1.

1 Organization Profile
THE ORIGIN
A century ago, the western countries and even the educated people in India treated Ayurveda
as a Barbaricsystem. The very name Ayurveda was evolved down up with contempt by
people who are fascinated by wonders of Allopathic system. Only few scholars and
physicians in India knew the raw importance of Ayurveda.Vaidyaratnam P.S. Varier was an
important scholar among them.
He had made a deep study of the scene of Ayurveda under the late
BrahmasreeKuttancheriVasudevanMoose. He had also acquired knowledge for the
development of Ayurveda.During this time he found that the non-availability of prepared
medicines are an important problem of those days.For solving this problem, he found the
Aryavaidya Sala in 1902 at Kottakkal,a small village in Malappuram district.Rearrangements were made to prepare Ayurvedic Medicines strictly in accordance with the
authentic Ayurvedic texts under his personal supervision.He insisted on quality and purity,
ensuring the efficiency of medicines prepared in his clinic.
Soon the name P S Varier and his AVS became well known all over the world.He expanded
his establishments and increased the production of medicines.To cater the needs of increasing
patients, branches were opened at Calicut in 1916 and at Palakkad in 1932.In 1933,in
recognition of his valuable services to humanity , Sri P. S.Varier was conferred the
distinguished title of Vaidyaratna by His Excellency the Viceroy and Governor General of
India.

PRESENT POSITION OF AVS

Today Kottakkal Aryavaidya Sala (AVS) is a century old Charitable Institution engaged in the
practice and propagation of Ayurveda, the ancient health care system of India. AVS offers
classical Ayurvedic medicines and authentic Ayurvedic treatments and therapies to patients
from all over India and abroad.
Started essentially as a village clinic, it has now grown into a multi-unit, multi-disciplinary
and multi corer organization. It has operations in different areas of Ayurvedic practice. AVS
manages Ayurvedic Hospitals at Kottakkal, Delhi and Kochi. All classical Ayurvedic
medicines, therapies and expert medical advice are available there. AVS has two medicine
manufacturing units, has well equipped quality control labs, has full-fledged research
activities, publishes Ayurvedic periodicals and books, cultivates medicinal plants and
conducts educational programs. AVS also runs a Kathakaliacademy where the classical
Kathakali is taught and performed.
The major share of the earnings from its activities is exclusively spent on charitable causes, in
the form of medical aid, on both OP and IP basis, to deserving persons. This included both
Ayurveda and Allopathy. Financial support is also provided for managing an affiliated

Ayurveda college; for conducting research; for conducting seminars and training programs,
for publishing books and periodicals; for cultivation of herbal garden; and for running a
classical theatre academy. The remaining funds are pooled back for the development of the
institution.
The AVS, its board of trustees and employees have, as their goal, the welfare of humanity.
Carry the institutions forever viz. (Aryavaidya Sala and Aryavaidya Hospital) is the primary
objective of the trust.Accordingly from 1964 onwards, the net income is fully utilized for the
development and propagation of Ayurveda and for charitable activities.
The production, sales and profits of AVS for past four years is shown in the
following table:-

Particulars

2006-07

2007-08

2008-09

2009-10

Production

12,069

13,176

13,621

16253

Sales

11,546

12,486

13,725

16094

Gross Profit

3,102

3,100

3,377

4122

Net Profit

1,435

1,149

915

1404

Kottakkal Aryavaidya Sala

4 Years at a Glance
Rs. In Lakhs

The gross profit and net profits of the institution for a period of 2006-2010 are shown in a graph
below

4500
4000
3500
3000
2500

2006-07

2000

2007-08
2008-09

1500

2009-10

1000
500
0
Gross Profit
Net Profit

Sri Variers Will

Sri Varier expired in 1944. He had executed a Will prior to his demise, which converted
his proprietary concern into a Charitable Trust of public nature,to be run by a Trust Board consisting
of seven members who are related to his family and Institution.
MANAGING TRUSTEE
After the death of Aryavaidyan P.MadhavaVarier who was the managing trustee and
Chief Physician, his younger brother, Aryavaidyan P K Warrier became the managing trustee. He is
leading Aryavaidya Sala for more than half acentury.He is holding the post of Chief Physician
also.Under his leadership Aryavaidya Sala has been recognized as the premier center of Ayurveda in
the country. Aryavaidya Sala became the destination of ailing patients, rich and poor alike, students
and scholars from India and abroad. He made Kottakkal the synonym of authentic Ayurveda.
DEPARTMENTS OF AVS

Material Purchase Department

Research & Development
Finance and Accounts Department
Information Technology
Production Department
Engineering Department
Marketing Department
Personnel & Administration Department

PRODUCTS
1.
2.
3.
4.
5.
6.
7.
8.
9.

Arishta/Asava(Fermented Formulation)
Bhasma(Calicinated drug)
Churna(Powdered herb)
Ghrita(Ghee based)
Gulika(Pill)
Kashaya(Decoction)
Leha(Electuary)
Rasakriya(Collerium)
Taila/Kuzhampu(Oil based)

ASSOCIATED INSTITUTIONS
4

Ayurveda Hospitals
Publication Wing
Ayurveda College
Herbal Garden

PERSONNEL & ADMINISTRATION DEPARTMENT

Personnel department is headed by the Personnel Manager. The working environment is good and the
workers are fully satisfied with their work. A peaceful working atmosphere exists in the institution
though there are trade unions. A cordial relationship exists between the employees and management.

By realizing the importance of human resource management the AVS trust board has structured a
well-organized personnel administration department. The industrial relations come under this
personnel and administration department.

Functions of Personnel Department

To seek and recruit qualified applicants to fill the vacancies
To ensure that the new recruits are provided with appropriate training and enable them to
perform their duties effectively
To set the salary on job positions that are fair and equitable when compared with other
positions in the organization and what prevails outside
To ensure good employee morale

EMPLOYEE CATEGORY
5

The workforce distribution at AVSK is shown below .The total 835 employees are
distributed in the following manner.
1.
2.
3.
4.
5.
6.

Sanitation and Housekeeping- 40 employees

Manufacturing and production- 300 employees
Para medical workers- 250 employees
Technical workers- 25 employees
Clerical workers- 240 employees
Executive managerial- 80 employees

TRAINING IN AVS
In AryaVaidya Sala after a person is recruited to the factory he or she is given training for three years
under an expert employee. Besides this, fifteen percent of employees are trained every year. Most of
the training programs are conducted in April and May when the factory is closed for maintenance.
Lectures are given on different topics periodically.

1.2Industrial Profile
Ayurveda is a monumental contribution of India to the world. As the name implies,
Ayurveda(ayuh:life, veda:knowledge) is an organized body of knowledge of healthy living.
Systematized knowledge is science, and it is an expression of human creativity. Since creativity has
diverse expressions science is a multifaceted enterprise, which refers to different ways of knowing.
So the term science need not be confined to the sense of the term used in modern western culture,
where it is an institutionalized practice conditioned by a set of conventional rules. This realization
about the vast conceptual framework of science is mandatory for the appraisal of Ayurveda, which
represents a well-codified human care system and speaks of the art and science of health and healing.

From where and when the stream of Ayurveda started flowing still remains unanswered. However, it
has an uninterrupted history of more than 3000 years. The historians and scholars have their own
arguments and reasons in fixing up different time frames. Anyway, one thing can be said for certain
that there is no civilization in the world, which has not developed some system of medicine or the
other. It was the periodic systematization of such medical knowledge and practice, which led to the
development of medical science. The same is the story of Ayurveda with its own variations.

In short, Ayurveda has a unique self-designed axiomatic framework as its foundation, which
remarkably holds out a truly global vision. It assumes fundamental continuity between all elements
of universe and as a natural extension ofthis ideology perceives man as an integral part of nature.
Ayurveda underscores the fundamental commonalities observed in man and nature and attempts to
explain the human life in its totality.

Ayurvedic medicines are produced by several thousand companies in India,but most of them are
quite small, including numerous neighborhood pharmacies that compound ingredients to make their
own remedies.It is estimated that the total value of products from the entire Ayurvedic production in
India is on the order of one billion dollars (U.S.).The industry has been dominated by less than a
dozen major companies for decades,joined recently by a few others that have followed their lead,so
that there are today 30 companies doing a million dollars or more per year in business to meet the
growing demand for Ayurvedic medicine.The products of these companies are included within the
broad category of fast moving consumer goods(FMCG;which mainly involves
foods,beverages,toiletries,cigarettes,etc.).Most of the larger Ayurvedic medicine suppliers provide
materials other than Ayurvedic internal medicines,particularly in the areas of foods and
toiletries(soap,toothpaste,shampoo,etc.),where there may be some overlap with Ayurvedic,such as
having traditional herbal ingredients in the composition of toiletries.

The key suppliers in Ayurveda are:

Dabur India Ltd.

Sri Baidyanaha Ayurvedic Bhawan Ltd.
ZanduPharmaceuticalLtd.
The Himalaya Drug Company
Charak Pharmaceutical Works
ViccoLaborataries
Emami group
AimilPharmaceutical Ltd.
Kottakkal Aryavaidya Sala

1.3 Need for the Study

With the economy becoming more transitional, keeping pace with the changes demands
greater efficiency and knowledge. When the people spending a major portion of their time
working, they expect the organization to provide a framework to multiply their talent for their
self-development. This places immense responsibility on Human Resource Department to
improve the skill through proper training. Hence the researcher conducted a study to analyze
the training effectiveness of employees at Kottakkal Aryavaidya Sala.

1.4 Objectives
Primary Objectives

1. To find out the effectiveness of training given in the organization

Secondary Objectives

1. To analyze the socio-economic characteristics of respondents

2. To analyze the attitude of employees towards training

10

2.1 Problem Statement

Training is an important factor in all firms business strategy, but firms do not access the impact of
training programme over the employees all the time. Training is affected only if it produces the
desired outcome. When the organization is implementing a training programme, there should be an
ideal forum on which the evaluation scheme can be built, and assessment of effectiveness of training
and development activities can be done. Hence present study focus on analyzing the training
effectiveness among factory workers of Kottakkal Aryavaidya Sala.

11

2.2 Research Methodology

Research methodology is the systematic way of solving the research problem. It may be understood
as a science of studying how research is done scientifically. So while we discussing about the
research methodology we discuss not only the research methods but also we consider the logic
behind the method that we used in the context our research study and explain why we are not using
other so that research results are being capable of evaluating the researcher himself or by others.

Individual behavior and attitudes are too complex and sophisticated. People may act differently
at different time even though in same circumstances. Business situations are complex and they are a
function of a particular set of circumstances and individuals. Therefore there is a need to find the
details of the situation to understand the reality working behind them. It is necessary to explore the
subjective meanings motivating peoples action in order to be able to understand these. People may
place many different interpretations are likely to affect their actions and the nature of their social
interactions with others. In this sense people not only interact with their environment, they also seek
to make sense of it through their interpretations of events and the meanings that they draw from
these. So it is very important to select the suitable research methodology to understand respondents
motives, actions and intentions.

RESEARCH DESIGN
It can be defined as the arrangements of conditions for the collection and analysis of data in the
manner that aims to combine relevance of research purpose with economy in procedure.

SAMPLING
Sampling is the selection of the part of an aggregate or total on the basis of which a judgment or
conclusion about the aggregate is made. The research used questionnaires for collecting data for
research purpose and contacted the employees directly. The sample size selected is fifty.

DATA COLLECTION
Both primary and secondary sources were used for data collection. Primary data was collected by
survey through well-structured questionnaire. Secondary data were collected from books, journals,
firms website, magazines, internet etc.

12

Survey
As the study is based on the effectiveness of the training imparted to the employees of AVS,
obviously the emphasis is given on primary data. The conclusion was emerged from this primary
data with backing of secondary data using relevant theoretical framework. Data was collected using
pre-planned questionnaire. Twenty four questions were included in a single questionnaire including
employees demographic profile. Five point uni-polar scales have been used from one to five, stands
very poor, poor, good, very good and excellent respectively.

Questionnaire
A questionnaire is a series of questions asked to individuals to obtain statistically useful
information about a given topic. When properly constructed and responsibly administered,
questionnaires become a vital instrument by which statements can be made about specific groups or
people or entire populations. The questionnaire was invented by Sir Francis Galton.

It is a communication method of designing questions to collect the requisite information. It is

used for research work by scientists, business entities; etc. It is a list of questions framed to get facts.

Questionnaires are frequently used in quantitative marketing research and social research. They are
a valuable method of collecting a wide range of information from a large number of individuals,
often referred to as respondents. Adequate questionnaire construction is critical to the success of a
survey. Inappropriate questions, incorrect ordering of questions, incorrect scaling, or bad
questionnaire format can make the survey valueless, as it may not accurately reflect the views and
opinions of the participants. A useful method for checking a questionnaire and making sure it is
accurately capturing the intended information is to pretest among a smaller subset of target
respondents.

Questionnaires have advantages over some other types of surveys in that they are cheap, do not
require as much effort from the questioner as verbal or telephone surveys, and often have
standardized answers that make it simple to compile data. However, such standardized answers may
frustrate users. As a type of survey, questionnaires also have many of the same problems relating to
question construction and wording that exist in other types of opinion polls.

13

Question Sequence

Questions should flow logically from one to the next

The researcher must ensure that the answer to a question is not influenced by
previous question
Questions should flow from the more general to more specific
Questions should flow from the least sensitive to the most sensitive
Questions should flow from factual and behavioral questions to attitudinal and
opinion questions
Questions should flow from unaided to aided questions

According to the three stages theory(also called the sandwich theory), initial questions
should be screening and rapport questions. Then I the second stage you ask all the specific
questions. In the last stage you ask demographic questions.

Dichotomous, where the respondent has two options

Nominal-polytomous, where the respondent has more than two unordered options
Ordinal-polytomous, where the respondent has more than two ordered options
(Bounded)Continuous, where the respondentis presented with a continuous scale

A respondents answer to an open-ended question is coded into a response scale afterwards. An

example of an open-ended question is a question where the testee has to complete a
sentence(sentence completion item).

Basic rules for questionnaire item construction

Use statements which are interpreted in the same way by members of different
subpopulations of the population of interest
Use statements where persons that have different opinions or traits will give different
answers
Think of having an open answer category after a list of possible answers
Use only one aspect of the construct you are interested in per item
Use positive statements and avoid negatives or double negatives
Do not make assumptions about the respondent
Use clear and comprehensible wording, easily understandable for all educational
levels
Use correct spelling, grammar and punctuation
Avoid items that contain more than one question per item(e.g. Do you like
strawberries and potatoes?).

14

Questionnaire Administration Modes

Main modes of questionnaire administration are:

Face-to-face questionnaire administration, where an interviewer presents the items

orally.
Paper-and-pencil questionnaire administration, where the items are presented on
paper.
Computerized questionnaire administration, where the items are presented on the
computer.
Adaptive computerized questionnaire administration, where a selection of items is
presented on the computer, and based on the answers on those items, the computer
selects following items optimized for the testees estimated ability or trait.

For the purpose of collecting the primary data a sample survey of fifty questionnaires was
planned and contacted the employees of Kottakkal Aryavaidya Sala. The employees were surveyed
using close ended questionnaire with twenty four questions which specifically designed to know the
effectiveness of training given in the organization.

STATISTICAL TOOLS
Percentage Analysis
Percentage analysis method was used for the study which involves reducing a series of figures
as a percentage of some base amounts for interpreting the collected data. For example, a group of
items can be expressed as a percentage of net income. This analysis reduces all items on a statement
to a common size as a percentage of some base value which assists in comparability with other
companies of different sizes.

Charts
Diagrams like pie charts are used for presenting the results of the study.

15

2.3 Limitations

It was difficult to collect enough information within the limited time period
The scope of the study is limited to the factory workers of the organization
The limitation of time to spend with each respondent
Even though face-to-face questionnaire administration method is said to be having more
response rate, actually the response rate was not much up to the expectation.
It was quite difficult to make the participants understand what the question exactly stands for.
Because most of them were not higher educated.
Fear of expressing the true facts among respondents could be a limitation

16

3. Data Analysis & Interpretation

For the purpose of the study, a sample survey of fifty questionnaires was planned and contacted the
employees of Kottakkal Aryavaidya Sala in Malappuram, Kerala. The employees were surveyed
using close ended questionnaire with twenty four questions which specifically designed to know the
effectiveness of training given in the organization. Although a number of fifty is not an adequate
numeric to draw inferences about the effectiveness of training given in the entire organization, a
generalization was drawn from these data by considering time and individual limitation. The
collected data from sample survey tabulated and analyzed. The twenty four questions and their
answers are listed below with inferences.

3.1 Q1.Whether the training conducted by the management was on the job or off the job?
This question was carried out to find the method of training adopted by the management.
Table 3.1
Response

Percentage

On the job

50

Off the job

32

Both

16

Not applicable

Interpretation
From the table it is clear that fifty percent of the employees are saying that the organization
conducted on the job training and thirty two percent saying that they had off the job training.
Likewise sixteen percent employees said that they have undergone both off the job and on the job
training. And only two percent respondents replied that it is not applicable in this training
programme.

17

Figure 3.1

Method of Training

2%
16%
On the job
Off the job
Both
50%

32%

18

Not applicable

3.2 Q2.The program objectives were known to you before attending it.
The second question was about the awareness of employees regarding training objectives
before attending it.

Table 3.2
particulars

Response

Percentage

Awareness about training

objectives

Yes

84

No

16

Interpretation
Data (Table 3.2) shows that most of the employees were informed about the objectives of their
training programs before attending them. Eighty four percent of the employees replied that they were
aware of training objectives through notice. Rest of the respondents, i.e. remaining sixteen percent
employees said they were unaware of the program objectives before attending it.

19

Figure 3.2

Awareness about training objectives

16%
Yes
No

84%

20

3.3 Q3. Were you interested in undergoing the training program?

To check the employees attitude towards the training programs conducted by management, the
third question was about their interest to attend the training programs.

Table 3 3.
Particulars

Interest in undergoing
training

Response

Percentage

Very interested

82

Fairly interested

Not interested

12

Interpretation
The data (Table 3.3) shows that most of the employees have keen interest to attend training programs
(82 percent) though twelve percent revealed that they are not interested to attend training programs.
And remaining six percent employees replied they are fairly interested in undergoing training
programs.

21

Figure 3.3.

Interest to attend training

12%
6%

Very interested
Fairly interested
Not interested

82%

22

3.4 Q4. The period of training session was sufficient for learning.
The fourth question was to find whether the period of training session was sufficient to learn or
not.

Table 3.4
Particulars

Training period was

sufficient to learn

Response

Percentage

Agree

48

Moderately agree

Disagree

30

Cant say

14

Interpretation
Majority of the employees agreed that the period of training session was sufficient for
learning and acquiring skills. Only six percent employees relatively agreed that they got sufficient
training period for learning. The noticeable fact is that about thirty percent employees said that they
did not get enough time for learning through training. And fourteen percent did not respond the
question.

23

Figure 3.4

Training period was sufficient for learning

14%
Agree
Moderately agree
48%
30%

8%

24

Disagree
Can't say

3.5 Q5.Was the environment during training period comfortable?

This question was carried out to know about the comfort ability of training environment.

Table 3.5
Particulars

Response

Percentage

Comfortable training
environment

Yes

94

No

Interpretation
The data shows that ninety four percentage of the respondents revealed the environment during
training period was comfortable for them. Only six percentage of people said that the training
environment was not much comfortable for them.

25

Figure 3.5

Comfortable training environment

6%

Yes
No

94%

26

3.6 Q6.Has the training program influenced the motivational level or morale?

The sixth question was mainly emphasizing the influence of training programs on motivation level of
employees.

Table 3.6
Particulars

Level of motivation after

training

Response

Percentage

Highly motivated

76%

Somewhat motivated

16%

Not at all motivated

8%

Interpretation
Table 3.6 shows that 76% of the respondents feel that they are highly motivated by training
programmes conducted by the organization. 16% of the respondents feel that they are somewhat
motivated with the effectiveness of the training programmes conducted by the organization. And 8%
of the respondents feel that they are not at all motivated by the training programmes by the training
programmes organized by the management.

27

Figure 3.6

Motivation level after training

8%
16%

Highly motivated
Somewhat motivated
Not at all motivated

76%

28

3.7 Q7.Whether the training program has increased the knowledge?

After the question about the changes in motivation level after training, the next question was
regarding the influence of training on the knowledge level of employees.

Table 3.7
Particulars

Increase in knowledge

Response

Percentage

Yes

78

No

18

Cant say

Interpretation
The data shows that 78% of the respondents feel that the training programmes have increased their
knowledge. But 18% of the respondents replied that the training programmes have not increased
their knowledge and remaining 4% of participants did not respond to the question.

29

Figure 3.7

Increase in knowledge

4%
18%
Yes
No
Can't say

78%

30

3.8 Q8.Did the training really affects the sense of competitiveness?

The eighth question was carried out to check the effectiveness of training programmes in
cultivating competitiveness among employees.

Table 3.8
Particulars

Response

Percentage

Training affected sense of

competitiveness

Yes

74

No

26

Interpretation
The Table 3.8 shows that 74% of the employees who participated in the survey opinioned that the
training programmes cultivate the competition and competitiveness among employees. While 26% of
the respondents feel that the training programmes not cultivate the competition and competitiveness
among employees.

31

Figure 3.8

Training affected sense of competitiveness

19%
Yes
No

81%

32

3.9 Q9.Whether the training program has increased the skills and talents towards assigned
job?

Following the previous question, the ninth question was designed to identify whether the training
programme has increased the skills and talents of employees towards the assigned job.

Table 3.9
Particulars

Skills and talents towards

assigned job

Response

Percentage

Highly increased

62

Moderately increased

26

Not increased

10

Cant say

Interpretation
The data (Table 3.9) shows that 62% of the respondents feel that training programme highly
increased the skills and talents towards assigned job where as 26% of the employees feel that the
training programme moderately increased the skills and talents towards their job. And 10% replied
that training programme did not increase their skills and talents towards the assigned job and
remaining 2% respondents did not answer the question.

33

Figure.3.9

Skills and talents towards the assigned job

10%

2%
Highly increased
Moderately increased
Not increased

26%

Can't say
62%

34

3.10 Q10.Whether the training program conducted improved the quality and productivity of
your work?

The tenth question was focusing on the improvement of quality and productivity of employees
work due to training programmes organized by management.

Table 3.10
Particulars

Training improved quality

and productivity

Response

Percentage

Excellent

46

Very good

28

Good

10

Poor

14

Very poor

Interpretation
The data shows that 46% of the respondents said that the training given by the management is
excellent which improve the quality and productivity of work. And 28% respondents replied that the
training programme organized by the management is very good and has improved the quality and
productivity of their work. Likewise 10% opinioned that the training given by management is good
which improves the quality and productivity of work. But 14% people who answered the question
said that the training conducted is poor in improving the quality and productivity and rest of the
respondents said improvement in quality and productivity of work after the training was very poor.

35

Figure 3.10

Quality and productivity after training

14%

2%
Excellent
Very good
Good

10%

46%

Poor
Very poor

28%

36

3.11 Q11.Has the training program improved the team work?

This question was carried out to find whether the training programme has improved the team
work among employees.

Table 3.11
Particulars

Response

Percentage

Excellent

62

Very good

22

Good

14

Poor

Very poor

Team work improvement

Interpretation
The table above shows that 62% of the respondents said the training programme organized was
excellent to build better team work. Another 22% employees said the training given to them was very
good in building better team work. And 14% employees responded the training was good in
improving team work. While the remaining 2% opinioned the training given to them was poor in
improving the teamwork in the work place.

37

Figure 3.11

Team work improvement

14%

2%
Excellent
Very good
Good
Poor

22%

Very poor
62%

38

3.12 Q12.Have you undergone any training program recently?

(Within 6 months)

Table 3.12
Particulars

Response

Percentage

Attended training recently

Yes

54

No

46

Interpretation
The data shows that 54% of the respondents have undergone any training programmes recently
(within 6 months) while 46% employees did not undergone any training programme recently.

39

Figure 3.12

Attended training recently

Yes
No

46%
54%

40

3.13 Q13.How was the rapport between the trainer and participants during training program?

Table 3.13
Particulars

Rapport between trainer and

trainees

Response

Percentage

Excellent

70

Very good

22

Good

Poor

Very poor

Interpretation
The data shows that majority of the respondents said that the rapport between trainer and them is
excellent.70% respondents are of this opinion where as 22% participants are of the opinion that
rapport between the trainer and trainees is very good. And the remaining 8% respondents replied the
rapport between the trainer and participants was good.

41

Figure 3.13

Rapport between trainer and trainees

8%
Excellent
Very good
22%

Good
Poor
Very poor
70%

42

3.14 Q14.How were the facilities or equipment used in training program?

Table 3.14
Particulars

Response

Percentage

Equipment used in training

program

Excellent

56

Very good

24

Good

20

Poor

Very poor

Interpretation
The Table 3.14 shows that 56% of the respondents are saying that the facilities provided by the
organization are excellent. And 24% of the respondents say that facilities provided during training
are very good. While remaining 20% respondents say that facilities provided by the management are
good.

43

Figure 3.14

Facilities or equipment used in training

20%

Excellent
Very good
Good
Poor
56%

24%

44

Very poor

3.15 Q15.The training program was relevant to your developmental needs.

Table 3.15
Particulars

Training was relevant

Response

Percentage

Yes

62

No

16

Cant say

22

Interpretation
This was question was designed to check whether the training was relevant to the developmental
need of the employees. Majority of the respondents(62%) replied that the training organized by the
management was relevant to their developmental needs though 22% employees did not respond to
the question. While 16% of the respondents said training given to them was not relevant to their
developmental needs.

45

Figure 3.15

Training was relevant to developmental needs

22%
Yes
No
Can't say
16%

62%

46

3.16 Q16.Are you satisfied with the method of training implemented?

Table 3.16
Particulars

Response

Percentage

Satisfied with the method of

training

Yes

92

No

Interpretation
The data in the Table 16 shows that most of the respondents i.e., 92% respondents are satisfied with
the method of training implemented while 8% are not satisfied with the method of training
implemented.

47

Figure 3.16

Satisfied with the method of training

8%

Yes
No

92%

48

3.17 Q17.Whether the feedback was taken after the training or not?

Table 3.17
Particulars

Response

Percentage

Feedback was taken after

training

Yes

72

No

28

Interpretation
The data shows that 72% of the respondents replied that the organization taking feedback from
them after training where as 28% of the respondents say that the organization is not taking feedback
from them.

49

Feedback was taken after training

28%
Yes
No

72%

Figure
3.17

50

3.18 Q18.Whether the feedback was analyzed and interpreted to improve the training?

Table 3.18
Particulars

Response

Percentage

Feedback analyzed to improve

training

Yes

68

No

32

Interpretation
The Table 3.18 shows that majority of the respondents have replied that the organization has revised
the feedback collected to improve the next training programme.32% respondents feels that feedback
collected by the organization has not been revised properly for improving the next training
programme.

51

Figure 3.18

Feedback analyzed to improve training

32%

Yes
No

68%

52

3.19 Q19.How effectively training is conducted by management in overall development of

employees?

Table 3.19
Particulars

Effectiveness of training
conducted

Response

Percentage

Excellent

58%

Very good

22%

Good

20%

Poor

Very poor

Interpretation
The data shows that 58% of the employees feel that training programme
conducted by the
management is excellent in shaping them for their overall development as well as for the
organization. And 22% of the employees feel that training programme
conducted by the
management is very good that shape them for their overall development. While 20 % of the
employees feel that training programme conducted by the management is good that shape them for
their overall development as well as for the organization.

53

Figure 3.19

eness of training conducted by management in overall development of employee

20%
Excellent
Very good
Good
Poor
22%

58%

54

Very poor

3.20 Q20.How was the performance of your training division in organizing relevant training
programs?

Table 3.20
Particulars

Performance of training division

in organizing relevant training
program

Response

Percentag
e

Excellent

46

Very good

28

Good

24

Poor

Very poor

Interpretation
The data shows that 46% of the respondents rated the performance of the training division as
excellent in organizing relevant training programmes. Another 28% respondents evaluated the
performance of training division as very good in organizing relevant training programme. And 24%
respondents rated the performance of training division as good though only few respondents rated the
performance of training division as poor regarded with organizing relevant training programme.

55

Figure 3.20

erformance of training division in organizing relevant training programs

2%
24%
Excellent

Very good

Good

28%

56

Poor
46%

Very poor

57

3.21 Q21. Job level

Last few questions were mainly focused to formulate a demographic profile of employees.

Table 3.21
Particulars

Job level

Response

Percentage

Filling Section

18

Tablet Section

36

Kashayam Plant

22

Upper Steam Plant

16

Power House

Interpretation
Most of the employees (36%) responded to the questionnaire were from Tablet Section in the factory
whereas 22% were working in Kashayam Plant. And 18% were from filling section. Another 16%
were from Upper Steam Plant of the factory. And remaining 8% employees were from Power house.

58

Figure 3.21

Job level

8%

Filling section

18%

Tablet section

16%

Kashayam plant
Upper steam plant
Power house
22%

36%

59

3.22 Q22.How long you have been working in the current company

Table 3.22
Particulars

Response

Percentage

Less than a year

1-2 years

3-4 years

5-10 years

10

More than 10 year

88

Experience in the current org.

Interpretation
Most of the employees who responded to the question were having long working experience in the
current organization. 88% respondents have been working in Kottakkal Aryavaidya Sala for more
than 10 years. And 10% of the respondents have been working in AVSK from 5 to 10 years whereas
2% of the employees who respond to the question were having an experience of 3-4 years. It is clear
from the data that employees of Kottakkal AryavaidyaSala are very loyal to their organization.

60

Figure 3.22

Experience in the current organization

2%

10%

Less than a year

1-2 years
3-4 years
5-10 years
More than 10 year

88%

61

3.22 Q23.Age

Table 23
Particulars

Response

Percentage

Age

Under 18

19-30

31-40

22

41-50

40

51-60

34

61 and above

Interpretation
Most of the respondents (40%) were 41-50 age group. 34% respondents were 51-60 age group and
22% were 31-40 age group. Only 4% respondents belong to 19-30 age group.

62

Figure .23

Age

4%

Under 18
22%

34%

19-30
31-40
41-50
51-60
61 and above

40%

63

3.24 Q24. Educational qualification

Table 3.24
Particulars

Response

Percentage

Below SSLC

24

SSLC

54

PDC/Plus Two

12

ITI

Graduate

Education qualification

Interpretation
It is clear from the table that more than half of the employees (54%) have qualified SSLC and 24%
are below SSLC. 12% are plus two or pre degree course qualified. While 8% are Diploma holders
and 2% respondents are Degree holders.

64

Figure 3.24

Education qualification

8% 2%

Below SSLC

24%

SSLC

12%

PDC/Plus Two
ITI
Degree

54%

65

4.1 Findings
After analyzing and interpreting the data, certain findings have been drawn to make it clear about the
Effectiveness of Training Programmes conducted in the organization.
1.
2.
3.
4.
5.
6.
7.
8.

About half of the employees are getting on the job training

Most of the employees were informed about the training objectives before attending it
Most of the employees have keen interest to attend training programmes
Nearly half of the employees have gotten sufficient training period for learning
Majority of the employees enjoyed comfortable environment during training
Most of the employees are highly motivated by training programmes
Most of the employees feel that training programmes have increased their knowledge
Training programmes have cultivated competition and competitiveness among most
of the employees
9. Many of the employees skills and talents towards their assigned job have increased
through training
10. Quality and productivity of nearly half of the employees have increased by training
programmes given in the organization
11. Training programmes helped most of the employees to build better team work
12. Many of the employees did not attended any training programme recently
13. Most of the respondents rate the rapport between trainer and them as excellent
14. Many of the respondents are satisfied withthe facilities provided by the organization
15. More than half of the respondents feel that training was relevant to their
developmental needs
16. Majority of the respondents are satisfied with the method of training implemented
17. About seventy percent of respondents feedback was taken after training
18. The organization has revised many of the employees feedback to improve future
training programmes
19. More than half of the respondents rate the effectiveness of training given in the
organization in terms of overall development of employees as excellent
20. Nearly fifty percent of respondents rate the performance of training division in
organizing relevant training programmes

4.2 Suggestions
66

1. The organization should consider suggestions from employees in order to organize relevant
training programmes that benefit both the employer and employee
2. The organization can form discussion groups that are used to take feedback of the employees
who attended the training or conduct surveys to check whether the employee feel the training
as helpful to improve future training programmes
3. It is better to select training topics by considering the developmental needs of employees
4. The department heads should assess the training needs of their subordinates. This assessment
may increase the level of training effectiveness by the enhancement of good inter-personal
relationship.
5. The management should analyze and interpret the feedback taken for introducing better
training programmes
6. The management can organize good training programmes with selected topics related to
improve quality and production.
7. The organization should evaluate the performance of employees after implementing training
so that the organization can achieve more effectiveness

67

4.3 Conclusion
Training is a vital and inspirable part of Human Resource Management. Every high thinking
corporate accords the highest priority to this process of tuning out a highly valuable asset in the form
of highly trained and skilled executives to the benefit of both. The study shows that some of the
employees are satisfied with the training programme. But some employees are not satisfied with the
training programme. Some of the employees are satisfied with the various topics covered in the
training programme.

To obtain an effective training system a systematic training process is needed. Systematic training
process involves several steps: (i) determining organization objectives and strategies, (ii) assessment
of training needs, (iii) establishing, (iv) implementation of the programmes, and (v) evaluation of
training results.

The training is thus very important for every organization. So without proper training the employees
cannot work properly. By training the employees can acquire new technological knowledge,
manipulative skills, problem solving skill etc. all these will help an employee to perform well in the
organization.

68

4.4 Bibliography

Books
Human Resource Development Uday Kumar Haldar
Human Resource Management S C Agrawal
Human Resources and Management BiswanathGhosh

Websites
www.aryavaidyasala.com
www.itmonline.org/arts/ayurind.htm
www.wikipedia.org
www.ehow.com
www.hrpeople.monster.com

4.5 Annexure
69

Questionnaire
1. Whether the training conducted by the management was on the job or off the job?
On the job
Off the job
Both
Not applicable
2. The programme objectives were known to you before attending it.
Yes
No
3. Were you interested in undergoing the training programme?
Very interested
Fairly interested
Not interested
4. The period of training session was sufficient for the learning.
Agree
Moderately agree
Disagree
Cant say
5. Was the environment during training period comfortable?
Yes
No
6. Has the training programme influenced the motivation level or morale?
Highly motivated
Somewhat motivated
Not at all motivated
7. Whether the training programme has increased the knowledge?
Yes
No
Cant say
8. Did the training really affect the sense of competitiveness?
Yes
No

9. Whether the training programme has increased the skills and talents towards assigned
job?
Highly
Moderately
Not increased
Cant say
10. Whether the training programme conducted improved the quality and productivity of
your work?
Excellent
70

Very good
Good
Poor
Very poor
11. Has the training programme improved the team work?
Excellent
Very good
Good
Poor
Very poor
12. Have you undergone any training programme recently?
Yes
No
13. How was the rapport between trainer and participants during training programme?
Excellent
Very good
Good
Poor
Very poor
14. How were the facilities or equipment used in training programme?
Excellent
Very good
Good
Poor
Very poor

15. The training programme was relevant to your developmental needs.

Yes
No
Cant say
16. Are you satisfied with the method of training implemented?
Yes
No
17. Whether the feedback was taken after training or not?
Yes
No
18. Whether the feedback was analyzed and interpreted to improve training?
Yes
No
19. How effectively the training is conducted by the management in overall development
of employees?
Excellent
71

Very good
Good
Poor
Very poor
20. How was the performance of your training division in organizing relevant training
programme?
Excellent
Very good
Good
Poor
Very poor
21. Please indicate your job level
Filling Section
Tablet Section
Kashayam Plant
Upper Steam Plant
Power House

22. Please indicate how long you have been working in the current company
Less than a year
1-2 years
3-4years
5-10 years
More than 10 year
23. Age
Under 18
19-30
31-40
41-50
51-60
61 and above
24. Education qualification
Below SSLC
SSLC
PDC/Plus Two
ITI
Graduate

72