CHAPTER 1

INTRODUCTION

INTRODUCTION OF TEXTILE INDUSTRY

Textile Industry in India1

Textile industry in India is the second largest employment generator after agriculture. It holds
significant status in India as it provides one of the most fundamental necessities of the people.
Textile industry was one of the earliest industries to come into existence in India and it accounts
for more than 30% of total exports. In fact Indian textile industry is the second largest in the
world, second only to China.
Textile industry is the unique in the terms that it is an independent industry, from the basic
requirement of raw material to final products, with huge value addition at every stage of
processing. Textile industry in India has vast potential for creation of employment opportunities
in the agriculture, industrial, organized and decentralized sector and rural and urban areas,
particularly for the women and the disadvantaged. Indian textile industry is constituted of the
following segments: Readymade garments, Cotton textiles including Handlooms, Man-made
textiles, Silk textiles, Woolen textiles, Handicrafts, Coir, and Jute.
Even in todays competitive world, India has managed to steadily to move ahead towards new
economic vistas. The Birla group is one of the countrys leading industry houses. The OCM has
always been popular in the local market as well as making enough mark in the foreign markets.
While integrating a strong series of overseas operations and have achieved global performance
with the help of amalgamated local intelligence.
The main objective of the OCM Company is customer satisfaction. The company make every
effort for team work and quality products. OCM VXL is the second largest player in the premium
worsted fabrics segment, with overall 25% market share. The company future plan of action is
to strengthen the research and development to develop new range of products to build and
consolidate consumer confidence and emphasize on product development, cost reduction, energy
conservation and improvement in the processes and systems.
A completely vertically integrated plant, OCM has in-house production facilities to convert tops
to finished fabrics through dyeing, spinning, weaving and finishing using state-of-the-art
machinery. All the materials and processes pass through stringent checks at every stage and help
in delivering outstanding quality. At present the company capacity includes 34064 Spindles and
182 high speed shuttle less looms thereby giving spinning capacity of 12000 kgs yarn and
weaving capacity of 25000 Meters of fabric per day.
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HISTORY OF TEXTILE INDUSTRY

India has been well known for her textile goods since very ancient times. The traditional textile
industry of India was virtually decayed during the colonial regime. However, the modern textile
industry took birth in India in the early nineteenth century when the first textile mill in the
country was established at Fort Gloster near Calcutta in 1818. The cotton textile industry,
however, made its real beginning in Bombay, in 1850s. The first cotton textile mill of Bombay
was established in 1854 by a Parsi cotton merchant then engaged in overseas and internal trade.
Indeed, the vast majority of the early mills were the handiwork of Parsi merchants engaged in
yarn and cloth trade at home and Chinese and African markets. The first cotton mill in
Ahmedabad, which was eventually to emerge as a rival centre to Bombay, was established in
1861.
The spread of the textile industry to Ahmadabad was largely due to the Gujarati trading class.
The cotton textile industry made rapid progress in the second half of the nineteenth century and
by the end of the century there were 178 cotton textile mills; but during the year 1900 the cotton
textile industry was in bad state due to the great famine and a number of mills of Bombay and
Ahmadabad were to be closed down for long periods. The two world war and the Swedishi
movement provided great stimulus to the Indian cotton textile industry. However, during the
period 1922 to 1937 the industry was in doldrums and during this period a number of the
Bombay mills changed hands. The Second World War, during which textile import from Japan
completely stopped, however, brought about an unprecedented growth of this industry. The
number of mills increased from 178 with 4.05 lakh looms in 1901 to 249 mills with 13.35 lakh
looms in 1921 and further to 396 mills with over 20 lakh looms in 1941. By 1945 there were 417
mills employing 5.10 lakh workers. The partition of the country at the time of independence
affected the cotton textile industry also. The Indian union got 409 out of the 423 textiles mills of
the undivided India. 14 mills and 22 per cent of the land under cotton cultivation went to
Pakistan. Some mills were closed down for some time. For a number of years since
independence, Indian mills had to import cotton from Pakistan and other countries.

Strengths of Indian textile Industry

 India has rich resources of raw materials of textile industry. It is one of the largest
producers of cotton in the world and is also rich in resources of fibres like
polyester, silk, viscose etc.
India is rich in highly trained manpower. The country has a huge advantage due to
lower wage rates. Because of low labor rates the manufacturing cost in textile
automatically comes down to very reasonable rates.
India is highly competitive in spinning sector and has presence in almost all
processes of the value chain.

Weaknesses of Indian textile Industry

Indian textile industry is highly fragmented in industry structure, and is led by
small scale companies. The reservation of production for very small companies
that was imposed with the intention to help out small scale companies across the
country, led substantial fragmentation that distorted the competitiveness of
industry. Smaller companies do not have the fiscal resources to enhance
technology or invest in the high-end engineering of processes. Hence they lose in
productivity.
Indian labor laws are relatively unfavorable to the trades and there is an urgent
need for labor reforms in India.
India seriously lacks in trade pact memberships, which leads to restricted access
to the other major markets.

COMPANY PROFILE

Oriental Carpet Manufacturers India limited, popularly known as OCM, is part of the largest
textile conglomerate in the world, a company owned by US based global private equity fund
management company WL Ross & Co. LLC. OCM began its illustrious pursuit over 80 years
ago, with the manufacture of handmade carpets and carpet yarn and was gradually transformed
to worsted fabric manufacturing in 1972. It is a leading mens apparel fabric manufacturer &
retailer of India with vertically integrated plant in Amritsar. The company has a 37 acre New
Generation complex with contemporary processes manufacturing for world class fabrics. In fact
OCM has the distinct advantage of having; under a single roof, the facility for every process right from the fiber to the finished fabric.
Since its inception in 1924 as a manufacturer of hand-knotted carpets, OCM has come a long
way to become one of the largest worsted suiting producers in India. Its the first composite
worsted unit in India to be awarded the prestigious ISO 9001 certification. The Company has its
Corporate & Sales office in Delhi while its manufacturing facilities are at Amritsar. The
company has its edge not only in the home market but is also exporting several countries like
Canada, USA, Middle East and others its wool blended fabrics and innovative wool.
At present the companys capacity includes 34064 Spindles and 182 high speed shuttle less
Looms thereby giving spinning capacity of 12000 kgs yarn and weaving capacity of 25000 Mtrs
of fabric per day. The spinning preparatory is from NSC, France, Spindles from Zinser, Germany,
Autoconers from Schlhafhorst, Germany, TFOs from Leewha, Korea and looms from Lindaeur
Dornier, Germany, Sulzer, Switzerland and Picanol, Belgium. Apart from this, colour continuity
is tested on colour matching system from Gretag Macbreath, UK and fabric gets final finish on
KD from Biella Shrunk, Rotary Press of Mario Crosta, Italy, Continuous Decatising from
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Speretto Rimar, Italy, Superfinish from M-Tec, Germany and Shearing machine from Xetma
Vollenweider, Switzerland.

ORGANIZATION STRUCTURE OF OCM

OCM has strong employee base of 1020 people working relentlessly towards achieving customer
satisfaction. It is one of the India's most modern and composite worsted and woolen mills.
Machines for various processes like production, spinning, weaving, processing, dyeing and
finishing are imported from Italy, Switzerland, France, Germany and hi-tech machine have been
installed. Workers and staff are imported training from time to time for proper working of the
organization and for proper handling for the machines. A number of benefits and welfare
measures are available for the employees. Like cheap canteen facility, arrangement of drinking
water and urinals, systematic arrangements of pay packages, proper rest rooms for the workers,
providing of gratuity and provident fund facility. Gifts are also provided to employees on the
occasion of his marriage or any of his family members which are equivalent to person's one
month salary and many other benefits are available to employees so that they all contribute their
best and work as a family.

THE PROMOTERS
Early 2007, it has been acquired by a New York, US based, global private equity fund
management company, WL Ross & Co. LLC, headed by Wilbur L Ross Jr. Other notable
business initiatives of WL Ross & Co. LLC include:

International Steel Group

Kansai Sawayaka Bank ( Japan )

International Textile Group

International Automotive Components Group

International Coal Group

CORE ORGANISATION VALUES & HRD POLICY

OCM recognizes that its people are the primary source of its competitiveness. A strong belief that
"to succeed requires the highest standards of corporate behavior towards our employees,
consumers and the societies ". OCM's corporate philosophy is embedded in its commitment to all
stakeholders - consumers, employees, shareholders, financiers, the environment and the society
that the organization operates in. It is committed to provide equal employment opportunities for
attracting the best available talent and ensuring a cosmopolitan workforce. It pursues
management practices designed to enrich the quality of life of its employees, develop their
potential and maximize their productivity.
We believe that it is this commitment which will deliver sustainable, profitable growth. OCM
takes pride in its core organizational values.
Ethics
We are transparent, fair and consistent in dealing with all people. We insist on honesty, integrity
and trustworthiness in all our activities. OCM will strive continuously to foster a climate of
openness, mutual trust and teamwork. Thats what we call the OCM Family.
People
We believe that our success is driven by the commitment and excellence of our people. We
attract and retain result oriented people who are proud of their work and are satisfied with
nothing less than the very best in everything that they do. We encourage individual initiative by
creating opportunities for our people to learn and grow. We respect the individual rights and
dignity of all people.
Safety, Health and Environment
We promote highest levels of safety in our operation, health of our employees and a clean
environment. During the year various workshops and programmes are organized for staff and
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workers in consultation with the State Industries Department, Industrial Safety wing to update
the workers with the latest safety measures practices and devices. An emergency medical room
is in place to provide immediate first aid requirements.
We strive for continuous development of the communities in which we operate. To
further strengthen the communal harmony, OCM club organizes celebration of Diwali,
Navrataras, Independence day, Gurupurabs, Holi among other festivals.
We always believed that teamwork is the utmost requirement for an organization to grow.
In pursuance of the same sports events are organized from time to time wherein an equal
participation is sought from the workers and staff.
Technology & Training Programmes
We believe technology is a key to the future success of our organization. We advocate best inclass technologies. We have consistently followed the practice of up gradation of our technical
and human resources. Our technical experts are quite particular to adapt the latest techniques in
textile manufacturing. Apart from constant up gradation of the machinery, equal stress has been
given for promotion, implementation and up gradation of the ERP.
OCM has been one of the few companies in India to have installed DATATEX TIM
(Textile Integrated Management) system for total ERP solutions. Also, we believe in continuous
education of our associates and strive to provide the best training facilities that will keep us at
par with the best professionals in our field. We believe in furthering the development of the
person as a whole.

History of OCM India limited1924

Oriental carpet manufactures (OCM) set up the British at

Amritsar, the wool center of India.

1924-1972

Mule spindles setup to cater to the carpet unit. Looms added and
surplus yarn woven into heavy fabrics, army uniforms, blankets,
etc.

Worsted spinning added to cater to the surplus weaving capacity.

Overall expansion of OCM-mainly towards worsted.

OCM taken over by RALLIS Brothers, then a part of UKS

walker empire.

1970s

OCM taken over by Birlas.

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1973-1993

The unit expanded and modernized in a phased manner.

Modern shuttle-less looms installed.

Hand made carpets discontinued.

OCM established itself as one of the leading brands in India.

Major expansion and modernization.

1st woolen mill to get ISO 9001 certificate in India.

2007

OCM taken over by W L ROSS & CO. of New York.

Today

A world class mill with growing international presence.

1994

Corporate InformationBoard of Directors

Wilbur L Ross

Ranjit Nabha

Joseph L Gorga

V Srinivasa Rangan

Surya Madhav Buddhavarapu

Management Team

Rajeev Surana (chief executive officer)

Sarvjit Maheshwari (senior vice president sales)

Sukhwinder Singh (vice president tech.)

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Rajan Kapoor (G.M finance)

Vivek Nayyar (Dy. G.M)

Company Secretary

Dr. T.R. Sikka

Bankers HDFC Bank Ltd.

AIM OF OCMMission of OCM is as follow and it is trying its very best in achieving that target it as follow:

The company is committed to achieve, sustain and internally acceptable level of quality

for its product, activity and service.

Satisfaction of our esteemed customers is our supreme goal.
All employees and all other supplier must relentlessly strive as a team for achieving our
quality objective all the time.

VARIOUS PRODUCTS OF OCMIt is anything that is being offered to the customers to satisfy their needs and wants. The major
products of OCM woolen mills Ltd. are the different kind of fabrics like wool, tweeds, shawls,
blankets, lohis, suiting, jacketing, trousering etc. that are being manufactured by them in
different quantities and qualities. The company follows a systematic procedure for product
planning and management so as to produce designer fabrics which are in demand. For the
purpose of appropriate planning they collect information about market, offers of competitors,
latest or seasonal fabric etc. such a kind of forecasting and managing help the concern in
building the product as well as consumers self image because quality clothing enhance ones
personality. It is an important component of marketing mix.

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The company also gives importance to product mix and the major decisions or components of
product mix and the major decisions or components of product mix. Below we will categorize
the product as per the components of product mix of OCM woolen mills Ltd.
SOME PRODUCTS ARE:

The managerial decision making in this area centers around deciding the type of product,
company should develop and sell so that the product serve as an instrument of achieving
objective. The aim of this managerial activity is to ensure that product line of the company is
confined to logical. Well designed, and individually justified items so that the company is placed
in a strong competitive position.OCM woollen mills also takes into consideration the quality and
design of fabric before supplying it to the consumers. It is basically a firm designing suiting for
men. The designing department of concern as well aware of the customer needs and is busy in
creating trends instead of following it. It has designed some of the quality fabrics such as
Scottish and Cambridge weed, OCM fancy coordinates, silver splendor, OCM .Lincoln produced
in winter. Besides this recently it is offering the following product lines:
Basic
Ceremonial sherwani
Debonair
Superfine crystal
Designers collection etc

The company imports the raw material from Australia which supplies some quality wool, rest
they buy it from Indian suppliers and most of the material is produced in company itself. The
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designers of the company design most of the fabric and for this they are also sent abroad for
training from some international agencies. They also attend conferences and regularly study
market.

HOT SELLING FABRIC CATEGORIES OF OCM

Ceremonial Collection:
This range has been specially designed for wedding and festive occasion in both jackquard and
conventional designs for jodhpuri and sherwani
Exclusive Coordinates:
OCM being a market leader in this range, this year special attempt has been made to cater to the
needs of those customers who are fond of wearing fancy jacketing with the matching trousers.
Designers Collection:
This range has been super-hit in the market for more than a decade. Their designing team has put
in their best efforts to make this range fancy as well as sporty.

Tweeds:
The taste of jacketing is building up rapidly amongst the youngest generation which looks for
something new with an ethnic touch. The company has added sterling designs in scots/fancy
tweeds and classic jacketing.
In addition to above, the company has introduced new designs and new shades in view the
markets requirement.

Departments of the Company1

Finance

Sales

Personnel and administration

Commercial
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Production

production

commercial

DEPARTMENTS
OF COMPANY

personnel &
administraion

Finance

Sales

Fig : Various departments of company

VISION AND MISSION

Our Vision
In the global markets we enter we will be the significant Industrial Equipment supplier exceeding
the expectations of:

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Our Mission
Mission of OCM is as follow and it is trying its very best in achieving the target as follows:
The company is committed to achieve, sustain and internally acceptable level of quality
for its product, activity and service.
Satisfaction of our esteemed customers is our supreme goal.
All employees and all other supplier must relentlessly strive as a team for achieving our
quality objective all the time.

SWOT ANALYSIS OF THE COMPANY

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STRENGTHS
The biggest strength of OCM woolen mills is its latest technology and imported
machinery. Moreover, versatility is synonymous to OCM, since the company has
diversified into production of carpet yarn, blankets, tweeds and trouser making to become
one of the leading names in high quality fabrics.
In North India, the brand is perceived to be a premium and reliable brand because of its
presence in the market for over eight decades.

WEAKNESSES
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 The main weakness of OCM is a conventional distribution channel. The company relies
mainly on the agents for sales promotion.
The company spends less money on advertisement as compared to other brands. Due to
this reason the OCM brand is not compatible to the other brands.
The brands positioning is wrong, it is still perceived to be an older brand. This
perception goes against it when compared with more known brands such as Raymond
and Grasim and a few other foreign brands.
The companys capacity is too high thus the fixed cost remains the same at any amount
of production.

OPPORTUNITIES
The biggest opportunity, in India and the overseas market, is the growing popularity of
readymade units. The company can set up its own readymade unit to increase the
utilization of its finished product.
Secondly, in todays phase of recession, small units are rather lacking back. And thus
OCM can take advantage of this situation.
The other opportunity for OCM is the rural consumer because they are not as much
targeted by the big players.

THREATS
The biggest threat to the company is the growing popularity of the cotton fabric and thus
the cotton producing units in India and abroad.
Raymond suiting has been a major competitor of OCM. It today stands at the number1
position in the Indian worsted market. It has achieved such popularity through its
innovations, a strong distribution channel and a positive brand image.

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 The converters i.e. units established exclusively to convert fabric into readymade
garments pose the biggest threat to OCM, since they usually buy cheaper material of not
so known brands.

AWARDS AND RECOGNITION

Export Award

Export Award

ISO 9001:2000

MAIN COMPETITORS

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INTRODUCTION TO TOPIC
TRAINING & DEVELOPMENT
Training and development is the field which is concerned with organizational activity aimed at
bettering the performance of individuals and groups in organizational settings. It has been known
by several names, including human resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to feel comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" &m dash; an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is
still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Caravan, Costine, and Heraty, of the International Institute of Market Research and
Analytics note that these ideas are often considered to be synonymous. However, to practitioners,
they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
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The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

MEANING
Training and development "it is an attempt to improve current and future employee
performance by increasing an employee's ability to perform through learning usually by
changing the employee's attitude or increasing his or her's skills and knowledge. The need for
training and Development is determined by the employee's performance deficiency.
Training and Development refer to the imparting of specific skills, abilities and
knowledge performance to an employee.

Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee or group of
employees, e.g.,:

When a performance appraisal indicates performance improvement is needed

To "benchmark" the status of improvement so far in a performance improvement effort

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As part of an overall professional development program

As part of succession planning to help an employee be eligible for a planned change in

role in the organization

To "pilot", or test, the operation of a new performance management system.

Typical Topics of Employee Training

1. Communications: The increasing diversity of today's workforce brings a wide variety of
languages and customs.
2. Computer skills: Computer skills are becoming a necessity for conducting
administrative and office tasks.
3. Customer service: Increased competition in today's global marketplace makes it critical
that employees understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
5. Ethics: Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the
workplace.
6. Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.

22

8. Safety: Safety training is critical where working with heavy equipment , hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.

IMPORTANCE OF TRAINING AND DEVELOPMENT

1. Leads to improved profitability and more positive attitudes towards profit orientation.
2. Improves the job knowledge and skills at all levels of the organization
3. Improves the morale of the workforce
4. Helps people identity with organization goals.
5. Helps create a better corporate image
6. Fosters authenticity between boss and subordinate
7. Aids in organizational development
8. Learns from the trainee
9. Helps prepare guidelines for work
10. Aids in understanding and carrying out organizational policies
11. Provides information for future needs in all areas of the organization
12. Organization gets more effective decision making and problem solving skills
13. Aids in development for promotion from within
14. Aids in developing leadership skills, motivation, loyalty, better attitudes and other aspects
that successful workers and managers usually display.
15. Aids in increasing productivity and quality of wok
16. Helps keep costs down in many areas
17. Develops a sense of responsibility to the organization for being competent and
knowledgeable
18. Improves labor management relations
19. Reduces outside consulting costs by utilizing competent internal consultation
20. Stimulates preventive management
21. Eliminates sub optimal behavior
22. Creates an appropriate climate for growth communication
23. Aids in improving organizational communication
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24. Helps employees adjust to change

25. Aids in handling thereby helping to prevent stress and tension.

General Benefits from Employee Training and Development

There are numerous sources of online information about training and development. Several of
these sites (they're listed later on in this library) suggest reasons for supervisors to conduct
training among employees. These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a good reason for ethics
training!)
Risk management, e.g., training about sexual harassment, diversity training.

IMPLEMENTATION
1.

Improves communication between group and individuals

2.

Aids in orientation for new employees and those taking new jobs through
transfer or promotion

3.

Provides information on equal opportunity and affirmative action

4.

Provides information on other governmental laws and administration policies

24

5.

Improves interpersonal skills

6.

Makes organizational policies, rules and regulations viable

7.

Improve morale

8.

Builds cohesiveness in group

9.

Provides a good climate for learning, growth, and coordination

10.

Makes the organization a better place to work and live.

THE TRAINING PROCESS

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( TRAINING PROCESS)

Companies objectives and strategies-

26

Objectives are what organizations want to accomplishthe end results they want to achievein
a given time frame. In addition to being accomplished within a certain time frame, objectives
should be realistic (achievable) and be measurable, if possible. To increase sales by 2 percent by
the end of the year is an example of an objective an organization might develop. You have
probably set objectives for yourself that you want to achieve in a given time frame.
The first step in training process in an organization is the assessment of its objectives and
strategies. It includes.....
1. What business are we in?
2. At what level of quality do we wish to provide this product or service?
3. Where do we want to be in the future?
Strategies are the means to the ends, or what a firms going to do to meet its objectives.
Successful strategies help organizations establish and maintain a competitive advantage that
competitors cannot imitate easily. PepsiCo attempts to sustain its competitive advantage by
constantly developing new products and innovations, including mega brands, which are
eighteen individual brands that generate over $1 billion in sales each.
Firms often use multiple strategies to accomplish their objectives and capitalize on marketing
opportunities. For example, in addition to pursuing a low cost strategy (selling products
inexpensively).

NEEDS ASSESSMENT
Needs assessment diagnoses present problems and future challenges to be met through Training
and Development. Need assessment occurs at two levels1.

Group

2.

Individual

Need assessment methods

For Group or Organizational analysis: Organizational goals and objectives, Personal/ skills
inventories, Organizational climate indices, Efficiency indices, MBO. Customer satisfaction,
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etc.For individual analysis: Performance appraisal, Work sampling Interviews, Questionnaires,

attitude survey, Training Progress, Rating scales, etc.

TRAINING AND DEVELOPMENT OBJECTIVES

After identification of training needs the next step is to set training objective in concrete terms
and to decide the strategies to be adopted to achieve these objectives. Overall objective of
training program is to fill gap between existing and desired pool of knowledge, skills and
aptitude.
Defining training objectives in both qualitative and quantitative terms helps in evaluating and
monitoring the effectiveness of training. Involvement of top management is necessary in order to
integrate training objective with organizational objectives.
Employees will definitely learn best when objectives of the training program were clearly stated
to them, objective means the purpose and expected outcome of training activities.
1. To impart basic knowledge and skill to new entrants required for intelligent performance
of definite task in order to induct them without much loss of time.
2. To assist employees to function more effectively by exposure of latest concepts
information and techniques and development of skills required in specific fields including
production, purchase, marketing, logistics, information technology etc.
3. To broaden minds of supervisors. Sometimes, narrowness of outlook may arise in
supervisors because of specialization. In order to correct this narrowness they are
provided with opportunities and interchange of experience.
4. To build second line of competent employees and enable them to occupy more
responsible positions as situation emerge.
5. To prepare employees to undertake different jobs in order to enable redeployment and
maintain flexibility in workforce so that ever changing environment of market can be met
and downturns can be managed without loosing experienced employees.
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6. To provide employees job satisfaction, training enables an employee to use their skill,
knowledge and ability to fullest extent and thus experience job satisfaction and gain
monetary benefits from enhanced productivity.
7. To improve knowledge, skills, efficiency of employees to obtain maximum individual
development.
8. To fulfill goals of organization by securing optimum co-operation and contribution from
the employees.

Training Evaluation
1. Evaluation of training effectiveness is the process of obtaining information or data on the
effectiveness of training program conducted and assessing the value of training in the
light of that information. Evaluation involves controlling and correcting the training
program.
2. Evaluation means appraisal or assessment. In terms of training it is a activity of assessing
the impact of the training as compared to the objectives that were set for achievement
through the program, evaluation is done by obtaining feedback from the trainees, trainers
and the line managers of the concerned departments. Perspectives of colleagues can also
be considered to obtain 360 degree evaluation.
3. Evaluation measures can be undertaken before the start of training, at the start of training,
during the training and at the end of training.
4. Training evaluation is the assessment of the total value of the training system, training
course or program in social as well as financial term. The term is also used in general
judgmental sense of the continuous monitoring of a program or of the training function as
the whole.

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How to Conduct an Effective Training Session

All the planning has been done. All the preparation is taken care of. You know your training
needs, youve set goals, management is behind you, you promoted your training schedule, and
prepared materials, space, and people. The time has finally come: Training day is here. Here are
some specific tips and techniques to help you run an effective training session that accomplishes
your goals in an enjoyable and engaging way for everyone involved.
Here are proven techniques to conduct a successful training session:
1. Tell trainees what you're going to cover. Introduce your session with a brief overview of
the training subjects main points.
2. Tell them the information. In the main portion of the session, explain key points, go over
policies, demonstrate procedures, and relate any other information trainees need to know.
3. Tell them what you told them. Conclude with a summary of your opening overview. Use
repetition to help trainees grasp and retain information.
4. Always explain what trainees are going to see before you show a multimedia portion.
This practice creates a better learning environment by guiding trainees to know what to
look for and what to remember. Explaining the purpose of the multimedia ensures an
effective reception for its information.
5. Use as much hands-on training as possible. The most effective training uses all the senses
to affect learning. Demonstrate and apply teaching points to create greater understanding
and knowledge of the subject.
6. Test frequently. Tests are most effective when students know they will be quizzed,
because theyll pay close attention to the material. Testing is an objective way to
determine whether training achieved its goals.
7. Involve trainees. For example, ask participants to share their experiences with the training
topic. Many trainees are experienced personnel who have valuable information to
contribute. All trainees will get more out of sessions by hearing about their co-workers
30

experiences with the subjectand not just the trainers lecture points. Hearing different
voices also keeps sessions varied and interesting. Structure interaction time into all your
sessions.

TRAINING SESSIONS BEING CONDUCTED

Induction training programme for management training.
JURAN quality improvement training.
Program on safety.
Self- awareness programme for the wives of workers.

SELF DEVELOPMENT PROGRAMME (SDP)

OBJECTIVE:
This program is designated for shop floor workers. The prime focus is on improving the quality
of life. The importance of positive attitude in increasing their motivation towards work for
attaining organizational objectives in a competitive environment is the prime focus of this
training program.
ACTORS

Participants

Supervisor/ Managers

Faculty Members

Personal Department h

DETAILMENT:
Personal Department allots vacancies to all concerned department proportionately, well in
advance. Department carry out further derailment ensuring the production is not affected. 30-32
workers are detailed for each course.

31

DURATION:
The duration of the course is two weeks having two sessions of one hour duration each day from
1 PM to 3 PM. Company and the workers make one hour each available from shift timing and
free time respectively.
VENUE AND INFRASTRUCTURE: The course was conducted in the lecture hall located
within the premises of the company. It is well furnished with comfortable chairs, proper lighting
& fans. Public Announcement Equipment and overhead projective is permanently placed in the
lecture hall.
COURSE CONTENTS: The emphasis is given on overall development of workers including
their personal & professional life. The focus is to develop workers as good human beings with
enhanced awareness, for ultimately achieving organizational goals.
FACULTY MEMBERS: The internal faculty is selected from senior managers who have good
communication skills and expertise in the field so that discussions are based on actual -working
situations. External faculty is also selected with equal care.
LEANING PROGRESS: Lectures are delivered in Hindi & Punjabi. Slides are used to display
data & important points. Demonstrations are also given where applicable. Photocopy of the
programme and study material is handed over to each worker. A valedictory test is conducted on
the last date of the course.
FEEDBACK: All participants are asked to give feedback on the SDP. The Feedback Performa is
attached as appendix. The summary of all the feedback are also attached as appendix.
FACILITIES: All workers undergoing the SDP were provided with free lunch. Workers
utilizing bus faculty are adjusted to the extent possible.

32

Expenditure: The Company incurred an average expenditure of Rs. 1000/- for each worker
undergoing the cost as direct cost. Indirect expenditure to include stationary, study material,
training aids, creation and maintenance of infrastructure, internal faculty etc is in addition.

TRAINING METHODS
Various training methods may be grouped under the following heads:On-the-job training is training that takes place while employees are actually working. It means
that skills can be gained while trainees are carrying out their jobs. This benefits both employees
and the business. Employees learn in the real work environment and gain experience dealing
with the tasks and challenges that they will meet during a normal working day. The business
benefits by ensuring that the training is specific to the job. It also does not have to meet the
additional costs of providing off-the-job training or losing working time.
There are several methods of providing on-the-job training. Four frequently used methods are
briefly described here:

Coaching an experienced member of staff will help trainees learn skills and processes
through providing instructions or demonstrations (or both).

Mentoring each trainee is allocated to an established member of staff who acts as a

guide and helper. A mentor usually offers more personal support than a coach, although
the terms mentor and coach are often used interchangeably.

Job rotation this is where members of staff rotate roles or tasks so that they gain
experience of a full range of jobs.

33

Sitting next to Nellie this describes the process of working alongside a colleague to
observe and learn the skills needed for a particular process. This can be a faster and more
useful way of learning a job role than studying a written manual. The colleague is always
on hand to answer any questions or deal with any unexpected problems.

2) Simulation Methods
Most of the training programmers in the training institutions depend on these methods heavily. In
the training session situations coming up in the field are created & participants are asked to
analyze & find solutions. The methods are as follows:

I. Case Study
Background of the organization, the people involved in the chain of events, twists & turns
of different problems are built into the cases the participants are asked to study the facts,
analyze the issues, develop alternatives & ultimately come out with the final
recommendations.
II. Role Play
It is an interesting method in which the various characters in the given case are play acted
by the participants. Each is given a brief as to how he is expected to behave. At the end
the observers & the players are to give their views on the process of interaction.
III. Management Games
Individuals or teams of participants are given facts sequentially .They are asked to make
decisions according to the rules of the game. At the end of the game the achiever of the
task is declared the winner.
IV. In-Basket Training
It consists' of three parts:
1. A set of instructions which give the background, facts, task to be done etc
2. Contents of the basket like letters, memos etc.
34

3. Guidance for the trainer to discuss at the end

3) Class Room Lecture
It is based on certain assumptions like:
1. High motivation of trainees to learn
2. The trainer & trainees are on the same wavelength of delivery & reception.
3. Lecture can reflect the work situation
4) Group Methods
After providing some input to a large group, it is divided into smaller groups & each is given
a related topic. The members adjourn to a separate room & discuss various aspects of the
subjects & often asked to come with an action plan. The leader of the syndicate will then
present the report in front of all the trainees.
5) Programmed Instruction
This method is meant for self learning. The information input is followed by a set of
questions & exercise. The trainee has to complete the exercise, carefully. Then only he
can go to the next lesson.
6) Experiential Methods
The focus here is on achieving, through psychological process & dynamics a better
understanding of oneself & others especially team members.
7) Computer Based Training
Programmed instructions are put in the computer as a software package. The trainee is
walked through various steps of learning by the computer is a self learning method &
trainee makes progress according to his own speed . of absorption.

35

TRAINING PROGRAMME DESIGN

Programmed design can be described as the process of developing training curricula & materials
to meet training development & needs. Effective programmed design should be oriented towards
job performance rather than towards subject matter content to training staff preferences.
Following are the steps of training program design1. Analyze the training need. Who is your audience? When you develop a training program on the
job, you'll take a look at what knowledge, skills, and attitudes the students need upon
completing the program versus what knowledge, skills, and attitudes they have now. If there is a
gap between desired performance and expected performance, what is the cause? Is training
really the solution? When there is a gap, it might be because they can't do the work--physical
limitations, lack of proper tools or equipment, environment, etc. Or maybe they know what to
do but just don't want to or won't; in that case, you have a performance issue rather than a
training issue. Training is only the solution when the audience members have not yet learned the
information, skills, or attitudes needed to be successful on the job. Part of your analysis includes
assessing the resources and tools you'll need vs. what is available to you, the schedule for the
training, and how the students are likely to learn best.

36

2. Design the training program. Based on the results you obtain in the analysis phase, you will
design the training. Think of a design as a sort of outline. The design phase consists of
identifying learning objectives that describe what the student should be able to do upon
completion of the training, and how these objectives will be measured. The objectives should
match the knowledge, skills, and attitudes you identified were needed during your analysis.
You'll also determine how the course will be delivered, such as by an instructor in a classroom,
online, or a blended approach. In the design phase, you may also create storyboards to aid in the
development of the training program.

3. Develop the training program. In the development phase, use the objectives and other materials
you created during the design phase to flesh out your outline and develop the training program.
The materials may include an online training component and manuals for the instructor and
students. In this phase, you will develop a strategy for testing the students' change in
knowledge, skills, or attitudes based on the training.

4. Implement the training program. The implementation phase is sometimes called the delivery
phase. In this phase, you actually teach the training program to the students, whether the
instruction takes place online, in the classroom, or through another method. If the delivery
method is classroom instruction and you have a large audience, you may conduct a "train-thetrainer" program, where the facilitators sit through the class as students and then practice
teaching various parts of the material back to each other to ensure consistency and full
understanding. The first time the instruction is offered is called a "pilot" and there should be an
opportunity to debrief and make changes based upon feedback from observers and the pilot
audience.

5. Evaluate the training program. In the evaluation phase, you determine if the students obtained
the knowledge, skills, or attitudes you identified as the goal during the analysis phase. You can
37

use the information you obtain during the evaluation phase to make additional changes to the
design, development, and delivery of the training program the next time you offer it to students.
Depending on your needs, you will have decided in an earlier phase what level of evaluation
you will use. Level I measures how the learners felt about the training, i.e., did they like it? Did
they believe they learned something? This evaluation can be accomplished with a simple
questionnaire. Level 2 measures whether the learners mastered the material delivered; this
usually involves a test, or having each learner successfully perform a task that was taught. Level
3 requires following up with learners later, to determine if they are actually applying the new
skills on the job. Some corporations actually strive to take evaluation to Level 4, where they
determine whether there was an actual return on investment for putting the workers through the
training program.

The Main Elements of Programmed Design Are:

1)

Needs analysis
Training needs analysis helps to identify& prioritize the most critical problems & needs
& to determine which of them could be solved by training & by organizational
development intervention.

2)

Learner Analysis
If the need analysis indicates among other things the Expected outcome of a successful
training programmed, the Analysis of learners could provide essential information on
their trainability, the possible length of training & extent of training to be carried out.
Fundamental differences betweel.1 people usually influence their learning capabilities.
These differences coldly be analyzed in the following areas:
38

I. Intellectual Ability
It could be reflected in the learner's capability to plan their own learning & conceptual &
intellectual readiness to cope with learning tasks & materials.
II. Prior knowledge Or Expertise in the Area to Be Taught
It influences the breadth & depth of course level & the content & pace of instruction.
III. Motivation to Learn
It influences the effectiveness of earning & depends greatly upon such factors as the
value that learners place on the learning task in relation to their present job or their future
career, their perception of their own knowledge & trainability.
3) Setting Detailed Objectives
Training objectives are normally derived by comparing actual & expected job
performance through training & development need analysis. These objectives can be
divided into two categories:
I. Programmed Objectives
It includes training objectives for the whole training programmed.
II. Session Objectives
It includes training objectives for the individual training session.
4)

Designing the Training Programmed

It involves the selecting, producing, sequencing & reviewing of training modules to meet
the identified programmed objectives.

I. Selecting
In this area we are concerned with selecting subject areas & prioritizing the content as follows:
i. What the learner must know
ii. What the learner should know
39

iii. What the learner could know

II. Sequencing
This can be approached in a number of ways. To start with the need for certain knowledge should
be identified before other knowledge can be discussed.
III. Production of Training Module
The first step in the module's production should be the preparation of the plan for each individual
training session, which could use any type of training method.
IV. Reviewing
After arranging all the components in the appropriate sequence, the programme designer should
add up the time required. Normally it will be found that time required exceeds time available.
Changes can be made in the time table; objectives can be revised, making them more realistic.
5)

Selection of Training & Development Methods

Training & development methods are important means to support the learning process.
The factors to be considered in selection of methods are:

I. Human Factors
In case of lean -3r, intellectual capability, prior knowledge, motivation is considered. In case of
trainer, his knowledge, teaching experience & personality are considered.
II. Programmed Objectives
Management training objectives are defined in terms of changes to be effected in knowledge,
attitudes & skills.
III. Subject Areas
Various subject areas have th0ir own specific features. The purpose for a practical manager is to
know the technique & apply it.
6) Selection of Training & Development Media

40

In this context there is often a danger that trainers will preselect a certain training design to meet the
requirements of media & vice versa. The media selected will affect the efficiency & cost of training
it will not necessarily affect the effectiveness of training.
7) Evaluation
The last step in the process of programmed design is preparing evaluation instruments. This is
critically important as it determines If the learner has achieved the objectives of the programmed &
also highlights areas where the programmed needs to be revised.
Impact of training & development on employees

Employee skill development

Save the cost of recruitment

Employees get motivated

More participation by employees

Employee satisfaction

Help to face competition

Reduces employee turnover rate

Help employees to learn new advanced technology

41

CHAPTER 2
LITERATURE REVIEW

REVIEW OF LITERATURE
Training and Development play an vital role in every organization. Without training and
development cannot give their best on work field.

42

This research concluded that all the five factors (availability, responsiveness, reliability,
completeness, and professionalism) were positively correlated with overall customer satisfaction
with respect to all customers for both outgoing and incoming parcel delivery services. This
research discovered that reliability of service was the
most important among the five factors with respect to all customers for both outgoing and
incoming parcel delivery services for the university departments surveyed. Professionalism was
the least important for conditions of outgoing service and incoming service for all customers.
Availability of service, responsiveness of service, and completeness of service were in the middle
of the rankings. Sometimes availability of service, responsiveness of service, and completeness
of service were
statistically significantly different from each other, and sometimes they were not statistically
significantly different with respect to two different services (outgoing or incoming services ).
Schneider and Barlett(1970) - in their article entitled Individual attribute approach Schneider
and Barlett view organizational climate as perceptual as well as an individual attribute. Climate
in this approach is viewed as summary or global perception held by individuals about their
organizational environment. Some of them are encompassed by the work environment scale
developed by Moos in 1994. It includes various broad dimensions like Involvement, Co-worker,
Cohesion, Supervisor Support, Autonomy, Task Orientation, Work Pressure, Clarity, Managerial
Control, Innovation, Physical Comfort and others
Stewart, 1996 : organizational culture also recognized as a powerful concept that portrays many
facets of a workplace.
Jane Richards (1997): Management Training the Real Objectives views that while embarking
upon a management programmed, the real objective must be to focus on the individual manager,
not the Position in the company. The author's discussion on training needs analysis i.e., about
core competencies, job profiling and identification of competencies gaps-either against core
competencies for individuals or against job profiles for generic roles is worth mentioning.

43

HOFFMANN, 1997, Cultural sustainability introduced a broader scope. The basic requirement
is, that a company should respect the culture of its host nation. This comprises, that a business
should not interfere and change the culture in order to maximize its profits.
Kono &Clegg, 1998, the corporate culture is the expression of collective staff attitudes and
shared values this enables them to believe in the organizations values and goals, and to want to
keep working for that organization.
Riyaz Rainaye (2004): In their study empirically examined the training policy in two
commercial banks, namely, State Bank of India and Jammu & Kashmir Bank Limited. The focus
is on the various facets of training including Managements attitude towards training, training
inputs, quality of training programmed and transfer of training to the job. Whereas it records that
the training scenario is to a large extent satisfactory. it evaluates the opinions of the employees.
Donald L. Kirkpatrick (2006): Training and Development Handbook approached its,
evaluation process in a more logical way. The author emphasized that while training and
development, instead of just studying the reactions of the trainees, the study could be carried out
in four different levels viz., i.e., reaction, learning, behavior and results. The authors guidelines
and discussions on each level of evaluation of training are worth mentioning.
Boon and Arumugam (2006) was proved in their study that all dimensions in organizational
culture have a strong relationship with organizational commitment.
While study from Rashid et al. (2003) also showed that there is a significant correlation between
corporate culture and organizational commitment among managers in public listed company.

Sahinidis and Bouris (2007): Examined 134 employees in Greek organizations after they had
completed a training program. Their study supports that there is a significant correlation between
the employees perceived training effectiveness and their commitment, job satisfaction and
motivation.
44

AWARENESS PROGRAM
Employees can contribute substantially to achieving the goals of safety and health, but only if
they have an awareness of recognized safety standards, and the ability to identify unsafe and
unhealthy situations. Therefore, we believe that the education and training of each employee is a
primary factor in achieving a safe and secure workplace. Such education and training should also
enable employees to identify mechanisms to eliminate identified hazards.
With such knowledge and information also comes the ability to interact with management and
the Joint Health and Safety Committee that exists at each facility. The training program presented
in conjunction with this manual represents a significant step in meeting this joint commitment to
workplace health and safety.
The training emphasizes the importance of identifying the root cause(s) of accidents with a
systems-based approach. With this knowledge, each trained employee will be better able to
provide input to his/her union and the management team. Your Joint Health and Safety
Committee constitutes the most accessible and responsive vehicle for individual employees to
communicate issues concerning workplace safety and health. By working with and through these
committees, we can achieve results that would have been impossible if either management or the
employees had worked alone.
We jointly hope that you benefit from the training program, and find it valuable in your every
day work environment.

45

CHAPTER 3
RESEARCH METHODOLOGY

Research Methodology
This report is based on primary data, however primary data collection was given more
importance since it is overhearing factor in attitude studies. One of the most important users of
research methodology is that it helps in indentifying the problem. Collecting analyzing the
required information data and providing an alternatives solution to the problem. It also helps in
collecting the vital information that is required by the top management to assist them for the
better decision making both day by day decision and critical ones.

46

According to Cliffford Woody, Research methodology comprises of defining and redefining

problems collecting, organizing and evaluating data , making deduction and researching to
conclusions.

OBJECTIVES OF THE STUDY

1. To study the satisfaction level of employees towards training.
2. To study the methods of training followed by the companies in order to provide the
education regarding new technology.

Duration Of Study: The study was carried out for a period of 45 days.
Data Type : Primary data which is collected by interviews, surveys etc.
Research Design: This research refers to exploratory and conclusive in nature because it
aims to collect the data about the behavior of employee and training and development method of
company.

Sampling Technique: Random sampling

Sampling Unit: The employees of OCM Mill
Sample Size: 50

CHAPTER 4
47

DATA ANALYSIS
AND
INTERPRETATION

Analysis & Interpretation

1. For how long have you been working for this company?

Response
Less than 1 year
1-5 years
5-10 years
10-15 years
More than 15 yrs

No. of Employees
11
12
14
7
6

%age
22
24
28
14
12
48

Total

50

100

more than 15 yrs; 12%

10-15 yrs; 14%

less than 1 yr; 22%

5-10 yrs; 28%

1-5 yrs; 24%

Interpretation : Out of 50 respondents 12% employees were working in the organization

for more than 15 years, 14% employees for 10-15 years, 28% employees from 5-10
years, 24% from 1-5 years, whereas only 22% employees were working for less than
1year.

2. Your organization considers training as a part of organizational strategy. Do you agree

with this statement?

Response

No. of employees

% age

Strongly agree

18

36

Agree

10

20

Neutral

15

30

Disagree

10

Cantsay

4
49

Total

50

100

cant' say; 4%
disagree; 10%

strongly agree; 36%

neutral; 30%
agree; 20%

Interpretation : Out of 50 respondents, 36% of employees strongly agreed that training is a part
of their organizational strategy, 20% of employees were agree, 30% of employees were neutral,
10% disagreed whereas 4% of employees said they cant say.

3. What mode of training method is used in your firm?

Response
Job rotation
External training
Conference / Discussion
Programmed instruction
Total

No. of Employees
13
11
7
19
50

%age
26
22
14
38
100

50

26%
38%

job rotation
external training
conference / discussion

22%

programmed instruction

14%

Interpretation: Out of 50 respondents, 26% of employees were saying that job rotation
mode of training is used in their organization. 22% were having a view that it is external
training. 14% were saying it to be conference/ discussion whereas majority i.e 38% were
saying that programmed instruction mode of training is used in their firm.

4. To whom training is given more in your organization?

Response
New staff
Junior staff
Senior staff
Based on requirement
Total

No. of employees
22
13
5
10
50

%age
44
26
10
20
100

51

Sales
based on requirement; 20%
new staff; 44%

senior staff; 10%

junior staff; 26%

Interpretation : Out of 50 respondents, majority of 44% employees were in favor of giving

training to the new staff, 26% employees were in favor to junior staff training,10% of employees
were in favor of providing training to senior staff whereas only 20% of employees were saying
that training should be given on the basis of requirement.

5. Is training helpful to increase productivity and achieve organization goal?

Response

NO. Of employees

% age

Somewhat agree
Strongly agree
neutral
Disagree
Cant say
total

25
15
5
0
5
50

50
30
10
0
10
100
52

Responses
can't say; 10%
neutral; 10%

some what agree; 50%

strongly agree; 30%

Interpretation : Out of 50 respondents, majority of 50% employee agreed to increase

productivity & achieve organizational goal, whereas 30% employees strongly agreed on this and
10% employees did not have any opinion about it.

6.

Training and development sessions conducted in your firm are useful.

Do you agree with this statement ?
Response
Strongly agree
Agree
Neutral
Disagree
Cant say

No. of employees
10
13
20
5
2

%age
20
26
40
10
4
53

Total

50

100

Sales
cant' say; 4%
disagree; 10% strongly agree; 20%
neutal; 40%

agree; 26%

Interpretation : Out of 50 respondents, 40% employees were neutral in their opinion that
the training and development sessions conducted in a firm are useful, 26% agreed, 20%
strongly agreed, whereas 4% employees did not have any opinion about it.

7. How long does it take to implement the trained process?

Response
Less than 1 month
1-2 months
2-4 months
4-6 months
More than 6 months
Total

No. of employees
7
15
14
10
4
50

%age
14
30
28
20
8
100

54

more than 6 months; 8%

less than 1 month; 14%

4-6 months; 20%

1-2 months; 30%
2-4 months; 28%

Interpretation : Out of 50 respondents , majority of 30% employees agreed that training

process should be implement within 1-2 months, 28% employees said that it should be
implemented in 2-4 months, 20% employees said that it should be implemented within
6months whereas 8% employees hold an opinion that it should be implemented for more
than 6months.

8. How well the workplace of the training is physically organised in the training?

Response
Excellent
Good
Bad
Average
Cant say
Total

No. of training
23
13
8
4
2
50

%age
46
26
16
8
4
100

55

average; 8%

cant' say; 4%

bad; 16%

excellent; 46%

good; 26%

Interpretation : Out of 50 respondents , 46% employees said that workplace of training is

excellent, 26% considered it to be good, 16% considered it to be bad whereas 8% considered it
be an average.

9. What are the conditions that have to be improved during that sessions?

Response
Re design the workplace
Remove the interference
Re organize the workplace
Upgrade the information
Total

No .of employees
25
10
8
7
50

%age
50
20
16
14
100

56

re-design the
workplace

14%
16%

50%

20%

remove the
interference
re-organize the
workplace
upgrade the
information

Interpretation : Out of 50 respondents, majority of 50% employees said that workplace should
be redesigned, 20% employees were have viewed that interference should be removed, 16%
employees had an opinion that workplace should be re-organized whereas 14% employees said
that information should be upgraded.

10. What are the general complaints about training sessions?

Response
Time wastage
Gap between the sessions
Training sessions are

No. of employees
10
15
20

%age
20
30
40

unplanned
Sessions are boring
Total

5
50

10
100

57

10%
40%

20%

30%

time wastage
gap between the
sessions
training sessions are
unplanned
sessions are boring

Interpretation : Out of 50 respondents, 40% employees had an complaint that training sessions
are unplanned, 30% said that gap was their between the session, 20% considered it as a time
wastage whereas 10% employees considered it to be boring.

11. Are you satisfied with safety measures provided by the management in the training?
Response
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

No. of employees
18
14
10
5
3
50

%age
36
28
20
10
6
100

58

Sales
10

Strongly Agree
36

Agree
Neutral

20

Disagree
28

Strongly Disagree

Interpretation : Out of 50 respondents, 36% of employees were strongly agreed about

safety measures provided by the management in the training, 28% agreed, 20%
considered it neutral, 10% disagreed whereas 6% strongly disagreed on it.

12. Rate the quality of training that you received from the training session?
Response
Very beneficial
Beneficial
Moderate
Not beneficial
Not - important
Total

No. of employees
20
15
8
5
2
50

%age
40
30
16
10
4
100

59

non -important; 4%
not beneficial; 10%
moderate; 16%

very beneficial; 40%

beneficial; 30%

Interpretation : Out of 50 respondents, 40% employees were very much benefited from training
sessions, 30% were benefited, 16% were moderate, 10% were not benefited and 4% of
employees considered it as not so important.

60

CHAPTER-5
CONCLUSION AND
RECOMMENDATIONS

FINDINGS
On carrying out analysis of both primary & secondary data, obtained through
questionnaire, interviews, observations and recorded data, the following findings emerge
clearly :

Most the employees are in favor that organization consider training as a part of
organization strategy.

Programmed instruction method is used in OCM for fulfilling the purpose of

training which is given to the employees.

61

Most of employees are in favor that training should provide to the new staff.

Training also helps to increase productivity and organization goal.

There is excellent workplace of the training is organized.

Employees are satisfied with safety measures provided by the management.

CONCLUSION
1) The perceptions of the employees of OCM mills about the organization culture at Amritsar
were assessed. It appears that the organization has a single strong culture, which is perceived
favorably by the OCM mills.
2) The attitudes of the OCM Mills towards their jobs as well as towards the organization are also
positive. The respondents attitudes towards their jobs are positive, with ka majority of the
respondents agreeing that there has been an improvement in their attitudes in the recent past.
3) Among the reasons for this positive improvement are the following: the work has become
more interesting, their jobs / roles are now clearer than before, they now have the knowledge /
62

skills to do their jobs properly, and they feel they are spending their time more usefully than
before.
4) To a lesser degree, the fact that they now receive appreciation for their work has also helped to
improve their positive attitude With regard to the organization, a vast majority of the respondents
have a strong sense of belonging, and they take pride in working for the organization. Most of
them feel comfortable working here.

SUGGESTIONS
1) OCM should develop managerial skill particularly to identify the weaker section
to reach the benefits the social and economic growth.
2) OCM must play prominent role in financing which may result in rising level of
income and employment.
3) The present official staff of OCM can be given a suitable management training
that modern organization concept and management technologies can be vitalized
in the day to day business of ocm for the further improvement.

63

4) Work should be planned well in advance, taking care that work assignments do
not overlap with one another. Information regarding the work should reach in
time. Sufficient time should be given for the completion of work.
5) OCM also feel the need for more autonomy (freedom) to think and make
decisions at work. This will prevent the OCM Mills from feeling undue stress,
and will also facilitate higher quality of work.
6) There should be a proper system in place for regular monitoring and review of
the work of the OCM Mills, Amritsar.
7) Creating more supportive work environment.
8) Examining employees work load concern.
9) Offering employees and family assistance programs.
10) Improve competency of workers.

BIBLIOGRAPHY
Books
C. R Kothari, Research Methodology, New Delhi, New Age International (P) Limited,
Publishers, 2005.
Sandhir Sharma and Gautam Bansal Research Methodology, New Delhi, IB Publications ,
2008

Rainaye Riyaz. (2004). Training Effectiveness in Public Sector and Private Sector
Commercial Banks A Micro-Level Comparative Study. Management & Change, Vol 8, No 1 &
2, pp. 49-67
64

 Richards Jane (1997). Management Training-the Real Objectives , September 1997 Vol .33,
No.7, pp.

Hyper links:
http://www.ocm.in/AboutUs/Organisation.aspx?id=1
http://www.ocm.co.in/
http://paper.ssrn.com/sol3/cf_dev/absbyauth.cfm?per_id=83233

ANNEXURE
QUESTIONNAIRE
Dear Sir/ madam I am Monika Tangri doing MBA from Punjab Technical University I am
preparing a project on Training And Development . For this I have designed a Questionnaire to
know your views and satisfaction level. Please fill the given as per your thinking and experiences
with this. I will be thankful to you for this.

65

Personal QuestionsNAME:

AGE: .

INCOME: ... OCCUPATION: ...

2

From how long you have been working for this company?
a)
b)
c)
d)
e)

Less than 1 yr
1-5 yrs
5-10 yrs
10-15 yrs
More than 15 yrs

Your organization considers training as a part of organizational strategy. Do you agree with
this statement?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Cant say

What mode of training method is used in your firm?

a) Job rotation
b) External training
c) Conference / discussion
d) Programmed instruction

5. To whom training is given more in your organization?

a) New staff
b) Junior staff
c) Senior staff
d) Based on requirement
6. Is training helpful to increase productivity and achieve organization goal?
a)
b)
c)
d)
e)

Somewhat agree
Strongly agree
Neutral
Disagree
Cant say

7. Training and development sessions conducted in your firm are useful . do you agree
with this statement?
66

a)
b)
c)
d)

Strongly agree
Agree
Disagree
Cant say

8. How long does it take to implement the trained process?

a)
b)
c)
d)
e)

Less than 1 month

1-2 months
2-4 months
4-6 months
More than 6 months

9. How well the workplace of the training is physically organized in the training ?
a)
b)
c)
d)
e)

Excellent
Good
Bad
Average
Cant say

10. What are the conditions that have to improved during the session?
a)
b)
c)
d)
11.

Re-design the workplace

Remove the interference
Re-organize the workplace
Upgrade the information
What are the general complaints about the training sessions?
a) Time wastage
b) Gap between the sessions
c) Training sessions are unplanned
d) Sessions are boring

12.

Are you satisfied with the safety measures provided by the management in the
training?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

13.
Rate the quality of training that you received from the training sessions?
a) Very beneficial
b) Beneficial
67

c) Moderate
d) Not beneficial
e) Not -important

68