

O
CHAPTER-1

1.1 INTRODUCTION 1-5

1.2 OBJECTIVES OF THE STUDY 6
1.3 NEED & PROBLEM FOR THE STUDY 7
1.4 SCOPE OF THE STUDY 8
1.5 LIMITATIONS 9
1.6 GLOBAL & INDIAN SCENARIO 10-17

SWOT ANALYSIS OF MALDHAM FOODS & BEVERAGES

1.7 18-19
1.8 FUTURE AND TRENDS 20-21
1.9 INDUSTRY PROFILE 22-30
1.10 COMPANY PROFILE 31-32
CHAPTER-2
2 REVIEW OF LITERATURE 33-36
CHAPTER-3
3 RESEARCH METHODOLOGY 37-47
CHAPTER-4
4 DATA ANALYSIS & INTERPRETATION 48-85
CHAPTER-5
5.1 FINDINGS 86-87
5.2 SUGGESTIONS 103
5.3 CONCLUSION 104
ANNEXURE
QUESTIONNAIRE 105-112
BIBLIOGRAPHY 113

4
 LIST OF TABLES

TABLE.NO TITLE PAGE.NO

GENDER OF THE RESPONDENTS
4.1 49

4.2 AGE GROUP OF THE RESPONDENTS 50

4.3 QUALIFICATIONS OF THE RESPONDENTS 51

4.4 DEPARTMENT OF THE RESPONDENTS 52

4.5 DESIGNATION OF RESPONDENTS 53

EXPERIENCE OF RESPONDENTS
4.6 54
4.7 TYPE OF TRAINING ATTENDED 55

4.8 TRAINING FREQUENCY 56

4.9 WORKING HOURS 57

4.10 FACTOR MOTIVATING EMPLOYEES 58

4.11 DAYS OF TRAINING IN A YEAR 59

TRAINING NEED IDENTIFICATION BY MANGEMENT 60
4.12
IMPORTANCE GIVEN TO TRAINING AND
4.13 DEVELOPMENT 61

EAGERNESS OF SENIOR MANAGERS TO DEVELOP

4.14 JUNIORS 62

4.15 IMPORTANCE GIVEN TO INDUCTION TRAINING 63

TRAINING BASED ON USEFULNESS, REALITY AND

4.16 BUSINESS STRATEGY. 64

USEFULLNESS OF TRAINING IN ACQUIRING

4.17 65
TECHNICAL KNOWLEDGE AND SKILLS

5
 EMPHASIS IN DEVELOPING MANAGERIAL
4.18 66
CAPABILITIES
USEFULLNESS OF TRAINING IN DEVELOPING HUMAN
4.19 67
RELATION COMPETENCIES

4.20 IMPROVEMENT IN SKILL, ABILITY AND TALENT 68

4.21 IMPROVEMENT IN COMMITMENT TOWARDS WORK 69

4.22 USEFULNESS OF TRAINING IN DEVELOPING POSITIVE

70
ATTITUDE AND TEAMWORK
4.23 NUMBER OF EMPLOYEES WHO TAKE TRAINING
71
PROGRAMMES SERIOUSLY
4.24
RATING OF THE STANDARDS OF IN-HOUSE TRAINERS 72

SATIFACTION WITH DURATION OF THETRAINING

4.25 73
PROGRAMME

4.26
TRAINERS PROVIDING TRAINING TO MEET PRESENT 74
NEEDS AND CHALLENGES

4.27 IMPROVEMENT IN PERFORMANCE AFTER TRAINING 75

FEEDBACK ON PERFORMANCE AFETRATTENDING

4.28 TRAINING 76

4.29 SATISFACTIONIN THE QUALITYEXISTING TRAINING 77

PROGRAMMES

4.30 AREA IN WHICH FURTHER TRAINING IS REQUIRED 78

6
 LIST OF CHARTS

TABLE.NO TITLE PAGE.NO

GENDER OF THE RESPONDENTS
4.1 49

4.2 AGE GROUP OF THE RESPONDENTS 50

4.3 QUALIFICATIONS OF THE RESPONDENTS 51

4.4 DEPARTMENT OF THE RESPONDENTS 52

4.5 DESIGNATION OF RESPONDENTS 53

EXPERIENCE OF RESPONDENTS
4.6 54
4.7 TYPE OF TRAINING ATTENDED 55

4.8 TRAINING FREQUENCY 56

4.9 WORKING HOURS 57

4.10 FACTOR MOTIVATING EMPLOYEES 58

4.11 DAYS OF TRAINING IN A YEAR 59

TRAINING NEED IDENTIFICATION BY MANGEMENT 60
4.12
IMPORTANCE GIVEN TO TRAINING AND
4.13 DEVELOPMENT 61

EAGERNESS OF SENIOR MANAGERS TO DEVELOP

4.14 JUNIORS 62

4.15 IMPORTANCE GIVEN TO INDUCTION TRAINING 63

TRAINING BASED ON USEFULNESS, REALITY AND

4.16 BUSINESS STRATEGY. 64

USEFULLNESS OF TRAINING IN ACQUIRING

4.17 65
TECHNICAL KNOWLEDGE AND SKILLS
EMPHASIS IN DEVELOPING MANAGERIAL
4.18 66
CAPABILITIES

7
 USEFULLNESS OF TRAINING IN DEVELOPING HUMAN
4.19 67
RELATION COMPETENCIES

4.20 IMPROVEMENT IN SKILL, ABILITY AND TALENT 68

4.21 IMPROVEMENT IN COMMITMENT TOWARDS WORK 69

4.22 USEFULNESS OF TRAINING IN DEVELOPING POSITIVE

70
ATTITUDE AND TEAMWORK
4.23 NUMBER OF EMPLOYEES WHO TAKE TRAINING
71
PROGRAMMES SERIOUSLY
4.24
RATING OF THE STANDARDS OF IN-HOUSE TRAINERS 72

SATIFACTION WITH DURATION OF THETRAINING

4.25 73
PROGRAMME

4.26
TRAINERS PROVIDING TRAINING TO MEET PRESENT 74
NEEDS AND CHALLENGES

4.27 IMPROVEMENT IN PERFORMANCE AFTER TRAINING 75

FEEDBACK ON PERFORMANCE AFETRATTENDING

4.28 TRAINING 76

4.29 SATISFACTIONIN THE QUALITYEXISTING TRAINING 77

PROGRAMMES

4.30 AREA IN WHICH FURTHER TRAINING IS REQUIRED 78

8
 CHAPTER-I
INTRODUCTION

9
 INTRODUCTION

Definitions of Training

“Training means changing what employees know, how they work, their attitudes toward their
work, or their interaction with their co-workers or supervisors”.

May authors have defined training as follows:

1. Jack Halloran: Training is the process of transmitting and receiving information related to
problem solving.

2. Mathis and Jackson: Training is a learning process whereby people learn skills, concept,
attitudes and knowledge to aid in the achievement of goals.

3. Gary Dressler: Training is the process of teaching new employees the basic skills they need to
perform their jobs.

4. Decenzo & Robbins: programs that are more present day oriented, focuses on individual’s current
jobs, enhancing specific skills and abilities to immediately perform their job called training.

5. Ricky W. Griffin: Training usually refers to the teaching operational or technical employees how to do
the job for which they were hired

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 Concept of Training:

Training and development play an important role in the effectiveness of organizations and to the
experiences of people in work. Training has implications for productivity, health and safety at
work and personal development. All organizations employing peop le need to train and develop
their staff. Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of employing specialist
training and development staff and paying salaries to staff undergoing training and development.
Investment in training and development entails obtaining and maintaining space and equipment. It
also means that operational personnel, employed in the organization’s main business functions,
such as production, maintenance, sales, marketing and management support, must also direct their
attention and effort from time to time towards supporting training development and delivery. This
means they are required to give less attention to activities that t is obviously more productive in
terms of the organization’s main business. However, investment in training and development is
generally regarded as good management practice to maintain appropriate expertise now and in the
future. Contributing to training has long been one of the main concerns of occupational
psychology – this is not surprising given that training involves learning and that learning is a central
issue in psychology. Training is one of the core skills of occupational psychology. People with
qualifications in and experience of occupational psychology have been employed in different
capacities in training and development roles in government organizations, private companies and
consultancy groups. The discipline offers many benefits and perspectives to help resolve training
issues and problems and has also been at the root of many methods and techniques that have now
become part of the routine practices within human resource management. Training specialists must
be alert to the wider issues regarding the problems presented to them and need the skills and
confidence to deal with them. They must understand how training fits into the wider organizational
context.

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 Governments have traditionally played a significant role in the promotion and development of
occupational psychology with regard to training, because of their responsibilities for employment,
military, health and other services. People with an occupational psychology background have been
employed directly by governments in areas such as job training, military training and health and
safety. Government agencies have also been a major sponsor of training research and development;
such investment has often provided the major underpinning of developments in this area.
Governments can also affect the impetus for change in organizations through legislation, taxation,
and the general health of the economy, which in turn can create more disposable income to create
new demands for products and services, affect the supply of raw materials and services, or put such
pressure on consumers that markets are adversely affected. Also, government initiatives can affect
health and safety requirements, fiscal issues, competition laws, and ecological concerns, working
with new technology and employment practices. Such changes prompt new ways of organizing and
delivering these products and services, creating new training need. The other major source of
employment and funding in training and development, where occupational psychology plays a
specialist role, is private companies. Specialists might be employed directly within an
organization’s training and development functions or in consultancy offering services to clients.
Organizations often employ their own specialist training and development staffs who have been
recruited from the organization’s own ranks. Organizations often prefer this approach because they
feel it is more appropriate for their training staff to have operational and business experience than
for them to be experts in training or occupational psychology. It is often assumed that training is
simply a matter of following well-established procedures and principles. Standard methods. It is
often necessary to understand variations that have not been responsive to the standard procedures.
This entails understanding how people learn and how training can support this learning Training
and development staff are generally responsible for maintaining company training and
development systems, to judge training needs and to organize the delivery of training and
development. Practitioners with an occupational psychology background may be encountered in
departments concerned with organizational development where they are engaged with the
processes of organizational change of which training and development is a part. It is impossible to be more
specific than this.

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 Importance of Training:
Training of employees and managers are absolutely essential in this changing environment. It is an
important activity of HRD which helps in improving the competency of employees. Training gives
a lot of benefits to the employees such as improvement in efficiency and effectiveness,
development of self-confidence and assists everyone in self-management.

The stability and progress of the organization always depends on the training imparted to the
employees. Training becomes mandatory under each and every step of expansion and
diversification. Only training can improve the quality and reduce the wastages to the minimum.
Training and development is also very essential to adapt according to changing environment.

Types of Training:
Various types of training can be given to the employees such as induction training, refresher
training, on the job training, vestibule training, and training for promotion

1. Induction training:
Also known as orientation training given for the new recruits in order to make them familiarize
with the internal environment of an organization. It helps the employees to understand the
procedures, code of conduct, policies existing in that organization.

2. Job instruction training:

This training provides an overview about the job and experienced trainers demonstrates the
entire job. Addition training is offered to employees after evaluating their performance if
necessary.

3. Vestibule training:
It is the training on actual work to be done by an employee but conducted away from the work
place.

4. Refresher training: This type of training is offered in order to incorporate the latest
development in a particular field. This training is imparted to upgrade the skills of employees.
This training can also be used for promoting an employee.

13
 5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a supervisor

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 OBJECTIVES OF THE STUDY:

To study about the effectiveness of training with reference to Maldham Foods &
Beverages-Chennai.
To understand the various training practices adopted at Maldham Foods &
Beverages-Chennai.
To know the satisfaction level of employees regarding training practices at
Maldham Foods & Beverages-Chennai
To analyze the impact of training on employees’ performance

To suggest measures for enhancing training practices at Maldham Foods &

Beverages-Chennai.

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 NEED & PROBLEM STATEMENT FOR THE STUDY

Training is the act of increasing the knowledge and skills of an employee for doing a particular job.
It utilizes a systematic and organized procedure by which employee learns technical knowledge
and skills. Training refers to the teaching and learning activities carried on for the primary purpose
of helping members of an organization.

Training is closely related with education and development but needs to be differentiated from
these terms. It is aimed at improving the behaviour and performance of a person.

Training is a continuous and life long process. Training provides an atmosphere of sharing
synthesizing with the help of the trainers, the information already available on the subject.
Understanding the training need requirements of employees is of huge concern for any company.
The impact of knowing the employees performance based on training provided is crucial. Hence,
this study focuses on the various training methods and practices adopted at Maldham Foods &
Beverages-Chennai.

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 SCOPE OF THE STUDY

The study is conducted on the employees in Maldham Foods & Beverages.

This study will help the organization
1. To know the present condition of the training and development programs

2. To know the expectation of the employees towards training and development programs

3. To know the willingness of the employees towards training and development programmers.

4. To know the techniques used to develop employees productivity.

LIMITATIONS OF STUDY

 The study is limited to Chennai city only.

 The study is limited to 120 employees only.

 The time period of the study is restricted to 3 months.

1
 GLOBAL SCENARIO:

The food and beverages industry is increasingly discovering multimillion dollar opportunities in
growth markets in Asia Pacific and Latin America. While mature markets are exhibiting a shift
toward natural and organically-sourced food, a demand for processed and ready-to-eat foods is now
taking shape in emerging economies. Consumers, on their part, are moving away from partially
hydrogenated oils, GMO food, and are looking for natural alternatives to artificial flavours and
colours.

Manufacturers in the food and beverages industry typically operate on low profit margins and high
volume sales are thus an imperative to profitability. This is where the role of densely-populated
emerging economies such as India, Brazil, Russia, and China comes into play. Low profit margins
continue to remain a challenge for companies in the food and beverages industry but a tightening
regulatory environment will also compel companies to realign their operations to some extent. The
food and beverages industry is also increasingly feeling the need to be more responsive to food
security concerns.

The global food and beverage retail industry has witnessed significant growth over the last five
years and is expected to continue its growth momentum, reaching approximately US $5,776 billion
in 2017 with a CAGR of 5% over the next five years. Macroeconomic factors such as burgeoning
GDP, increasing consumer spending and changing lifestyle, taste, and preferences are expected to
drive the industry over the forecast period.

Lucintel, a leading global management consulting and market research firm, has analyzed the
global food and beverage retail industry and presents its findings in “Global Food and Beverage
Retail Industry 2012-2017: Trend, Profit, and Forecast Analysis.”

APAC has emerged as the region depicting the most growth potential during last five years (2011-
2016), driven by a growth in population and GDP in developing nations such as India and China.
APAC is forecast to witness the highest growth over next five years (2012-2017) due to increasing
urbanization, rising disposable income, expansion of stores, supporting economic factors, and
availability of easy finance. A combination of factors such as rising population and consumer
spending is seen to impact the market dynamics signif icantly.

2
Although inflation, supply chain management, and quality control are some of the challenges being
faced by the food and beverage retail industry, rising demand for high quality food retailing
services due to an increase in income level is likely to drive the food and beverage market.

This comprehensive guide from Lucintel provides readers with valuable information and the tools
needed to successfully drive critical business decisions with a thorough understanding of the
market's potential. This report will save Lucintel clients hundreds of hours in personal research
time on a global market and it offers significant benefits in expanding business opportunities
throughout the global food and beverage retail industry. In a fast-paced ever-changing world,
business leaders need every advantage available to them in a timely manner to drive change in the
market and to stay ahead of their competition. This report provides business leaders with a keen
advantage in this regard by making them aware of emerging trends and demand requirements on an
annual basis.

3
 INDIAN SCENARIO:

The Indian food and beverage (F&B) sector, which is currently growing at 23 to 24 per cent
annually, is likely to touch Rs 3.80 lakh crore by 2017.Food and beverage processing in India has
been a rising star in recent years. The Indian food processing industry stands at $135 billion and is
estimated to grow with a CAGR of 10 per cent to reach $200 billion by 2015. The food processing
industry contributed 7 per cent to India’s GDP. The industry employs 13 million workers directly.
Value addition of food products is expected to increase from the current 8 per cent to 35 per cent
by the end of 2025. India is the world’s second largest producer of food next to China. The food
processing industry is one of the largest industries in India-it is ranked fifth in terms of production,
consumption, export and expected growth. The online food ordering business in India is in its
nascent stage, but witnessing exponential growth.

The organized food business in India is worth US$ 48 billion, of which food delivery is valued at
US$ 15 billion. With online food delivery players like FoodPanda, Zomato and TinyOwl.

Food Industry:

 The size of the Indian Food Industry is estimated at Rs 8, 80,000 crores (US $ 200 billion)
in 2006-07 and is slated to reach Rs 1,320,000 crores (US $ 300 billion) by 2015 with the
increasing share of processed food (in value terms) from 43 percent to 50 percent.
 Food is the biggest expense for an urban Indian household. About 38.6% of the total
consumption expenditure of households was spent on food in 2011-12.
 The new wave in the food industry is not only about foreign companies arriving here
attracted by the prospective size of the market While US brands such as McDonald's, Pizza
Hut and Kentucky Fried Chicken have become household names, more are on their way.
 . It is also about the migration of the Made in India tag on food products traveling abroad.

Indian food brands and fast moving consumer goods (FMCGs) are now increasingly finding
prime shelf-space in the retail chains of the US and Europe. These include Cobra Beer,
Bikanervala Foods, MTR Foods' ready-to-eat food stuff, ITC's Kitchen of India

4
  Favorable economic and cultural transformation and a shift in attitudes and lifestyles have
consumers experimenting with different cuisine, tastes and new brands. There is an
awareness and concern for wellness and health, for high protein, low-fat, wholegrain,
organic food.

Growth rate of Key sectors.

Wine

Dairy
Meat

 Foodpanda acquires food ordering portals TastyKhana and Just Eat India to strengthen its
presence in India.

 Gujarat Cooperative Milk Marketing Federation (GCMMF), popularly known as 'Amul',

plans to invest Rs 5,000 crore (US$ 753.16 million) to establish ten new processing plants
as well as expand the current capacity to touch 32 million litres per day (MLPD) capacity
by 2020.

 Restaurant search service Zomato raised US$ 110 million from existing investors including
Info Edge, Vy Capital and Temasek. Zomato is now present in 22 countries and over 500
cities around the globe.

 Earlier this year, Zomato acquired Urbanspoon, for an undisclosed amount, in an all-cash
deal marking its entry into the US.

5
  Papa John’s India acquired the Pizza Corner from Global Franchise Architects for an
undisclosed sum. It is now the third-largest pizza chain in India, after Domino's and Pizza
Hut.

 ITC Limited plans to invest Rs 800 crore (US$ 120.51 million) to set up a world-class food
processing facility in Medak, a district located in Telangana. The company has also
formulated plans to enter the dairy market.

Some of the major initiatives taken by the Government of India to improve the food processing
sector in India are as follows:

• Ms Harsimrat Kaur Badal, Union Minister for Food Processing Industries, Government of
India inaugurated the first of its kind Rs 136 crore (US$ 20.49 million) mega international
food park at Dabwala Kalan, Punjab.

• The Ministry of Food Processing Industries announced a scheme for human resource
development (HRD) in the food processing sector. The HRD scheme is being implemented
through State Governments under the National Mission on Food Processing. The scheme
has the following four components:

– Creation of infrastructure facilities for degree/diploma courses in food processing

sector

– Entrepreneurship Development Programme (EDP)

– Food Processing Training Centre (FPTC)

– Training at recognized institutions at State/National level

• The Food Safety and Standards Authority of India (FSSAI) under the Ministry of Health
and Family Welfare has issued the Food Safety and Standards (Food Product Standards and
Food Additives) Regulations, 2011 and the Food Safety and Standards (Contaminants,
Toxins and Residues) Regulations, 2011 which prescribe the quality and safety standards,
respectively for food products.

6
 • The Ministry of Food Processing Industries has taken some new initiatives to develop the
food processing sector which will also help to enhance the incomes of farmers and export of
agro and processed foods among others.

• The Government of India has approved the setting up of five numbers of Mega Food Parks
in the states of Bihar, Maharashtra, Himachal Pradesh and Chhattisgarh. The Government
plans to set up 42 such mega food parks across the country in next three to four years.

• In the Budget 2015-16, a corpus of Rs. 2,000 crore (US$ 301.27 million) was created under
National Bank for Agriculture and Rural Development (NABARD) to provide cheaper
credit to food processing industry. Excise duty on plant and machinery for packaging and
processing has been brought down to six per cent from 10 per cent.

• The Government of India has planned to set up 42 mega food parks across the country in
next three to four years.

Beverage Industry:

• The beverage industry in India constitutes of around USD 230 million among the USD 65
billion food processing industry. The major sectors in beverage industry in India are tea and
coffee which are not only sold heavily in the domestic market but are also exported to a
range of leading overseas markets.. Among the hot beverages manufactured in India, tea is
the most dominant beverage that is ruling both the domestic and international market even
today.

• Coca cola, Pepsi, and Nestle are the leading beverage brands that have been ruling the
Indian beverage market since past few decades. Among all the beverages, tea and coffee are
manufactured as well as exported

• heavily in the international markets succumbing

• to the individual demands around the world. -

7
• 100% FDI is permitted in the automatic route for most food products except for items
reserved for micro and small enterprises.

• 100% FDI is permitted for alcoholic beverages, with the requirement of an industrial
license.

• For pickles, mustard oil, groundnut oil and bread – items reserved for the micro small and
medium sector, 24% foreign direct investment is allowed under the automatic route, with
the requirement of prior approval from the Foreign Investment Promotion Board for FDI
amounting to more than 24%.

Challenges Faced By the Indian Industry:

 The most crucial challenge today that the Indian food processing industry is facing is the
lack of suitable infrastructure in the shape of cold chain, packaging centre’s, value added
centre, modernized abattoirs etc. Improvement in general infrastructure is also a must
requirement for the industry to progress. Some other important initiatives that are needed
are:

 Promotion of appropriate crossbreeds while conserving indigenous breeds of livestock

 Establishment of livestock marketing system

 Promotion of rural backyard poultry in a cooperative marketing setup

 Development of cooperative dairy firms

 Enhancing livestock extension services

 Encouraging private veterinary clinic

Agencies:

 Ministry of Food Processing Industries

 Food Safety and Standards Authority of India

8
  Agriculture and Processed Foods Export Development Authority

 National Insitute for Food Technology and Entrepreneurship Management

 All India Food Processors Association

 Commodity Boards under the Ministry of Commerce and the Ministry of

Agriculture/Ministry of Food Processing: coffee, tea, spice, meat and grapes.

 Indian Grape Processing Board.

9
 SWOT ANALYSIS

It is one thing to discern attractive opportunities in the environment; it is another to have the
necessary competencies to succeed in these opportunities. Each business needs to evaluate
strengths and weaknesses periodically. In examining its pattern of strengths and weaknesses,
clearly the business does not have to correct all of its weakness nor gloat about all of its strengths.
The big question is whether the business should limits itself to those opportunities where it now
possesses the required strengths or should consider better opportunities where it might have to
acquire or develop certain strengths.

A market opportunity is an area of need in which a company can perform profitably. Opportunities
can be listed and classified according to their attractiveness and the success probability. The
company’s success probability depends on whether its business strengths not only match the key
success requirements for operating in the target market but also exceed those of its competitors.
Mere competence does not constitute the competitive advantage. The best performing company
will be one of that can generate the greatest customer value and sustain it over time.
Some development in the external environment represents threats. An environmental threat is a
challenge posed by an unfavourable trend or development that would lead, in the absence of
defensive marketing action, to sales or profit deterioration.

SWOT:
Analysis is important technology by the company can reap its position future and can over comes
its negative aspects. Therefore, swot analysis plays an important role of formulating the business
strategies for any company, which is obvious best on its strength, weakness, opportunity and
threat.
Strength:
• Respected management and reasonable competitive advantages
• Strong position in the segment of its business
• Emerging businesses and companies staging a turnaround etc
• Vast customer base.
• Extensive distribution network
• Government support

10
 Weakness:
1. Lack of Funds

2. No large network

3. Unskillful laborers

Opportunity:

India almost tops the Index on indicators of absolute food market size and growth. If infrastructure
challenges can be overcome, India may also come to rival China as a production location to address
broader Asian demand.

1. Rising level of urbanization and education creates opportunity.

2. Increasing awareness in safe and packed products among people.

3. Growing market of health conscious people in urban.

4. Increasing demand of products among all segments.

Threats:

India still maintains some restrictions on foreign equity investment in food manufacturing. While
India’s economy is less energy intensive than China’s, it relies heavily on energy imports, and thus
it is also exposed to global economic risks. Additional regional compliance requirements (i.e.
labelling) can present operational challenges. Corruption remains an issue.

1. Economic environment.

2. Government policies

3. Political environment

4. Social environment

5. PEPSI, COCA-COLA

11
 FUTURE TRENDS:

The clean-eating trend has inspired a back-to-basics approach in product development and is an
overarching theme in The Netherlands-based Innova Market Insights' Top Ten Trends list for 2016.
New global products tracked with an "organic" claim have risen from 6.3 percent in the first half of
2013 to 9.5 percent in the first half of 2015, the market research firm says. A surge in "free from"
launches and "flexitarian" options also has been reported. A live webinar at 10 a.m. EDT on Nov.
24 will provide an overview of all the key trends, it adds.

"Clean and clear labelling and 'free from' foods have all gained traction and moved onto the next
level during 2015," said Lu Ann Williams, director of innovation at Innova Market Insights, in a
statement. "While other emerging trends for 2016 include the rise of the part-time vegetarian
('flexitarian') consumer, interest in a return to food processing the natural or old-fashioned way, the
search for permissible indulgence and the re-establishment of links to 'real' food."

The following are some of the top trends for 2018 as indicated in the report:

1. Organic growth for clear label: "Clear label" established itself as a key trend in 2017, with
greater transparency and focus on simpler products with fewer artificial additives taking "clean
label" to the next level, the market research firm notes. The biggest surge in new product
development has been reported in organic products, indicating that this will be a key platform
going forward in the short term, although the challenges involved might result in more beneficial
platforms for clear label in the longer term, it adds.

2. “Free from” for all: Many consumers don't actually need products that are free from gluten,
wheat and dairy, but are demanding them anyway, as they consider them to be healthier. Industries
have little choice but to respond, and the recent surge in mainstream gluten-free products has been
incredible, the market research firm notes. Other "free from" platforms are also gaining steam.

3. The "flexitarian" effect: The rise of part-time vegetarians, who have reduced their meat
consumption because of health, sustainability and animal welfare concerns, is having a major
impact on new product activity. This includes the technological development and promotion of better-
tasting products more reminiscent of meat, as well as the use of alternative protein sources and more
animal-friendly processes, the market research firm says.
12
 4. Processing the natural way: Established food processing practices that have been around for
centuries also are in the spotlight. They bring with them a natural and authentic image to counteract
some of the negative perceptions of heavily processed foods, the market research firm says. The
health benefits of fermented foods are seeing increasing awareness among western consumers.
Newer technologies such as high- pressure processing (HPP) also could succeed if they are seen as
a fresh alternative to using preservatives.

5. Green light for vegetables: Consumers know they need to eat more greens, but shy away
because of taste expectations. Children can be encouraged to eat more through hidden vegetable
products, while the rise of fusion smoothies and high vegetable pastas indicates that adults also can
be encouraged to increase their intake, the market research firm says.

13
 INDUSTRY PROFILE:

Overview of the Sector:

The beverage industry consists of two major categories and eight sub-groups. The non-alcoholic
category is comprised of soft drink syrup manufacture; soft drink and water bottling and canning;
fruit juices bottling, canning and boxing; the coffee industry and the tea industry. Alcoholic
beverage categories include distilled spirits, wine and brewing.

Evolution of the Industry:

Although many of these beverages, including beer, wine and tea, have been around for thousands
of years, the industry has developed only over the past few centuries.

The beverage products industry, viewed as an aggregate group, is highly fragmented. This is
evident by the number of manufacturers, methods of packaging, production processes and final
products. The soft drink industry is the exception to the rule, as it is quite concentrated. Although
the beverage industry is fragmented, ongoing consolidation since the 1970s is changing that.

Since the early 1900s beverage companies have evolved from regional firms that mainly produced
goods for local markets, to today’s corporate giants that make products for international markets.
This shift began when companies in this manufacturing sector adopted mass production techniques
that let them expand. Also during this time period there were advances in product packaging and
processes that greatly increased product shelf life. Air-tight containers for tea prevented absorption
of moisture, which is the principle cause of loss of flavour. In addition, the advent of refrigeration
equipment enabled lager beers to be brewed during the summer months.

Economic Importance:

The beverage industry employs several million people worldwide, and each type of beverage
grosses billions of dollars in revenue each year. Indeed, in several small, developing countries, the
production of coffee is the major support of the entire economy.
14
 Characteristics of the Workforce:

Though the ingredients and production of beverages vary, generally the characteristics of those
employed in this industry have many commonalties. The process of harvesting raw materials,
whether they be coffee beans, barley, hops or grapes, employs low-income, unskilled individuals or
families. In addition to being their main source of income, the harvest determines a large part of
their culture and lifestyle.

In contrast, the processing of the product involves automated and mechanized operations, usually
employing a semi-skilled, blue-collar workforce. In the production facility and warehouse areas,
some of the common jobs include packaging and filling machine operator, fork-lift operator,
mechanic and manual labourer. The training for these positions is completed onsite with extensive on-the-
job instruction. As technology and automation evolve, the workforce diminishes in number and
technical training becomes more important. This semi-skilled manufacturing workforce is usually
supported by a highly skilled technical group consisting of industrial engineers, manufacturing
managers, cost accountants and quality assurance/food safety technicians.

The beverage industry for the most part distributes its products to wholesalers using common
carriers. However, soft drink manufacturers usually employ drivers to deliver their products
directly to individual retailers. These drivers-sales workers account for about one-seventh of the
workers in the soft drink industry.

The more health-conscious atmosphere in Europe and North America in the 1990s has led to a flat
market in the alcoholic beverage industry, with demand shifting to non-alcoholic beverages. Both
alcoholic and non-alcoholic beverages, however, are expanding considerably in developing nations
in Asia, South America and to some extent Africa. Because of this expansion, numerous local jobs
are being created to meet production and distribution needs.

15
 Production of Fruit Juices:

Fruit juices are made from a wide variety of fruits, including oranges and other citrus fruits,
apples, grapes, cranberries, pineapples, mangoes and so forth. In many cases, various fruit juices
are blended. Usually, the fruit is processed into a concentrate near where it is grown, then shipped
to a fruit juice packager. Fruit juices can be sold as concentrates, frozen concentrates (especially
orange juice) and as the diluted juice. Often sugar and preservatives are added.
Once received at the processing plant, the oranges are washed, graded to remove damaged fruit,
separated according to size and sent to the juice extractors. There the oils are extracted from the
peel, and then the juice extracted by crushing. The pulpy juice is screened to remove seeds and
pulp, which often end up as cattle feed. If the orange juice is intended for sale as “not from
concentrate”, it is then pasteurized. Otherwise the juice is sent to evaporators, which remove most
of the water by heat and vacuum, then chilled, to produce the frozen, concentrated orange juice.
This process also removes many oils and essences which are blended back into the concentrate
before shipping to the juice packager.
The frozen concentrate is shipped to the packager in refrigerated trucks or tankers. Many dairies
package orange juice using the same equipment used to package milk. (See the article “Dairy
products industry” elsewhere in this volume.) The concentrate is diluted with filtered water,
pasteurized and packaged under sterile conditions. Depending on the amount of water added, the
final product can be cans of frozen orange juice concentrate or ready-to-serve orange juice.

Soft Drink Concentrate Manufacturing:

Process overview
Operations in a concentrate manufacturing plant can be divided into five basic processes:

1. Treating water

2. Receiving raw materials

3. Concentrate manufacturing

16
 4. Concentrate and additives filling

5. Shipping finished products.

Each of these processes has safety hazards that must be evaluated and controlled. Water is a very
important ingredient in the concentrate and it must have excellent quality. Each concentrate plant
treats water until it reaches the desired quality and is free from micro-organisms. Water treatment
is monitored during all stages.

When the plant receives the compounding ingredients, inspection, sampling and analysing of the
ingredients in the quality-control department are begun. Only materials that have passed the tests
will be used in the concentrate manufacturing process. Some of the raw materials are received in
tank trucks and require special handling. Also, packaging material is received, evaluated and
analysed in the same way as the raw materials.

During the manufacturing of concentrate, treated water and liquid and solid ingredients are pumped
into stainless-steel tanks, where they are mixed, homogenized and/or extracted in accordance with
the manufacturing instructions. The tanks have capacities of 50 gallons, 10,000 gallons and even
more. These tanks are completely clean and sanitized at the time of mixing.

Once the concentrate is manufactured, the filling stage is started. All the products are piped into the
filling room. Filling machines are strictly cleaned and sanitized before the filling process starts.
Most of the filling machines are dedicated to specific container sizes.

The product is kept inside pipes and tanks at times during the filling process in order to avoid
contamination. Each container should be labelled with the product name and handling hazards (if
necessary). Full containers are moved by conveyors to the packaging area. additives to be used in
the preparation of carbonated soft drinks are packed. Many of these additives are packed in plastic
bags and placed in boxes.
Once at the warehouse, the products are divided and prepared to be sent to the different bottling
companies. These products should be labelled following all government regulations.

17
 Soft Drink Bottling and Canning:

In most established markets around the world, soft drinks now rank first among manufactured
beverages, surpassing even milk and coffee in terms of per capita consumption.

Including ready-to-drink, packaged products and bulk mixes for fountain dispensing, soft drinks
are available in almost every conceivable size and flavour and in virtually every channel of retail
distribution. Complementing this universal availability, much of the soft drink category’s growth
can be attributed to convenient packaging. As consumers have become increasingly mobile, they
have opted for easier-to-carry packaged goods. With the advent of the aluminium can and, more
recently, the resalable plastic bottle, soft drink packaging has become lighter and more portable.

Stringent quality-control standards and state-of-the-art water treatment processes also have
afforded the soft drink industry a high degree of confidence regarding product purity. Moreover,
the manufacturing or bottling plants that produce soft drinks have evolved into highly mechanized,
efficient and spotlessly clean food-processing facilities.

As early as the 1960s, most bottlers were producing beverages through machinery that ran at 150
bottles per minute. As product demand has continued to skyrocket, soft drink manufacturers have
shifted to faster machinery.

Thanks to advances in production technology, filling lines now are able to run in excess of 1,200
containers per minute, with minimal downtime except for product or flavour changes. This highly
automated environment has allowed soft drink manufacturers to reduce the number of employees
required to operate the line. Still, as production efficiencies have risen dramatically, plant safety
has remained an ever-important consideration.

18
Soft drink bottling or manufacturing involves five major processes, each with its own safety issues
that must be evaluated and controlled:

1. Treating water

2. Compounding ingredients

3. Carbonating product

4. Filling product

5. Packaging.

Soft drink manufacturing starts with water, which is treated and cleansed to meet exacting quality-
control standards, usually exceeding the quality of the local water supply. This process is critical to
achieving high product quality and consistent taste profiles.

As ingredients are being compounded, the treated water is piped into large, stainless-steel tanks.
This is the stage at which various ingredients are added and mixed. Diet beverages are mixed with
artificial, non-nutritive sweeteners such as aspartame or saccharin, whereas regularly sweetened
drinks typically use liquid sugars like fructose or sucrose. It is during this stage of the production
process that food colouring may be added. Flavoured, sparkling waters receive the desired
flavouring at this stage, while plain waters are stored in the mixing tanks until the filling line calls
for them. It is common for bottling companies to purchase concentrate from other firms.

In order for carbonation (absorption of CO2) to occur, soft drinks are cooled using large, ammonia-
based refrigeration systems. This is what gives carbonated products their effervescence and texture.
CO2 is stored in a liquid state and piped into carbonation units as needed.

This process can be manipulated to control the required rate of beverage absorption. Depending
upon the product, soft drinks may contain from 15 to 75 psi of CO2. Fruit-flavoured soft drinks
tend to have less carbonation than colas or sparkling water. Once carbonated, the product is ready
to be dispensed into bottles and cans.

19
 The filling room usually is separated from the rest of the facility, protecting open product from any possible
contaminants. Again, the highly automated filling operation requires a minimal number of personnel. Filling room
operators monitor the equipment for efficiency, adding bulk lids or caps to the capping operation as necessary.
Empty bottles and cans are transported automatically to the filling machine via bulk material-handling
equipment.

Soft drink canning line showing filling operations

Stringent quality-control procedures are followed throughout the production process. Technicians measure many
variables, including CO2, sugar content and taste, to ensure that finished drinks meet required quality standards.

Packaging is the last stage prior to warehousing and delivery. This process also has become highly automated.
Meeting various marketplace requirements, bottles or cans enter the packaging machinery and may be
wrapped with cardboard to form cases or placed into reusable plastic trays or shells. The packaged products
then enter a palletizing machine, which automatically stacks them onto pallets. Next, the loaded pallets are
moved—typically via fork-lift—to a warehouse, where they are stored.

20
 Scope and Challenges Before Food and Beverage Industry:

It can be found these days food and beverage industry is fastest growing sector generating
exceptionally high revenue. The main reason behind this fact is busy life and cosmopolitan lifestyle
of people around the world. We can see most of families are now depending on processed foods
and drinks due to various reasons. Further, it can be also noticed that the sector is having immense
future opportunities. Therefore, we can find everyday more players are jumping into food and
beverage industry as it promising sector where companies earn huge returns on their investments.
However, when it comes to food and beverage products people usually do not trust new brand as
these products are directly associated with the health of an individual and their family. That is why
new players or brands in market need a better exposure to enlighten the core competencies of their
product. As we all know Horlicks and Complan are leading brand when it comes to health drinks.
The products have many segments with different features like taste, colour, composition, and
benefits. These products use all the best mediums to promote their products as well as always
present something new to their targeted audiences and potential customers. If you are launching
new health drink in any name the foremost challenge in front of your product will be how you can
increase awareness about your product. As we know health drinks are usually related to children
and any parent cannot afford to take any kind of risk. Therefore, you need best medium to interact
with your customers as well as get their feed back to bring improvements in your product and
accordingly sales and marketing strategies. Present era is the age social media where a company
can interact and increase awareness about its product without any direct contact with its customers.
In order to become a brand you need to be on mouth of your targeted customers whenever they
approach to market for buying your product. If we talk about marketing strategy packaging of
products also play crucial role in its promotion. If we talk about food and beverage industry your
product must be easy to carry and at the same time attract the attention of buyers. Suppose if you
are selling beer or cold drink the packing should not be dull and when buyer going to consume it
should open up easily. In case the buyer of your product find it cumbersome process to open the
bottle or can of any beer or cold drink he or she may switch to some other brand for comfort. In the
same way a company can make its product favoured brand of its customers by showing the
procedure to cooking or using it on its packet.

21
 COMPANY PROFILE:

Maldham Food & Beverages. Was established in the year 2010 in Hyderabad. & diversified from
Confectionery Manufacturer to Namkeens & beverages & stepped its foot into Chennai market in
2015 with dual strategy approach:

PUSH – Maldham Foods & Beverages focuses on acquiring strong distribution partners to achieve
presence in every significant market and thus assuring sustainable market penetration.

PULL – By applying a dedicated approach to brand development by means of trend setters and
multipliers, we at the same time creates corresponding demand on the part of customers and doing
so the PUSH approach is intensified.

Maldham Foods & Beverages focus on middle income group & lower income group segment, with
the idea of introducing sachets juices for ease of consuming & disposing. Ever since its inception,
the Maldham Foods & Beverages has followed the principle of putting enterprise, innovation and
integrity above everything else.

Maldham Foods & Beverages believe that achieving business leadership is not a destination but a
journey in itself. On our growth and expansion drive we appreciated the need for a systems driven
organization. This realization led us to adapt the globally recognized ISO: 9001-2010 Quality
Management Systems. Having demonstrated that our Quality Management System meets the
requirements of ISO we were certified as a ISO: 9001 – 2010 company by BVQI in the year 2015,
value the importance of accurate and on-time information flow throughout the business. This led to
the hoisting of our web based ERP application.

22
 The manufacturing unit is managed by a team of qualified personnel who look for continual
improvements in technology, operations and products. The management has defined and
documented its Quality Policy and Objectives. These are made known to every employee through
training programmes, posters and cards and the commitment to achieve Quality Policy by
following the Quality Management Systems is ensured. The management always had the interests
of the society first ahead of its business interest. Maldham Foods & Beverages follow fair
practices like ‘No Child Labor’ ‘No Pollution’ ’No Exploitation’ and ‘No Overwork’ The years of
dedication, pursuit of excellence and strong belief in keeping pace with international standards and
customer expectations have helped the company reach present status.

The company currently have 6 flavors namely Mango, Orange, Lemon, Grape, Guava, Apple &
likely to introduce carbonated drinks by April 2017.

PRODUCTS

43
44
 CHAPTER-II
REVIEW OF LITERATURE

45
 2. REVIEW OF LITERATURE:

According to Henry Ongori, Jennifer Chishamiso Nzonzo (2011), training and development has
become an issue of strategic importance. Although many scholars have conducted research on
training and development practices in organizations in both developing and developed economies,
it is worth mentioning that most of the research has concentrated on the benefits of training in
general. There is however, limited focus on evaluation of training and development practices in
organizations.

According To Fizzah (2011), found out how training and development effect organizational
performance and to find out what is the impact of training and development in organization. Data is
collected from the 100 members of different organizations. And the previous researches carried out
on training and development. Training and development is important for the employees in
organization, it helps the employees to improve their skills and to give a good performance in
workplace. There is a big relation between training and development with the organization
performance and the relationship is discussed in the paper.

Pilar Pineda in the year (2010) has done his research in this topic “Evaluation Of Training In
Organizations A Proposal For An Integrated Model” and the author’s purpose of this paper is to
present an evaluation model that has been successfully applied in the Spanish context that
integrates all training dimensions and effects, to act as a global tool for organizations. This model
analyses satisfaction, learning, pedagogical aspects, transfer, impact and profitability of training
and is therefore a global model. The author says that training is a key strategy for human resources

46
 development and in achieving organizational objectives. Organizations and public authorities
invest large amounts of resources in training, but rarely have the data to show the results of that
investment. Only a few organizations evaluate training in depth due to the difficulty involved and
the lack of valid instruments and viable models. The paper’s approach is theoretical, and the
methodology used involves a review of previous evaluation models and their improvement by
comparing their application in practice. The author has also applied the model successfully in
several public and private organizations, in industry and in the services sector, which demonstrates
its usefulness and viability in evaluating the results of training.

Therefore, this evaluation model has interesting and practical implications, as a useful tool for
training managers in evaluating training results, as well as providing a global simplified approach
to the complex evaluation function. The originality of this evaluation model lies in its focus on a
key and novel aspect – i.e. the pedagogical dimension, providing an integrated tool that can be
easily adapted to any organization.

Eugene Rotarescu in the year (2010) presented in a succinct and applicative manner of several
decision making processes and the methods applied to human resources training and development
in environments with risk factors. The decisions have been optimized by the huma n resources
training and development, the decision makers have readily available with two methods of analysis
they are: (1) the decision matrix and (2) the decision tree method. Both methods compute the
alternatives based on the estimated monetary value (EMV). Finally the decision matrix and the
decision tree analyses represent two viable, scalable and easily applicable framework analyses for
selecting the optimum course of action regarding the training and development of human resources.
Both analyses generate the same solution and rely on the accuracy of the expected monetary value
(EMV) method calculated for each course alternative action. Of these two methods, the selected
decision method depends on the circumstances, the complexity of the situation and preference of
the decision makers.

According to Bates and Davis (2010), explained usefulness of training programme is possible only
when the trainee is able to practice the theoretical aspects learned in training programme in actual
work environment. They highlighted the use of role playing, cases, simulation, mediated exercises,
and computer based learning to provide exposure to a current and relevant body of knowledge and
real world situations
47
According to Shelley Frost, (2009) Demand Media Training is a crucial component in preparing
new employees for their positions and keeping existing employees current on critical information.
To be effective, a training program needs a specific purpose with appropriate training methods.
Understanding the factors that influence training programs enables you to develop or change your
current employee education to make it fit the needs of your business and your employees.

According to Haslinda Abdullah (2009), the challenges faced by employers and organizations in
the effective management of HR T&D varied from concerns about the lack of intellectual HR
professionals to coping with the demand for knowledge-workers and fostering learning and
development in the workplace. The core and focal challenge is the lack of intellectual HRD
professionals in manufacturing firms, and this suggests that employers viewed HR T&D as a
function secondary to HRM and perhaps considered it as being of lesser importance. This
implication could lead to the ineffective implementation of HR T&D activities and increase
ambiguity and failure in effectively managing HR T&D as a whole.

Franco Gandalf in the year (2009) has done his research in the topic “Training and Development
in an Era of Downsizing” And he has analyzed that downsizing as a restructuring strategy which
has been actively implemented for the last three decades. While employee reductions were utilized
mainly in response to crises prior to the mid-1980s, downsizing developed into a fully- fledged
managerial strategy for tens of thousands of companies in the mid to late 1980s. Since then,
downsizing has transformed the international corporate landscape and affected the lives of
hundreds of millions of individuals around the world. While the overall effects of downsizing have
been widely reported, many misconceptions surrounding the concept of downsizing have remained.
This conceptual paper focuses on the role of training and development (T&D) during the
downsizing process. In particular, the research depicts the current body of literature associated with
the function of HR and its plans, programs, and policies that firms adopting downsizing must
provide to their surviving workforces. Finally, this paper offers concluding comments regarding
effective downsizing practices that have emerged in the literature.

48
 “Sundararajan S. (2007) suggests that, in the current competitive business environment, the
demand of organizations compels Indian Industries to rethink their vision and mission about
Human Resource Development (HRD) practices through training and development. Changes are
inevitable anywhere i.e. in our personal life, social life, work life, in nature, in society, in universe
etc. We cannot avoid changes, but we can adjust and adapt to such changes for betterment through
training and development. Today's industries are moving towards globalization, and this process is
characterized by intense competition, technological innovations, consumer satisfaction, competitive
advantages etc. Here, the human resource provides impetus training and development to deal with
such competitive and complex situations in the business world.

In this day and age, organizations are forced to thrive on the cutting edge competition using the
most appropriate technology. For this, managing HR is more effectively through appropriate
training to the organizational workforce. Training might thus mean showing a machinist how to
operate his new machine; a new sales person, how to sell his firm's product; or a new supervisor
how to interview and appraise employees. For analyzing the existing training and development
programme of private sector organization and employees' attitude, the researcher conducted an
empirical study on 'employees 'attitude towards training and development' in private sector
manufacturing and business organizations. Based on this research, the researcher come to certain
conclusions about employees' mindset towards training and development in private sector
organizations.

49
 CHAPTER-III
RESEARCH METHODOLOGY

50
 3. RESEARCH METHODOLOGY:

Definition:

Research methodology defines how the survey undertakes. This involves the specification of the
research design, sources of data, method of primary data collection and sampling methods used.

3.1.1 Research Design:

The research design is the plan, structure and strategy of investigation conceived so as to obtain the
answer to research question and to control variance. A research design is the specification of methods
and procedures for acquiring the information needed for solving the problem. This study is
Descriptive in nature as it brings out the facts of purchase attitude

Sampling design

A sample design is definite plan obtaining a sample from a given population. It refers to the
technique or a procedure, the researcher would adopt in selecting items for the sample.

Sampling frame

The elementary unit or the group of complete list of all the members/units of the population from which
each sampling unit is selected is known as sampling frame. It should be free from error. A perfect
sampling frame will contain its each unit only once. A sampling frame will consists of a list of item
from which the sample is drawn. The sampling frame must be complete, accurate and adequate and up
to date as explained below:

 Presence of all legitimate units in a frame makes it complete.

 Absence of non existing units in the frame improves its accuracy.
 The structure of the frame should make it adequate in terms of covering the entire population.
 The units of the frame must be up to date in terms of its content.

The sample frame in this study includes the lower level employees of MALDHAM FOODS &
BEVERAGES.

51
 Sampling method

Sampling methods can be classified into probability sampling and non-probability sampling
methods.

In ‘probability sampling’, each unit of the population has a probability of being selected as a unit of
the sample. But this probability varies from one method to another method of probability sampling.
This type of sampling is more rigorous and free from biases.

In ‘non probability sampling’, memb ers are selected from the population in some non random
manner. There may be instance that certain units of the population will have zero probability of
selection, because judgment, biases are considered to be the criteria for the selection of sample
units of such sampling.

Simple random sampling

The sampling used in the study is simple random Sampling. As the name implies, is based on the
convenience of the researcher who is to select a sample. This type of sampling is also called
accidental sampling as the respondents in the sample are included in it merely on account of their
being available on the spot where the survey is in progress. Thus a researcher may stand at a
prominent point and interview all those selected people who pass through that place.

Sample size

Sample size determination is the act of choosing the number of observations or replicates to include
in a statistical sample. The sample size is an important feature of any empirical study in which the
goal is to make inferences about a population from a sample.

The sample size taken for the study is 120 respondents.

FORMULA WITH FINITE POPULATION:
𝑁(σ)2 (z)2

N =
(N-1) 𝑑2 +( σ 2
)(Z2)
Where n1 = Sample size with finite population,

52
 N = Population size,

z = z (standard variate) statistic for a level of confidence, (i.e. 1.96)

σ = Standard deviation (i.e. .407)
d = Precision, level of acceptance error/ level of significance.
(If the precision is 5%, then d = 0.05)

230 x (.407)2 x (1.96)2 230 x (0.1656) x (3.8416)

= =

(220 – 1) (0.05)2 x (.407)2 (1.96)2 219 (0.0025)+(0.1656)(3.8416)

139.957

= 1.20366 = 120 samples

Source of Data:

The data, which required for the study was directly collected from the customers through a
structured questionnaire.

Research Instrument:

In order to collect the primary data questionnaire is used as the research instrument. It consists of a
set of questions arranged in a logical pattern for the respondents to answer. The type of
questionnaire used is structured disguised in which lists of questions were formed, so as to get the
facts.

• Open ended questions

• Close ended questions

• Dichotomous questions

53
 Open ended questions

An open-ended question is designed to encourage a full, meaningful answer using the subject's own
knowledge and/or feelings. It is the opposite of a closed-ended question, which encourages a short
or single-word answer.

Close ended questions

A closed-ended question is a question format that limits respondents with a list of answer choices
from which they must choose to answer the question. Commonly these types of questions are in the
form of multiple choices, either with one answer or with check-all-that-apply, but also can be in
scale format, where respondent should decide to rate the situation in along the scale continuum,
similar to like questions.

Dichotomous questions

Among dichotomous questions are those questions that include only two possible answers. They
are used for clear distinction of qualities, experiences or respondent's opinions. Example: Do you
think that number of branches of our health insurance company is adequate? Yes.

Data Collection Process:

Researcher explained the purpose of the study to the customers he also explained each and every
questions. It took more than three weeks for researcher to collect the data from the respondents.

Statistical Tools:

Chi square test

The 2 tests is one of the most popular statistical inference procedures today. It is applicable to a
large number in practice, which can be listed below

2 as a test of independence:

With the help of 2 tests we can find out whether two or more attributes are associated or not.
Suppose we have N observation classified according to some attributes are related or impendent.

54
 Thus, we can find out whether if advertising has helped in increasing sales, or whether there is a
relation between the income levels and band purchased.

In order to whether the attributes are associated or not, we take the null hypotheses that there is no
association between the attributes under study, or in other words the two attributes are independent.
Two cases are possible:

Case 1: If the calculated value of 2 is less than table at a certain level of significant generally 5%
level, we say that the result of the experiment provide no evidence ford doubting the hypothesis or,
in other words the hypothesis that the attributes are not associated holds good.

Case 2: on the other hand, if the calculated value of 2 is greater than the table value at a certain
level of significance, way that the result of the experiment do not support the hypothesis or, in
other words, the attributes are associated. It should be notes 2 is not a measure of the degree or
form or relationship; it only tells whether two principles of classifications are or are not
significantly related without to any assumptions concerning the form of relationship.

The value of 2 is found using the formula; (O-E)²

E??
Where,
O = the observed frequency for a cell
E = the expected frequency for the cell

Where, -1) (c-1) degree of freedom?

R = number of rows in the table

C = number of column in the table

55
 Calculation of expected frequency
The expected frequencies are calculated as follows:

Column 1 Column 2

Row 1 A B R1

Row 2 C D R2

C1 C2 N

A, B, C, D are observed frequencies

Expected frequency for “A” wil be (R1) (C1)

Expected frequency for “B” wil be (R1) (C2) and so on

2 values are available in statistical table for various levels and different degree of freedom
Variable of the study:
Dependent variable: Training
Independent Variable: Performance after training

56
 KARL PEARSON'S CORRELATION COEFFICIENT

Pearson's correlation coefficient when applied to a sample is commonly represented by the letter r
and may be referred to as the sample correlation coefficient or the sample Pearson correlation
coefficient. We can obtain a formula for r by substituting estimates of the co variances and
variances based on a sample into the formula above. So if we have one dataset {x1,...,xn}
containing n values and another dataset {y1,...,yn} containing n values then that formula for r is:

Karl Pearson’s coefficient of correlation is also known as the product moment correlation
coefficient. The value of ‘r’ lies between ± 1.positive values of r indicate positive correlation
between the two variables (i.e. changes in both variables take place in the statement direction),
whereas negative values of ‘r’ indicate negative correlation i.e., changes in the two variables taking
place in the opposite directions. A zero value of ‘r’ indicates that there is no association between
the two variables. When r = (+) 1, it indicates perfect positive correlation and when it is (-) 1 it
indicates negative correlation, meaning thereby that variations in independent variable (X) explains
100% of the variations in the dependent variable (Y). We can also say that for a unit change in
independent variable, if there happens to be a constant change in the dependent variable in the
same direction, then correlation will be termed as perfect positive. But if such change occurs in the
opposite direction, the correlation will be termed as perfect negative. The value of ‘r’ nearer to +1
or -1 indicates high degree of correlation between the two variables.

57
 PILOT STUDY

A pilot study, pilot project or pilot experiment is a small scale preliminary study conducted in order
to evaluate feasibility, time, cost, adverse events, and affect size (statistical variability) in an attempt
to predict an appropriate sample size and improve upon the study design prior to performance of a
full scale.

Case Processing Summary

N %
Cases Valid 30 100.0
Excluded 0 .0
Total 30 100.0
a. Listwise deletion based on all
variables in the procedure.

Reliability Statistics

Cronbach's
Alpha Based
on
Standardized
Cronbach's Items N of
Alpha Items
.735 .667 27

STANDARD DEVIATION

In statistics, the standard deviation (SD, also represented by the Greek letter sigma σ or the Latin
letter s) is a measure that is used to quantify the amount of variation or dispersion of a set of data
values. A low standard deviation indicates that the data points tend to be close to the mean (also
called the expected value) of the set, while a high standard deviation indicates that the data points
are spread out over a wider range of values.
The standard deviation of a random variable, statistical population, data set, or probability
distribution is the square root of its variance. It is algebraically simpler, though in practice
less robust, than the average absolute deviation. A useful property of the standard deviation is that,
unlike the variance, it is expressed in the same units as the data. There are also other measures of
deviation from the norm, including mean absolute deviation, which provide different mathematical
properties from standard deviation.
57
 DESCRIPTIVE STATISTICS

N Mean Std. Deviation

rank the following factors
which motivates in the 30 1.07 .254
organisation
rank the following factors
which motivates in the 30 1.13 .346
organisation
rank the following factors
which motivates in the 30 1.17 .379
organisation
rank the following factors
which motivates in the 30 1.20 .407
organisation
Gender 30 1.23 .430
are you fully satisfied with the
quality and duration of existing 30 1.43 .568
training programmes
do you agree that the trainer
provides training to meet 30 1.53 .681
present needs
how frequent you undergone
30 1.53 .629
training program
does your performance has
30 1.53 .681
improved after training
any feedback is given on your
performance after attending the 30 1.53 .681
training programmes
department 30 1.53 1.196
the working hours at Maldham
Foods & Beverages company is 30 1.63 .718
satisfactory
do you agree that training and
development is give adequate 30 1.70 .952
importance in the organization
58
do you agree that training given
in this organisation is realistic,
useful and based on the 30 1.77 1.278
business strategy of the
organisation
which of the following training
methods you have undergone
30 1.77 1.194
does your training program
help you in developing positive
attitude and team work 30 1.77 1.073
do you agree that senior
managers in the organization
are eager to help their juniors
develop through training
30 1.80 1.031
do you agree that management
of your organization identifies
the training needs for the
employees
how many years are you 30 1.80 1.064
working in this organisation
do you agree that training
program increase your
30 1.87 1.008
commitment to work
is induction training given to
new comers given adequate 30 1.90 1.155
importance in your
organization
do you agree that enough time
was provided to learn about the
30 1.90 .995
subject covered in the training
program
do you agree that the training
and development program in
the organization have increased 30 1.90 .845
the skill, ability talents towards
the assigned job and help in
59
 increasing in quality and
productivity of your work
those who are deputed for
training programmes take the
training seriously
30 2.00 1.174

30

2.00 .830
do you agree that there is
emphasis on developing
managerial capabilities of 30 2.03 1.129
managerial staff through
training
do you agree that human
relations competencies are
30 2.07 1.258
adequately developed in your
organisation through training
Age 30 2.20 .997
do you agree that training in
the organisation helps to
30 2.30 1.489
acquire technical knowledge
and skills
how do you rate the standards
of in house trainers in the 30 2.30 1.149
organization
how many days you undergone
30 2.60 1.037
training program in a year
qualification 30 2.97 1.066
designation 30 3.27 1.202
Valid N (list wise) 30

60
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

61
 4. DATA ANALYSIS AND INTERPRETATION:

A questionnaire was prepared for measuring effectiveness of training and development and
distributed among the employees of the MALDHAM FOODS & BEVERAGES .The primary data
collected by simpler and On sampling by using questionnaires was tabulated , converted into
percentage and displayed both in table as well as by graphical representation for analysis. Based
on the data, Interpretations were made. The questionnaire used for carrying out survey is included
in the annexure.

62
 TYPE OF TRAINING ATTENDED

The employees were requested to disclose the methods of training they have undergone in the
organization. The result is displayed in both table format and graphical format

Table 4.7: Type of training method attended

Type of training attended Frequenc Percent

y
on the job training 81 67.5
method
class room coaching 9 7.5
Mentoring 10 8.3
Others 20 16.7
Total 120 100.0

Chart 4.7: Chart showing the type of training attended

63
 Type of Training Attended
70
60
50
40
30
20
10

Inference: 67.5% of the respondent have gone through on the job training, 7.5% of the
respondents gone through class room coaching, 8.3% of respondents got training through
mentoring and 16.7% have mention other type of training programme Majority of employees
responded has undergone On-the-job training in the organization. Special training based on the
needs is conducted in addition to on- the job-training.

64
 TRAINING FREQUENCY

The employees were requested to disclose how frequent they undergone training in the organization.
The result is displayed in both table format and graphical format.

Table 4.8 : How frequently training program are conducted

Period Frequency Percentag

e
Quarterly 62 51.7
half yearly 49 40.8
Annually 9 7.5
Total 120 100.0

Chart 4.8: Chart showing frequency of training program

Frequency of training
programe

Inference: From the above table and chart it is understand that 51.7% of the respondents have
undergone training on quarterly basis, 40.8% of the respondents have undergone training on half
yearly basis and 7.5% of the respondents they have undergone training on annual basis.

70
 : WORKINGHOURS

Respondents were requested to react to the statement that “working hours at Maldham Foods &
Beverages Company is satisfactory”. A five point likert scale from, strongly agree‟ to, “highly
disagree‟ was used to measure the response. The responses are recorded in both tabular form
and graphical form. Inferences are arrived from the data.

4.9 Table showing that satisfactory levels of working hours

Level of satisfaction Frequency Percent

highly satisfied 56 46.7
satisfied 46 38.3
neutral 18 15.0
Total 120 100.0

Chart table showing that satisfactory levels of working hours

Level of satisfaction

50
40
30
20
10

Inference: From the above table and chart it is inferred that 46.7% of the respondents are highly
satisfied with working hours in the organisation, 38.3% of the respondents are the satisfied, 15% are
neutral for the respondents with working hours in the organization. None of them were dissatisfied

71
 FACTOR MOTIVATING EMPLOYEES

The employees were requested to disclose the factor which motivates them in the organization. The
result is displayed in both table format and graphical format.

Table showing factors motivating employees

Factors Frequency Percentage

Salary 28 23.3
Promotion 30 25
Motivational 42 35
talks
Recognition 20 16.7

Chart 4.10: Chart showing factors motivating employees

Factors Motivating Employees

Inference: From the above table and chart it is interred that 35% of the respondents said they get
motivation through “motivational talks”, 25% of the respondents said they get motivated by
“promotion” 23.3% of the respondents gets motivated through “salary” and 16.7% feels “recognition”
as a factor of motivation.
72
 DAYS OF TRAINING IN A YEAR

The employees were requested to disclose how many days of training they have undergone in a year
in the organization. The period of training was classified into different groups and respondents were
requested to specify which group they belong. The results of survey is displayed both in table and
chart form and interpretations are given.

4.11 Table showing no. of days of training employees have undergone.

Days of training Frequency Percent

0-3 days 17 14.2
4-7 days 46 38.3
7-10 days 27 22.5
more than 10 days 30 25.0
Total 120 100.0

Chart showing no. of days of training employees have undergone.

Days of Training in a Year

40
30
20
10

Inference: From the above table and chart it is interred that 38.3% of the respondent said that they
have undergone training for 4-7 days, 25% of the respondents said that they have undergone training
for more than 10 days, 22.5% of the respondents said that they have undergone training for 7-10 and
14.2% of the respondents said that they have undergone training for 0-3 days.

73
 TRAINING NEED IDENTIFICATION BY MANGEMENT

Respondents were requested to react to the statement that “Does the management of Maldham
Foods & Beverages identifies the training needs of employees”. A five point likert scale from,
“strongly agree‟ to “highly disa gree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form.

4.12 Table showing training needs identification by management

Particulars Frequency Percent

strongly agree 59 49.2
Agree 39 32.5
Neutral 7 5.8
Disagree 10 8.3
strongly disagree 5 4.2
Total 120 100.0

Chart showing training needs identification by management

50
45
40
35
30
25
20
15
10

Inference: 49.2% of respondents strongly agree that management identifies the training needs. 32.5
% of respondent agree that management identifies training needs. 5.8% of respondent partially agree
that management identifies the training needs. 8.3% disagrees to the statement and 4.2% strongly
disagree

74
 IMPORTANCE GIVEN TO TRAINING AND DEVELOPMENT

Respondent were requested to react to the statement that “the training and development is given
adequate importance in Maldham Foods And Beverages”. A five point likert scale from “strongly
agree‟ to, “highly disagree‟ was used to measure their response. The responses are recorded in
both tabular form and graphical form. Inferences are arrived from the data.

Table 4.13: Table showing importance given to the training and development

Particulars Frequency Percentag

e
strongly agree 65 54.2
agree 33 27.5
neutral 18 15.0
strongly disagree 4 3.3
Total 120 100.0

Chart 4.13: Chart showing importance given to training and development

strongly
disagree

Inference: 54.2% of respondents strongly agree that importance is given for training and
development. 27.5% of respondent agree that importance is given for training and development.
15% of respondents partially agree that management identifies the training needs and 3.3%
disagrees with the statement.

75
 EAGERNESS OF SENIOR MANAGERS TO DEVELOP JUNIORS

Respondents were requested to react to the statement that “the senior managers of
Maldham Foods And Beverages are eager to help their juniors develop through training”. A five
point likert scale from “strongly agree‟ to “highly disa gree‟ was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences are arrived from the
data.

Table 4.14: Table showing eagerness of senior managers to help the juniors develop

Particulars Frequenc Percent

y
strongly agree 61 50.8
agree 33 27.5
neutral 18 15.0
disagree 4 3.3
strongly disagree 4 3.3
Total 120 100.0

Chart 4.14: Chart showing eagerness of senior managers to help the juniors develop

Inference: 50.8% of respondents strongly agree that senior managers are eager to develop juniors
through training and development. 27.5% of respondents agree that senior managers are eager to
develop juniors through training and development, 15% of respondents partially agrees and 3.3%
disagrees with the statement and 3.3% strongly disagree with the statement

76
 IMPORTANCE GIVEN TO INDUCTION TRAINING

Respondents were requested to react to the statement that “the Induction training is given adequate
importance in Maldham Foods and Beverages”. A five point likert scale from “strongly agree” to,
highly disagree” was used to measure their response .The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 4.15: Table showing importance given for induction programme.

Particulars Frequency Percent

strongly agree 50 41.7
agree 40 33.3
neutral 26 21.7
strongly disagree 4 3.3
Total 120 100.0

Chart 4.15: Chart showing importance given for induction programme.

45
40
35
30
25
20
15
10

Inference: 41.7% of respondents strongly agree that adequate importance is given for induction
training in the organization, 33.3% of respondents agree that adequate importance is given for
induction training in the organization. 21.7% of respondents partly agree with the statement and
3.3% strongly disagree with the statement.

77
 TRAINING BASED ON USEFULNESS, REALITY AND BUSINESS STRATEGY.

Respondents were requested to react to the statement that “the training given in Maldham Foods
And Beverages is realistic useful and based on the business strategy of the organization”. A five
point likert scale from, “strongly agree” to, “highly disagree” was used to measure their response.
The responses are recorded in both tabular form and graphical form. Inferences are arrived from
the data.

Table 4.16 Table showing training based on usefulness, reality and business strategy

Particulars Frequenc Percenta

y ge
strongly agree 77 64.2
Agree 18 15.0
Neutral 11 9.2
strongly disagree 14 11.7
Total 120 100.0

Chart 4.16: Chart showing training based on usefulness, reality and business strategy

70
60
50
40
30
20
10

Inference: 64.2% of respondents strongly agree that the training given in the organization is useful,
realistic and based on the business strategy of the organization. 15% of respondents agree with the
statement. 9.2% of respondents partially agree the statement. 11.7% of respondent disagrees with the
statement.

78
 NEED FOR TRAINING IN ACQUIRING TECHNICAL KNOWLEDGE AND SKILLS

Respondents were requested to react to the statement that “the training given in the organisation is
useful to acquire technical knowledge and skills”. A five point likert scale from “strongly agree” to
“highly disagree” was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 4.17: Usefulness of training in developing technical knowledge and skills

Particulars Frequency Percentag

e
strongly agree 51 42.5
agree 15 12.5
neutral 21 17.5
disagree 14 11.7
strongly disagree 19 15.8
Total 120 100.0
Chart 4.17: Usefulness of training in developing technical knowledge and skills

Inference: 42.5% of respondents strongly agree that the training given in the organization is helpful
in developing technical knowledge and skills to perform their duties. 12.5% of respondents agree that
the training given in the organization is helpful in developing technical knowledge and skills to
perform their duties. 17.5% of respondents partially agree that the training given in the organization is
helpful in developing technical knowledge and skills to perform their duties. 11.7% of respondents
disagrees that the training given in the organization is helpful in developing technical knowledge and
skills to perform their duties & 15.8% strongly disagree with the statement.

79
 EMPHASIS IN DEVELOPING MANAGERIAL CAPABILITIES

Respondents were requested to react to the statement that “the emphasis is given in the organisation
on developing managerial capabilities of managerial staff through training and development”. A
five point likert scale from “str ongly a gree‟ to “highly disagree” was used to measure their response.
The responses are recorded in both tabular form and graphical form. Inferences are arrived from the
data.

Table 4.18: Table showing emphasis in developing managerial capabilities

Particulars Frequency Percentag

e
strongly agree 46 38.3
agree 40 33.3
neutral 26 21.7
strongly disagree 8 6.7
Total 120 100.0

Chart 4.18: Chart showing emphasis in developing managerial capabilities

Percentage

Inference: 38.3% of respondents strongly agree that the training given in the organization is
helpful in developing managerial capabilities. 33.3% of respondents agree that the training given
in the organization is helpful in developing managerial capabilities. 21.7% of respondents
partially agree that the training given in the organization is helpful in developing managerial
capabilities. 6.7% of respondents strongly disagree that the emphasis is given in developing
managerial capabilities training and development in the organization. Nobody disagrees to the
statement.

80
 NEED FOR TRAINING IN DEVELOPING HUMAN RELATION COMPETENCIES

Respondents requested asked to react to the statement that “the training given in the organisation is
useful in developing human relation competencies”. A five point likert scale from “strongly agree” to
“highly disagree” was used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.

Table 4.19 Table showing usefulness of training in developing human relation competencies

Particulars Frequen Percenta

cy ge
strongly agree 53 44.2
agree 22 18.3
neutral 25 20.8
disagree 10 8.3
strongly 10 8.3
disagree
Total 120 100.0
Chart 4.19 Chart showing usefulness of training in developing human relation competencies

50
40
30
20
10

Inference: 44.2% of respondents strongly agree that the training given in the organization is
helpful in developing human relationship competencies. 18.3% of respondents agree that the
training given in the organization is helpful in developing human relation competencies. 20.8% of
respondents agree that the training given in the organization is helpful in developing human
relation competencies. 8.3% of respondents disagree that the training given in the organization is
helpful in developing human relation competencies and 8.3% highly disagree with the statement.

81
IMPROVEMENT IN SKILL, ABILITY AND TALENT OF EMPLOYEES.

Respondents were requested to react to the statement that “the training given in the organisation has
improved the skill, ability and talents of the employees”. A five point likert scale from “strongly
agree” to “highly disagree” was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.

Table 4.20 Table showing improvement in developing skill, ability and talent

Particulars Frequency Percentag

e
strongly agree 55 45.8
agree 27 22.5
neutral 30 25.0
strongly disagree 8 6.7
Total 120 100.0

Chart 4.20 Chart showing improvement in developing skill, ability and talent

strongly
disagree

Inference: 45.8% of respondents strongly agree that the training given in the organization is helpful
in developing skills, ability and talent. 22.5% of respondents agree with the statement. 25% of
respondents partially agree with the statement and 6.7% of respondents strongly disagree with the
statement.

82
 IMPROVEMENT IN COMMITMENT TOWARDS WORK

Respondents were requested to react to the statement that “the training given in the organisation has
improved the commitment towards work”. A five point likert scale from “strongly agree” to “highly
disagree” was used to measure their response. The responses are recorded in both tabular form and
graphical form. Inferences are arrived from the data.

Table 4.21 Table showing improvement in commitment towards work

Particulars Frequency Percentag

e
strongly agree 60 50.0
agree 18 15.0
neutral 27 22.5
disagree 10 8.3
strongly disagree 5 4.2
Total 120 100.0

Chart 4.21 Chart showing improvement in commitment towards work

Percentage

Inference: 50% of respondents agree that the training given in the organization is helpful in
improving commitment towards work. 15% of respondents agree that the training given in the
organization is helpful improving commitment towards work. 22.5 % of respondents partially
agree that the training given in the organization is helpful improving commitment towards work.
8.3% of respondents disagree with the statement and 4.2 strongly disagree with the statement

83
 NEED FOR TRAINING IN DEVELOPING POSITIVE ATTITUDE AND TEAMWORK

Respondents were requested to react to the statement that “the training given in the organisation is
useful in developing positive attitude and team work”. A five point likert scale from “strongly
agree” to “highly disagree” was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.

Table 4.22 Table showing usefulness of training in developing positive attitude and
teamwork
Particulars Frequency Percentag
e
strongly agree 65 54.2
agree 23 19.2
neutral 22 18.3
disagree 5 4.2
strongly disagree 5 4.2
Total 120 100.0

Chart 4.22 Chart showing usefulness of training in developing positive attitude and
teamwork

60
50
40
30
20
10

Inference: 54.2% of respondents agree that the training given in the organization is helpful in
developing positive attitude and teamwork. 19.2% of respondents agree to the statement. 18.3% of
respondents partly agree to it. 4.2% disagree to it and 4.2% strongly disagree to the statement.

84
 EMPLOYEES INTEREST TOWARDS TRAINING PROGRAMMES Respondents were
requested to react to the statement that “those who are deputed for training take training
seriously”. A five point likert scale from “stro ngly agree” to “highly disa gree” was used to
measure their response. The responses are recorded in both tabular form and graphical form.
Inferences are arrived from the data.

Table 4.23: Table showing the number of e mployees who take the training programme
seriously

Particulars Frequency Percentag

e
strongly agree 40 33.3
Agree 46 38.3
Neutral 29 24.2
Disagree 5 4.2
Total 120 100.0

Chart 4.23: Chart showing the number of employees who take the training programme
seriously

Inference: 33.3% of employees strongly agree that they take training programme seriously.
38.3% of respondents agree that they take training programme seriously. 24.2% of respondents
partially agree that the training they take training programme seriously. 4.2% of respondents are
disagreeing that they takes training programme seriously.

85
 EEFECTIVENESS OF TRAINING GIVEN BY IN-HOUSE TRAINERS

Respondents were requested to react to rate the standards of in- house trainers. A five point likert
scale from “Excellent” to “Poor” was used to measure the response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.

Table 4.24: Table showing the rating of the standard of in-house trainers

Particulars Frequency Percentag

e
excellent 38 31.7
very good 37 30.8
good 25 20.8
satisfactory 15 12.5
poor 5 4.2
Total 120 100.0

Chart 4.24: chart showing the rating of the standard of in-house trainers

86
Inference: 31% of employees say that the standards of in-house trainers are excellent. 30.8% of
respondents say that the standards of in-house trainers are very good. 20.8% say that the
standards of in-house trainers are good 12.5% say that the standards of in-house trainers is
satisfactory and 4.2% say that the standards of in-house trainers is poor .

87
 SATIFACTION WITH DURATION OF THETRAINING PROGRAMME

Respondents were requested to react to the statement that “enough time was provided to learn
about the subject covered in the training”. A five point likert scale from “strongly agree” to
“highly disagree” was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.

Table 4.25: Table showing satisfaction with duration of the training

Particulars Frequency Percentag

e
strongly agree 43 35.8
agree 57 47.5
neutral 11 9.2
disagree 9 7.5
Total 120 100.0

Chart 4.25: chart showing satisfaction with duration of the training

Percentage

10

Inference: 35.8% of respondents strongly agree that they take training programme is of sufficient
duration. 47.5% of respondents agree that they take training programme seriously. 9.2% of
respondents partially agree that they take training programme seriously and 7.5% of Respondents
feel that the sufficient time is not provided to learn subject provided in the training programme.

87
 TRAINERS PROVIDING TRAINING TO MEET PRESENT NEEDS AND
CHALLENGES

Respondents were requested to react to the statement that “trainers provide training to meet
present needs and challenges”. A five point likert scale from “strongly agree” to “highly
disagree” was used to measure their response. The responses are recorded in both tabular form
and graphical form. Inferences are arrived from the data.

Table 4.26: Table showing effectiveness of training to meet present needs and challenges

Particulars Frequency Percentag

e
strongly agree 70 58.3
agree 41 34.2
neutral 9 7.5
Total 120 100.0

Chart 4.26: Chart showing effectiveness of training to meet present needs and challenges

netural

Inference: 58.3% of respondents strongly agree that the training provided is capable of meeting
present needs and challenges. 34.2% of respondents agree that the training provided is capable of
meeting present needs and challenges. 7.5% of respondents partially agree that the training provided is
capable of meeting present needs and challenges. None of the respondents disagree to the statement.

88
 IMPROVEMENT IN EMPLOYEES PERFORMANCE AFTER TRAINING

Respondents were requested to react to the statement that “the performance has improved after
training”. A five point likert scale from “strongly agree” to “highly disagree” was used to measure
their response. The responses are recorded in both tabular form and graphical form. Inferences
are arrived from the data.

Table 4.27 Table showing improvement in performance after training

Particulars Frequency Percentag

e
strongly agree 65 54.2
agree 42 35.0
neutral 13 10.8
Total 120 100.0

Chart 4.27: Chart showing improvement in performance after training

60
50
40
30
Percentage
20
10

Inference: 54.2% employees strongly agree that their performance has been improved after
training. 35% of employees agree that their performance has been improved after training. 10.8%
of employees partially agree that their performance has been improved after training.

89
 FEEDBACK ON EMPLOYEES PERFORMANCE AFETRATTENDING TRAINING
PROGRAMME.
Respondents were requested to react to the statement that “the feedback on performance is given
after attending training”.

Table 4.28: Table showing the feedback on improving performance after training

Particulars Frequency Percentag

e
continuously 65 54.2
frequently 42 35.0
sometimes 13 10.8
Total 120 100.0

Chart 4.28: Chart showing the feedback on improving performance after training

continuously

Inference: 54% employees say that the continuously feedback on their performance is given after
attending training. 35% of employees that the frequently feedback on their performance is given
after attending training and 10.8% say that they get feedback sometimes on their performance is
given after attending training.

90
 SATISFACTIONIN THE QUALITYEXISTING TRAINING
PROGRAMMES

Respondents were requested to react to the statement that “Are you satisfied with the quality of
the existing training programmes”. A five point likert scale from “fully satisfied” to
“Dissatisfied” was used to measure the response. The responses are recorded in both tabular form
and graphical form. Inferences are arrived from the data.

Table 4.29 Table showing satisfaction in the quality of existing training programmes

Particulars Frequency Percentag

e
fully satisfied 70 58.3
Satisfied 46 38.3
no opinion 4 3.3
Total 120 100.0

Chart 4.29 Chart showing satisfaction in the quality of existing training programmes

Inference: 58.3% of employees fully satisfied with the quality of training programme. 38.3% of
employees are satisfied with the quality of existing training programme. 3.3% of employees
partially satisfied with the quality of existing training programme.

91
 CHAPTER-V
FINDINDS & SUGGESTIONS

92
 FINDINGS

 Majority (77%) of the respondents are males and (23%) of the respondents are female.
 Majority (40%) of the respondents are young and between the age group of 24-34years
and (12%) above the age of 45.
 Most (38%) of the respondents have educational qualification of HSC and (5%) post
graduates.
 Majority (80%) of the respondents were from production department and (2.5%) were
from finance.
 Majority (70.8%) of the respondents are working as operators and (4.2%) of
respondents are supervisors.
 Most of the respondents (43.3%) are having experience less than 5years and min (4.2%)
of the respondents having above 20 years.
 Majority (67.5%) of the respondents have gone through on the job training and 7.5% of
respondents have gone through class room coaching.
 Majority (51.7%) of the respondents have undergone training on quarterly basis and
7.5% have undergone training on annual basis.
 Most (46.7%) of the respondents are highly satisfied with working hours in the
organization.
 Most (35%) of the respondents said they get motivation through “motivational talks”.
 Majority (38.3%) of the respondents have undergone training for 4-7 days.
 Majority (49.2%) of the respondents strongly agree that management identifies the
training needs.
 Majority (54.2%) of the respondents strongly agree that importance is given for training
and development.
 Majority (50.8%) of the respondents strongly agree that senior managers are eager to
develop juniors through training and development.
 Most (41.7%) of the respondents strongly agree that, adequate importance is given for
induction training in the organization.
 Majority (64.2%) of the respondents strongly agrees that the training given in the
organization is useful, realistic and based on the business strategy of the organization.

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  Most (42.5%) of the respondents strongly agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform their
duties.
 Most (38.3%) of the respondents strongly agree that the training given in the
organization is helpful in developing managerial capabilities.
 Majority (44.2%) of the respondents strongly agree that the training given in the
organization is helpful in developing human relationship competencies.
 Most (45.8%) of the respondents strongly agree that the training given in the
organization is helpful in developing skills, ability and talent.
 Majority (50%) of the respondents agree that the training given in the organization is
helpful in improving commitment towards work.
 Majority (54.2%) of the respondents agree that the training given in the organization is
helpful in developing positive attitude and teamwork.
 Most (38.3%) of the respondents agree that they take training programme seriously.
 Most (31%) of the employees say that the standards of in-house trainers are excellent.
 Most (47.5%) of the respondents agree that they take training programme seriously.
 Majority (58.3%) of the respondents strongly agree that the training provided is capable
of meeting present needs and challenges.
 Majority (54.2%) of the employees strongly agree that their performance has been
improved after training.
 Majority (54%) of the employees say that continuous feedback on their performance is
given after attending training.
 Majority (58.3%) of the employees are fully satisfied with the quality of training
programme only (3.3%) didn’t have any opinion about it.
 Majority (89.2%) of the employees were reluctant to specify their area of interest for
further training.

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 SUGGESTION

 The organization has to concentrate more on employees who are not satisfied with the
present training methods & enhance it.

 Company must employee more graduates & post graduates.

 The identification of the training needs should be done in view of fast changing
technology, management practices and infrastructure.

 The company can develop standard measures before and after each training program on
level of knowledge, skills, attitudes and behavior will help to measure its effectiveness
more accurately.

 The company can ask its employees to suggest types of trainings methods which are
suitable for achieving their targets.

 The company can train the employees in areas like personality development, technical
training, and standard operating procedures with that they can handle multitasks and
balance their pressures.

 Evaluation of training programs should be done regularly to the employees.

 The company can provide training in the areas of recent technological developments.

 Training should be provided after analyzing the performance gas of employees.

 Company may provide importance to research & development

 Conduct work evaluation of employee monthly quarterly or yearly.

 Provide motivation, training and value added service for improve the productivity and
efficiency of the employee.

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 CONCLUSION

The study on training programmes in Maldham Foods and Beverages, focused on enhancing
employees technical skills and behavioural skills by providing suitable training method.

From the study it is found that most of the respondents are satisfied towards the quality and
effectiveness of the training programs.

The company is been provided suggestions to employees who lack behind in various skills &
job performance.

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 BIBLIOGRAPHY

Books:

 Human resource management by L.M. Prasad (2014)

 Human resource management by Dipak. Bhattacharya (2012)
 Human resource management by k. Ashwathapa.Kharbanda, V.K., Commentaries on
the Factories Act, 1948, Allahabad, Law Publishing House, 1996. (2013)
 Uma Sekaran, Research methods for business, Widely India Pvt. Ltd. Daryanani,
New Delhi, 4the edition, (2006)

 Kothari C.R., Research methodology, Tata McGraw-Hill Publishing Company Ltd.,

1982. (2004)

WEBLIOGRAPHY

 http://:www.managementhelp.org/search/management/future-education-and-
testing-trends.htm
 http://:www.sahara.org

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