Training and Development

TRAINING AND DEVELOPMENT
CHAPTER-1
PART-A
INTRODUCTION
HUMAN RESOURCES MANAGEMENT
In simple sense, Human resources Management means employing people,
developing their resources, utilizing, maintaining and compensating their
service in tune with the job and organisational requirement with a view to
contribute to the organisation, individual and the society.
An organization is nothing without Human Resources.
Human resources Management has a crucial role to play in todays management
scenario.
MEANING
People are the resources of all productive efforts in every organisation. A detailed
study of people is the main function of HRM. HRM mean the process of
accomplishing organisational objectives by acquiring, retaining, terminating,
development and properly using the human resources in the organisation. while
acquiring the human resources, people with talent, skill and motivation should be
recruited. HRM also consider that there should not be high manpower turnover.
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Definition of HRM
According to LEON C. MEGGINSON, the term Human Resources Management can
be thought of as the total knowledge, skills, creative abilities, talents and aptitudes
of an organisations work force, as well as the value, attitudes and beliefs of the
organisation involved.
According to EDWARD FLIPPO, HRM is the planning, organising, directing and
controlling f procurement, development compensation, integration, maintenance and
separation of human resources to the end that individual, organisational and social
objectives are accomplished.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT
The importance of HRM to a large extent depends on human resources development
and training.
No organisation can get a candidate who exactly matches with the job and the
organisational requirement. Hence training is important to develop the employee and
make him suitable to the job.
Training work towards value addition to the company through HRM
Job and organisational requirements are not static, they are changed from time to
time in view of technological advancement and change in the awareness of the total
quality and productivity management (TQPM). The objective of TQPM can be
achieved only through training which develops human skills and efficiency as
happened in Escorts and Birla VXL. Trained employees would be a valuable asset to
an organisation.
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Organisation efficiency, productivity, progress and development to a greater extent

depend upon training. If the required training is not provided, it leads to performance
failure of the employees.
Organisational objective like viability, stability and growth can also be achieved
through training. Training is important as it constitutes creativity and contribution for
the organisation
OBJECTIVES OF HUMAN RESOURCES MANAGEMENT

To create and utilize a motivated workforce, to accomplish the basic organisational
goals.
To establish and maintain sound organisational structure and desirable working
relationships among all the members of the organisation.
To secure the integration of individual and groups within the organisation by coordination of the individual a group goals of the organisation.
To create facilities and opportunities for individual or group development so as to
match it with the growth of the organisation.
To attain an effective utilization of Human Resources in the achievement of
organisational goals.
TRAINING
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MEANING
The Learning Organisation concept which is spoken off highly today has
continuous training concept as one of its dimensions. This means that the
organisation, for their success, besides giving training to their employee at the time
of their selection, there should be continuous training for their employee to know the
latest techniques development in their respective areas to improve the quality
standards in operation.
IMPORTANCE
It develops confidence to work in a right way.
It infuses courage in employees.
Employees learn more about their work and work environment this facilities them to
grow further.
They develop the concepts of empathy, caring for other and helpful.
It encourages employees to think thoroughly open-mindedly and accurately.
It helps employees to work in a cool atmosphere.
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Identify
satisfy
Individual
Needs
Why
training?
To know
the
expectatio
ns of
bosses and
to satisfy
them
Understand
organisatio
n al
problems
and
resolving
REASONS FOR TRAINING
Increased use of technology in production.

To minimise labour turnover arising from normal separations.
To increase the productivity of an employee.
To enable employees to keep abreast of the changing methods, techniques and use of
sophisticated tools and equipment.

To raise the morale of employees.
OBJECTIVES
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The of training is to improve the performance of employees in their tasks. Training

employees becomes more productive as their operative skills, inter-personnel skill
and decision-making skill increase after training.
IMPORTANT OBJECTIVE
To provide the basic knowledge and skill to the newly joined people to perform the
tasks as designed by the organisation.
To develop the existing employee by exposing them to latest concepts, information
and techniques, and thereby strengthen their skills.
To develop second and third line executives to strengthen the working links and
levels, so that they can occupy higher positions.
To improve the outlook of senior level managers and other policy-makers enabling
them to look to new horizons of the organisation.
To makers employees more effective and productive which increase the image of
employees earning power and job security.
IMPORTANT NEEDS FOR TRAINING
A. Increased Productivity
Increase in skill usually result in increase in quantity and quality and output. A
training worker gives improved performances. Machine and materials are carefully
handled and they are more economically used.
B. Reduced Supervision
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A training worker shows a high degree of self-discipline and self-supervision. Both

the employee and the supervisor want less supervision but greater impendence is not
possible unless the workers are adequately trained. When labour is trained, we have
easy and smooth managerial control and supervision.
C. Reduced Accidents, spoiled works, Damage to equipment and Machinery.
More accidents are caused deficiency in the employees rather than by deficiencies in
machinery, equipment and working conditions. When labour is trained, worker can
contribute substantially to reduce the accident rates as they can develop safety
attitudes and they can take necessary precautions to avoid accidents.
D. Increased Organisational stability and flexibility
Stability means the ability of an organisation to sustain its effectiveness, despite the
loss of key personnel, because we have a reservoir of trained replacements.
Flexibility means the ability of an organisation to adjust itself to the short term
changes in the volume of work.
E. Self-Development, Versatility and Adaptability
There are the most important advantages of training. Automation and
computerization demand adaptability to new work methods. The workers have to
learn the use of new kind of equipment; they have to adjust themselves to major
changes in the joy contents and work relationship.
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F. Reduced Turnover and Absenteeism.

When the employees are so well trained and they experience the direct satisfaction
associated with a sense of achievement and the knowledge, there is very little scope
of worker dissatisfaction, complaints, absenteeism and labour turnover.
G. Talent Search.
Training also helps in locating talents and giving them ample scope for further
development by means of quick promotions. It also enables spotting of mistakes
made in the selection of workers.
METHODS OF TRAINING
A. On-the-job methods
1. On specific job
a) Experience
b) coaching and
c) understudy programme
2. Job rotation.
3. Special projects and task forces.
4. Vestibule training.
5. Committees and junior boards (Multiple management)
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B. Off-The-Job Methods
1. Special courses and lectures.
2. Conferences.
3. Case studies.
4. Simulation-role playing.
5. Incident method.
6. Sensitivity training.
EXPLAINATION
ON THE-JOB TRAINING METHODS
Among the on-the-job training programmes, training for a specific job is one of the
most common methods. A brief explanation of the methods of training on specific job
is as follows:
1. On specific job
a) Experience
This is one of the oldest methods of on-the-job training. This method, which involves
learning y experience, though as a sole approach, is wasteful and inefficient; in some
cases, it has proved to be very efficient. To make this approach effective, it should be
supplemented with other methods of training.
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b) Coaching
This is one of the most widely used methods of on-the-job training. This involves
coaching y a superior by personal instruction and guidance to a manager trainee. This
method increases motivation in the trainee and also because of personal guidance to
the trainee, there is minimization of the problem of training transfer from theory to
practice. But this method is effective only if the superior is properly trained and
oriented.
c) Understudy programme
In this method, an individual works as an assistant to deputy to the senior manager
so that, eventually the deputy can assume full responsibilities and duties of the job
help by the senior manager. In this method the trainee learns by experience and
observation
2. Job rotation.
This method involves transferring a trainee from one job to another on a systematic
basis. If a trainee is rotated systematically from one job to another, the general
background of the trainee in the organization is broadened.
3. Special projects and task forces.
In this method, the trainee may be asked to perform a special assignment so that he
would be in a position to acquire knowledge and also to learn the work procedure.
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4. Vestibule training
The training in vestibule school is preliminary to actual shop experience. Vestibule
training is an attempt to duplicate as nearly as possible the actual working conditions
of the work-place.
5. Committee and junior boards.
The trainee by becoming a member of the committee gets an opportunity to interact
with experienced managers and to know many problems of the organisation and the
viewpoints of different mangers to solve problems.
OFF-THE-JOB TRAINING METHODS

Off-the-job training methods require the trainees to leave their work-place and devote
their time for understanding training. These programmes may be conducted within
the company or by external agencies.
1. Special courses and lectures.
Special courses and lectures are arranged by business organisation in numerous forms
for developing their manager. The business concerns may send their employees to
attend courses of one or two week duration conducted by the institutes of
management.
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2. Conferences.
In this method, manages and potential managers attend the conference programmes
in which they pool their ideas and experience with certain problems this is a common
subject of discussion
3. Case studies.
The case study method which is popularized by the Harvard Business School, USA,
is one of the common forms of training to the employees. In this method, instructor
describes the actual situation or problems of a specific concern and the participants
are encouraged to take part in the object discussion of the problem. This method
increases the trainees power of observation and also his analytical ability.
4. Role playing.
Role playing is supplementary training method usually combined with the lecture or
the conference. It has been widely used for leadership and human relation training.
5. Simulation.
In simulation, the real situation of work environment in an organisation is presented
in the training session. In other words, in simulation, instead of taking a participant
into the field, the field is simulated in the training session itself. In simulation, the
participants act out sample of real business behaviour in order to get practice in
making decision.
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Sensitivity training.
This method aims to influence an individuals behaviour through group discussion, in

group discussion. The trainees freely express their ideas, beliefs and attitudes. In
sensitivity training the trainees are enable to see themselves as others see them and
develop an understanding of others views and behaviour.
7. Incident method.
In the usual case method, the entire problem is presented to the students, whereas in
the incident method, only a brief incident is presented to provoke discussion in the
class. The group then puts questions to the instructor to draw out of him the salient
facts and additional information needed to arrive at a reasonable solution of the case.
CHARACTERISTICS OF A GOOD TRAINING PROGRAMME

Allowance for individual differences: There are differences in ability, learning
capacity and interest of trainees and the management should consider this factor
while designing the training programmes.
Relevance of job requirement: Training programme must be related to the
requirements of the job for which it is intended
Determination of training needs: The management should determine the training
needs of employees and should select a method of training that is most effective.
Training programmes should be result-oriented: Management should avoid training
for the sake of training and show greater interest in the benefits of training
programmes.
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TRAINING STAGES
1. Locating Training Needs: The first step in training process is to locate the need
areas of training. Review of organisational effectiveness in terms of utility of
manpower and other resources will help locating the trouble spots.
2. Preparation: Listing of persons to be trained, preparation of support material for
training, deciding training period, method of training for different types of employees
are involved in this stage.
3. preparing the trainee: after selection the trainees for training an orientation class
has to be conducted explaining him the importance of training, job ingredients that he
has to perform and its relationships to work flow, and familiarizing him with the
equipment, materials, tools and trade terms. thus, trainee has to be prepared to take to
training.
4. Presentation: the trainer should slowly introduce the training programme to
trainee in a sequential order of the job and inform the importance of each activity of
the job. Latest electronic gadgets like computers, LCD projectors and other
equipment have to be adopted to make training attractive and participative.
5. Performance analysis: after fixing the trainees in the training process, they have
to be analysed and tested regarding their understanding level.
6. Follow-up: in this stage, testing the effectiveness of training effort will be
checked. Trainee may be put to work on his own or checking the work of employee
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frequently after training or tapering off extra supervision can be adopted to test the
effectiveness of training.
BENEFITS OF TRAINING
The contributions of imparting training to a company should be readily apparent.
Organisation derives very many benefits from training.
1. If an individual is trained naturally increase in skill usually happens this results in
an increment in both quality and quantity of output.
2. Training heightens the morale of the employee by giving them the confidence to
work on the job. It motivates them to take up the new task of the job.
3. Trained employee performs the job with less or no supervision. It makes the job
easier, and gives the employee and the supervisor a great independence in the job.
4. Many accidents occur by the deficiencies in people than by deficiencies in equipment
and work conditions. A trained employee will always be careful while doing the job.
5. Trained employee can relate the present and future requirements of a task to maintain
quality performance.
6. Training facilitates a deeper and better conceptual understanding.
7. It builds cohesiveness in group.
8. Training improves communication between groups and individual.
IDENTIFICATION OF TRAINING NEEDS

A training need is the gap between the expected and existing knowledge, skills and
attitudes. It exists at all levels of the organisation, It is only the emphasis of one over
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the other aspect which changes, whether one is grooming a new chairman or
instructing an operator, since knowledge, skills and attitudes are three criteria around
which all jobs are based.
Managerial training is the systematic and continuous development of knowledge,
skills and attitudes which will prove beneficial both to the organization and to the
individual in achieving the objective of the organization. It is rising managerial
ability in order to improve the effectiveness of management action. training is
basically a process of changing people and their behaviour, knowledge, skills, and
attitude through programmes, instructions, demonstration, practice and other planned
techniques. Need for training may arise from many factors. Some of the important
factors are as follows:
1. When new employees are appointed, though they are selected on the basis of
intelligence, qualifications, etc. they may not possess the specific knowledge, skills,
etc. required for efficient discharge of their duties.
2. When employees are transformed from one department to the other, they may
need to be reoriented.
3. When employees are promoted to a higher category normally the responsibilities
and function change which may mean change in operational or managerial skills and
training may be necessary.
4. Sometimes with a change in the policy of the organization employees working in
the same department may require further training for the changed function or role.
5. Sometimes new functions are undertaken by the organization with a change in
overall goals of the organization.
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ANALYSING TRAINING EFFECTIVENESS

OR
EVALUATION OF THE TRAINING PROGRAMME
The last stage in the training and development process is the evaluation of result.
Since huge sums of money are spent on training and development, how far the
programme has been useful must be judged/ determined. Evaluation helps determine
the results of the training and development programme. in practice, however,
organization either overlook or lack facilities for evaluation.
NEED FOR EVALUATION
The main objective of evaluating the training programme is to determine if they are
accomplishing a specific training objective the is, correcting performance
deficiencies. A second reason of evaluation is to ensure that any changes in trainee
capabilities are due to the training programme and not due to any other conditions.
Training programmes should be evaluated to determine their cost effectiveness.
Evaluation is useful to explain programme failure, should it occur. finally, credibility
of training and development is greatly enhanced when it is proved that the
organisation has benefited tangibly.
PRINCIPLES OF EVALUATION:
1) Evaluation specialist must be clear about the goal and purpose of evaluation.
2) Evaluation must be continuous.
3) Evaluation must be specific.
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4) Evaluation must provide the mean and focus for trainers to be able to appraise
themselves, their practices, and their product.
5) Evaluation must be based on objective methods and standards.
6) Realistic target dates must be set for each phase of the process.
CRITERIA FOR EVALUATION:

HR professional should try to collect four types of data while evaluating training
programmes:
a Measures of reactions,
b. Learning,
c. Behaviour change,
d. Organisation
Reaction measures reveal trainees opinions regarding the training programme.
Learning measures assess the degree, to which trainees have mastered the concepts,
knowledge and skills of the training. Behaviour indicates the performance of
learners. The purpose of collecting organisational results is to examine the impact of
training on the work group or the entire company
PART-B
INDUSTRY PROFILE
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HISTORY OF COFFEE:
The word coffee is derived from Arabic word qahwah which means vine or a
brew. The coffee beverage, some say it has its connection with the province in the
south-west Ethiopia called keja or kaffa.
There are many legends about the discovery of coffee. According to an ancient
Arabic legend, coffee was discovered in Abyssinia in the 3 rd century A.D. by some
Christian monks, who observed how their sheep and goats after grazing on a certain
shrub, were wakeful and full of energy at night when they should have been sleeping.
The prior picked and ate some of fruits of the shrub and he too felt an unusual sense
of exhilaration and wake fullness, another version of the story is that a gathered
called Kelda, who live in Ethiopia in the 9th century A.D. watched his animals as they
ate bright red berries form a tree growing wild in the pasture; they were usually
active after eating the berries, he too tried the berries and enjoyed their stimulating
effect. It is not clear whether the coffee free was brought from Ethiopia to Arabia.
By this story we can notice that initially coffee was not a drink but eaten. But it was
not until around the year 1000 that the discovery was made that the bean dried and
pulverised and with hot water paused over them. Offered even more yield, it was then
that the beverage as we know it today was born quahwa as it was called Muslims
whose religion for bid the drinking of alcohol welcomed the drinking as stimulating
substance the arbs long maintained coffee as a national monopoly. For centuries they
exported large qualities they exported large quantities of bean but did not their
territory, only in 1690 the Dutch managed to obtain a few plant and planet them in
Botanical Garden in Netherland from they were sent to java and other botanical
gardens in Europe.
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Eventually the coffee plant reached Brazil in 1700s

In the 1720 coffee found its way to the Americans by means of a French infantry
captain who untrained one small plant on. Its long journey across the Atlantic shy one
plant, transplanted to the Caribbean island within 50years. It was from thus humble
beginning that the coffee plant found its many to the rest of the tropical regions of
south and Central America.
ABOUT COFFEE:
Civilization has produced 3 important non alcoholic beverages the extract of the tea
leaf the extract of the coffee bean and the cocoa bean. Tea, coffee and cocoa are true
stimulants to heart the nervous system and the kidney and tea occupies a unique
position between the two being middle stimulating the most of our bodily functions.
Coffee the beverage that cheers and stimulates the taste but of millions the world
over with its characteristics aroma and flavour has been an extremely popular non
alcoholic beverage of mankind for centuries. Initially consumed as a solid food for
sustenance and medication coffee continues to enliven all classes of people in various
formulations.
As the renowned scholar and states man late Dr.S. Radhakrishnan once rightly
Quipped A cup of coffee stimulates the brain, sharpens the wit loosens the tongue is
dissolves the drowsiness.
Coffee is universal in its aptitude. It is a stimulating blend of human energy and
efficiency. It is often referred to as The greatest filled lubricant known to the human
machine, the most delightful taste in all nature.
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BACKGROUND
Currently Indian produces around 3 lakhs of coffee per annum. A large portion of the
coffee produced in India is exported. Domestic consumption of coffee in India is
estimated at around 55,000 tons per annum and it has been stagnant at this level for
the last few years. Coffee export price fluctuate widely depending on the demand
supply gap apart from a small segment of specialty coffee, most Indian coffee is used
to blend with other coffee from the rest of the world. Further the volumes that India
would offer in the international market are not enough of command a bargaining
position. This further accentuates the price realized for Indian coffee in the world
market. This in turn, exacerbates the situation during the low price cycles.
The coffee board in India is the process of devising strategies for growing the market
for Indian coffee, while the export market scenario discussed above, exploring
opportunities for increasing domestic consumption of coffee assumes significance.
Very little information on domestic coffee consumption is available with large player
in the market. Before devising any strategy for growing domestic coffee
consumption, nationally representative study on beverage habits, practices and
attitudes this is the first formal study of such magnitude conducted by the coffee
board. The coffee board proposes to conduct such large-scale consumption audits at
regular intervals.
CHAPTER-2
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RESEARCH DESIGN
TITLE OF THE STUDY:
A study on Training and Development at Coffee Board of India.
OBJECTIVES OF THE STUDY:
1. To know about the training and development method practiced in COFFEE BOARD
OF INDIA.
2. To know the employees satisfaction on the present method of training and
development method followed in the organisation.
3. To know if the employees prefer the present training and development program
practiced must be changed.
4. To evaluate the employee perception.
5. And to suggest some methods to help the organisation in helping them to improve the
present training program
SCOPE OF THE STUDY:.
The study is confined to COFFEE BOARD OF INDIA.
This includes study of Training and Development and its impact on the performance of
employees
The study is confined to analyzing the different types of tools or procedure of
Training.
The findings and suggestion from this study will help the Organization to frame a
suitable Training and Development strategy for the better operation of the
organization.
STATEMENT OF PROBLEM:
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This study was conducted at coffee board for management and non-management
employees.
To find as of what measures and material are undertaken by the employer to safe
guard the interest of employees through training and development procedure.
Training and development is necessary for the organisation for effective performance,
It raises from business to business, person to person and role to role.
Hence many organisation have developed training and development policies in their
respective organisation to help them successfully perform the job they are assigned
with.
METHODOLOGY:
This study has been an effective one that is specified to a particular organisation.
All the request data has been collected by using different tools like questionnaire and
interviews.
TOOLS AND TECHINQUE FOR COLLECTION OF DATA:

The data was collected using the following methods:
Primary Data
secondary Data
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Primary data is collected with use of structured questionnaire and interview method.
Secondary data is collected from the following source:
Reports.
Books offering information relevant to the study.
Wed sites.
LIMITATIONS OF THE STUDY:
Time was the basic barrier.

The survey was limited to Bangalore city.
Due to company rules certain information was not shared.
The result are given based on the assumption that the questions answered by the
employees are true
CHAPTER-3
COMPANY PROFILE
Coffee board is an organisation under the administrative control of ministry of
commerce, government of India, constituted the coffee Act 1942.
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The major function of the Coffee Board are as follows:

1. The promotion of the sale and consumption of coffee.
2. Promotion of agricultural and technological research.
3. Extension activities for the benefit of coffee growers for imparting technical
knowledge.
4. Implementation of several development schemes.
5. Undertaking welfare measures for worker in coffee estates.
The following is the Constitution of the coffee board:
1. Chairman
2. Members of parliament(2 from lok saha and 1 from rajya sabha)
3. Representative from the major coffee growing state viz. Karnataka, Kerala, Tamil
Nadu(1 each)
4. Representative from principal state other than Karnataka, Kerala, Tamil Nadu,
Andhra Pradesh
5. Representative from coffee growing industry.
6. Coffee trade.
7. Curing establishments.
8. Consumer.
9. Labour.
10.An eminent scientist from a Research Institute or Agricultural University.
ORGANISATION STRUCTURE OF COFFEE BOARD
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chart.no3.1
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The Coffee Board has extension units and research stations in various locations in the
Country.
This report has been prepared based on the study conducted of the various sections of
the Coffee board Head Office with basic objective of computerizing the various
activities.
FUNCTION OF THE VARIOUS SECTIONS OF COFFEE BOARD
The major sections of the Coffee Board are as follows:
1.
2.
3.
4.
5.
6.
7.
8.
Planning/ Extension
Research
Marketing
Development
Promotion
Finance
secretariat
Engineering
PLANNING AND CO-ORDINATION SECTION:
This is headed by Deputy Director (Planning and co-ordination).
The Coffee Board has extension units in the following location:
1.
2.
3.
4.
5.
6.
Coimbatore, Tamil Nadu

Wyanad, Kerala
Chickmagalur, Karnataka
Madikeri, Karnataka
Hassan, Karnataka
Guwhati, Assam
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7. Silchar, Assam
8. Vizag, AP
Each extension unit is headed by deputy direction (Extension)

The main steps regarding plan formulation and implementation are mentioned below:
Formulation of schemes for all sections for the entire plan period.
Obtaining the approval of the schemes from the planning commission.
Once the approval of planning commission is obtained the yearly allocation is
finalized by ministry of commerce.
Based on the availability of funds the plans for the current year are prioritized. There
schemes are implemented by various section like Extension, Research, and
Marketing etc.
The funds for the schemes are released by the Secretariat Accounts to Project
Accounts, which will in turn release funds to the concerned sections like Accounts
Officer Research, Accounts Officer Extension, and Accounts Officer Promotion.
Requirements would be given by Group Head.
Targets for Deputy Director (Extension) are fixed by planning section. The targets for
units subordinate to DD (Extension) are fixed by DD (Extension).
The monthly progress is give by the concerned Implementing section starting the
physical and financial progress. Most of the schemes are implemented by only
research section.
Research sub stations submit the progress to the Director (Research) with copy to
Deputy Director (Planning and Co-ordination).
The monthly progress is reviewed by the DD (Planning and Co-ordination) and then
by Chairman.
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BORAD OF DIRACTORS TOWARDS THE COFFE BORAD OF

INDIA
S.N
NAME
POSITION
O
1.
Jawaid Akthar, I.A.S
Chairman
2.
M.Chandrasekar, I.T.S
Secretary
3.
Dr.Aarti Dewan Guptha IDAS
Director of finance
4.
Jayarama
Director of Research
5.
Dr.Y.Raghuramulu
Joint Director of Research
6.
Ambika Nair
Dy.Dir.(OL)
7.
Madani M.G.
Dy.Dir.(P & C)
8.
K.Kumar
Dy. Director
9.
G.R.Ananthamurthy
Div.Head(Engg)
Dr.Basavaraj k.
Dr.shanmukhappa D.R
Dr.D.R.Babu Reddy
k.venkatesh
Padmajyothi
V.S.Amarvenmathy
Thimmaraju G.
Div.Head(I/C)
Analytical Chemist
Agronomist
Coffee Quality Specialist
Plant Breeder
Plant Breeder
Senior Liaison
Dr.Tasveem Ahmed Shoeeb
Officer(projects)
Senior Liaison
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
Navin Kumar Bahi Ryntathiang

A.Royar
D.K.Nagendra
R.Ganapathi
Officer(admn)
Technical officer
Jt.Secretary(legal)
Dr.secretary(promation)
Dy.secretary/PS to
chairman
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22.
Paul Roy E.Bhaskaran
Dy.secretary (Non-Plan
23.
Aravind Vaidya
A/cs
Dy.secratary (public
24.
25.
Alaganathan H.
T.V.Neelkanthan
relation)
Estate officer
Senior Hindi Translator
G.Anand
N.K.Subrahmanya
Asst.Secretary (Admn )
AS(Plan Accounts- i/ c)
AS(Exports)
26.
27.
PROCESS FLOW DIAGRAM OR MFONTHLY REVIEW OF SCHEME
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CHART.NO:3.2 CHART SHOWING ORGANISATION FLOW CHART
Coffee Demo Farms:

Coffee Board has 11 Coffee farms in Karnataka, Kerala and Tamil Nadu. Various
scientific trails are conducted in these demonstration farms to give location specific
to various problems. Each CDF is under the control of SLO. Each CDF has a number
of activities, which have to be monitored.
Small Sector Development Scheme (SSDS)
This is a Development scheme. There are 3 programmes under this :
1. Replantation
2. Water Augmentation
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3. Quality Up gradation
Funds are released by Development section. However monitoring of scheme is done
by extension.
DEMONSTRATION PLOTS:
Under this scheme, Coffee Board gives inputs like fertilizers, FB chemicals to
various demonstration plots owned by Coffee Growers. The basic objective is to
increase yield. There are about 110 demonstration plots. Monitoring of scheme is
done by Extension.
IPM plots:
Under this scheme, funds are provided by external agencies like CFC to Coffee
Board. The basic objective is to control pests Inputs like PB Chemicals are given
from these funds .This scheme is monitored by Extension Section.
RESEARCH SECTION:
The Research section is headed by the Director (Research). All the research
programmes are co-ordinate by the Central Coffee Research Institute; Chickmagalur
under the direction of the Director (Research).CCRI is headed by a joint Director
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who is assisted by subject specialists in various areas. Under CCRI the following are
various research stations:
a)
b)
c)
d)
e)
Coffee Research substation, chettali, madikeri.

Regional Coffee Research Station, Chundale, Kerala.
Regional Coffee Research station, Tandigudi, Tamil Nadu.
Regional Coffee Research Station, RV nagar, A.P.
Regional Coffee Research Station, Dipu, Assam.
RESEARCH IN COFFEE IS UNDERTAKEN AS FOLLOWS:
a. National Collaboration
b. International collaboration
Under the Nation Collaboration, research is done by the following organisation:
Tamil Nadu Agricultural University, Coimbatore.

Department of Bio-technology
National Institute of Nutrition
MERADO, Chennai
The funding for this may be done fully by Coffee Board or may be partly funded be
the Board and partly by the concerned and amount spent be the institutes.
Under International collaboration, funding for research is done jointly by
international agency and Coffee Board. The major international agencies are:
ICO-CFC
National Resources Institute, U.K.
Coffee Rust Research Institute, Portrugal
Coffee Board is one of the 11 countries conducting research. The Research section
sends and receives messages from various Institutes, UAS. For projects under by
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Department of Bio technology, it receives progress reports from the participating

Institutes, compile and send the same to DBT.
RESEARCH PROGRAMMES CONDUCTED BY THE COFFEE BOARD

A research project may be conducted in all the 6 research stations. There are 29
project funded by Coffee Board. Each project is headed by the project leader. Each
project is divided into several sub projects, which would again be distributed among
all the Research Stations. Each sub project is headed by a program Leader. Each
subproject would be further dividend into several experiments. Each experiment
would be conducted the scientist. An experiment itself could be distributed in various
research stations. Budget is fixed ever year for each project leader to CCRI,
Chikmagalur for purpose of review.
RESEARCH FARMS
Each coffee research stations have a research farms. A form is divided into about 1020 blocks, each block carrying a particular activity. Each block can be research or
commercial block. Each block may have one or two varieties. Currently there is no
periodic flow of information about each farm to the Coffee Board, which is very
much required by the Coffee Board.
QUALITY CONTROL
The Coffee Board has a quality control lab which is being used by the coffee
growers, exporters. The exporters/grower will summit the sample to the lab. Various
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test are conducted like moisture test, physical test, visual test, cup tasting etc. Instant
coffee and coffee blend are also tested.
Exporters/ Grower comes for testing to assess the price. Besides, the lad also receiver
sample from its own Research station for testing. The lad receivers 700 samples per
year from growers/ exporters and about 700 sample per year from its own research
stations.
LIBRARY
Coffee Board has a library consisting of 7500 books and around 800 rounded
journals. It subscribe to about 40 journals yearly.
MARKETING SECTION
One of the major activities of the section is the registration of Coffee Growers and
issue of export permits
REGISTRATION
There are about 700 registered Coffee exporters in the country. The procedure for
registration of exporters is as follows:
a. Coffee exporter has to apply in prescribed format.
b. Exporter has furnish the following document along with application:
1. RBI documents
2. IEC code form Director General of Foreign Trade.
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c. The application is scrutinised by marketing section and finally approved by Deputy

Director (planning and coordinating)
d. Clearance is sought from vigilance section.
e. Registration number is giver and registration Certificate is issued by marketing
section. Normally the registration is completed within a week of application.
f. The registration is valid for a period of 5 years.
RENEWAL OF REGISTRATION
The procedure is similar to above. The renewal fee is Rs 2500/- The old registration
number is continued.
EXPORT PERMIT
The Marketing section also issues exports to registered exporters.
The procedure is as follows:
Application is received from exporters. The no of application during season is around
60-80 per day and for non season period is around 25-30 per day.
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PROCESS
FLOW OF
DIAGRAM
FOR
REGISTRATION
OF
COFFEE
EXPORTERS
CHART.NO:3.3 CHART SHOWING REGISTRATIONS OF COFFEE EXPORTERS
1. The application is scrutinized for th following
Quantity of coffee
Type of crop
Country of export
From which port exported
Name of importer
2. After scrutiny, the application is forwarded to Deputy Director (Planning and
coordination) for approval.
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3. Four copies of export permit are issued. Export contains the name of exporter,
country of export, quality of coffee to be expired, grade of coffee, crop validity period.
Normally for application received before 13:30 pm the permit are issued in the
evening of the same day. For application received in the afternoon, the permits are
issued next day morning.
4. Six copies of Certificate of Origin are also issued with permit-one with green
colour and others in white colour. The green colour certificate is sent to international
coffee organisation, London.
5. After issuing of permit, the export the same.
6. The copy of permit retained by Explorer along with Certificate origin is attested by
Customs Officer.
7. The Exporter then gives a letter in prescribed format to coffee board along with all
documents.
8. Validity of permit is 30 days.
9. Post shipment Documents along with Bill of loading have to come to be submitted
to Coffee Board within 60 days of issue of permit.
10. Exporter can apply for extension of permit for another 30 days
MARKET INTELLIGENCE
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This section is mainly responsible for the collection of coffee price in the
international market and disseminate the same to coffee growers, subordinate unit
etc. The Market intelligence section is currently subordinate to coffee market
information for Bridge News, a USA based agency, which is a 24 hrs dedicated news
service. Through this service the section obtains information on weather, prices,
production on daily basis. This data is analyzed and made in a proper format and
disseminated to various subscribers like coffee growers and exporters and all
extension units. The information is sent by fax to all subscribers by 10 am for the
data pertaining to previous day. The Coffee Board is paying subscription fees of Rs
4.0-5.0 lakhs per year for this service. This service is currently not available on the
internet.
At present there are about 25 subscribers and this list is likely to grow to about 100
shortly.
DEVELOPMENT SECTION
This section is mainly responsible for release of funds under Small Sector
Development Scheme. Funds are given by Ministry of Commerce. It also releases
funds for internationally funded schemes like Bearing Borer Scheme, White stem
Borer.
Deputy Director (Extension) will send indents for funds to the Development section.
Based on the indents funds are released. The DD (Extension) send the monthly
progress reports to Deputy Director (Planning and coordination) in prescribed format
for all the schemes. The reports are compiled by the office of DD (P and C) the
section is also concerned with the recovery of loans given to coffee growers. The
outstanding loans are around Rs 39.81 corers. About 1600 coffee growers have
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availed the loan facility from Coffee Board. The recovery statement is submitted
every month by DD (Extension) to Development section.
PROMOTION SECTION
The promotion section is mainly involved in
a. Internal Promotion.
b. External Promotion.
Under internal Promotion, the following are the main activities:
1)
2)
3)
4)
5)
6)
India Coffee Houses and India Coffee Depots

Participation in fairs, exhibition in India
Release of advertisement on the salient aspects of India Coffee industry.
Release of pamphlets.
conduct of Coffee Seminars
Conducting workshops on coffee preparation
Under External Promotion, the following activities are covered:
1)
2)
3)
4)
Participation in selected overseas exhibition, seminars, food fairs

Production and distribution of literature on India Coffee
Advertisements in selected journals
Inviting delegations of coffee buyers
INDIA COFFEE HOUSES

There are 11 India Coffee Houses in the country. There unit sell coffee powder, liquid
coffee and refreshments. The promotion section sends monthly advance impress to
the unit for all overheads like input cost, establishment charges, pay and allowances
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these unit monthly returns like profit and loss statements, Income and Expenditure
Statement, stock statement to the promotion section.
INDIA COFFEE DEPOTS
There are 4 units of the Coffee Depots. They are situated in the following cities:
Bangalore
New Delhi
Mumbai
Calcutta
There units take raw coffee, roast and grind the seeds and sell the coffee powder.
There units also send the monthly profit and loss statement, income and expenditure
statement, stock statement to promotion section. The Coffee stock in all these 4
depots at any time is apex. 40-50 MT. The total turnover of all the Depots is around
Rs 1.20 corers.
The monthly statements from Coffee Houses and Coffee Depots are sending before
7th of every month. These statements are submitted to the chairman before 15th.
The Coffee Depots also send fortnightly statement of stock position to the promotion
section.
The number of fairs and exhibition participated by the promotion section within India
is around 20 per year and the number of international fairs in which it participates is
around 4-5 per year.
The section maintains the register of participation in national and international fairs
as follows.
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Name of party, bill no, details of articles, amount spent, and date of payment. It also
maintains details of Coffee sales (raw, powder and liquid coffee) unit wise in a
register.
FINANCE AND ACCOUNTS SECTION

The section is headed by Director of Finance and Accounts. The section responsible
for:
1.
2.
3.
4.
5.
6.
Release of funds to different sections

Compilation of accounts
Preparation of annual accounts for submission to ministry of commerce
Maintenance of GPF accounts for all the employees
Disbursement of pension
Taking action on points raised y internal and AGs audit
The secretariat section receives the amount from ministry of commerce under plan,
Non plan and subsidy. The amount under plan schemes is released to project wing.
The project wing in turn releases amount to different sections like Research,
Extension, Promotion, Development sections.
For Non plan schemes the secretariat section releases amount to Research, Extension,
Development, promotion and pension section. For subsidy, the secretariat section
releases subsidy to the Development section.
SECRETARIAT ACCOUNTS
This section receives amount from ministry of commerce. The section in turn
releases money to different section under plan to project wing and under Non plan to
Research, Extension, promotion sections. Besides, it also makers payment for
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expenses incurred for its own requirements. The unit maintains a cash book. The
receipts from ministry of commerce are maintained in receipts side on left hand side
cash book. The releases made to other sections and also the expenditure incurred for
its use is maintain in the payment side on the right hand side of the cash book. It also
prepares Trail balance every month. This section also prepares the annual statement
for the Coffee Board in prescribed formats.
CHAPTER-4
ANALYSIS AND INTERPERTATION
TABLE: 1
Table title: Have you attended any training program?
Opinion
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No of Respondents
Page 44
Yes
50
No
ANALYSIS:
In the above table it is clear that all 100% employees have attended the training
program.
GRAPH: 1
Graph title: Total Number of employees who have attended the training program in
the organisation.
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Number of employees have attended training program
50
Yes
No
INTERPRETATION
The above graph shows that all the employees have attended the training programme
conducted by the company.
Table: 2
Table title: If YES how many training programs you have attendant?
Opinion
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No. Of Respondents
Page 46
Only one
2 to 5
10
6 to 10
15
More than 10
19
ANALYSIS:
In the above table it is clear that only one person of respondents have attended the
training program conducted, 10% of respondents have attended 2 to 5 training
program, 15% of respondents have attended 6 to 5 training program and about 19%
of respondents have attended more than 10 times training program conducted by the
organisation.
GRAPH: 2
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Number of program have the employees attended
19
15
10
Only one
2 to 5
6 to 10
More than 10
Gra
ph title: Number of program has the employees attended
INTERPRETATION
The above graph shows the percentage of respondents who attended the training only
once, who attended 2 to 5 times, attended 6 to 5 times and who have attended more
than 10 times.
.
Table: 3
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Table title: Table showing if there is any desired change in the employee
skills/behaviour pattern of the training program.
Opinion
No. Of Respondents
Yes
45
No
ANALYSIS:
In the above table 90% of respondents have a desired change in the employee
skills/behaviour pattern after the training program; rest 10% of respondents doesnt
have any change.
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Graph: 3
Graph: showing the training program has me a desired change in my present
skills/behaviour
The training program has provided me a desired change in my present skills/ behaviour pattern
45
yes
no
INTERPRETATION
The above graph shows the percentages of respondents have a desired change in the
employee skills/behaviour pattern after the training programme and the respondent
doesnt have any change.
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Table: 4
Table title: Table showing how frequently the training programme is conducted in the
organisation
Opinion
No. Of Respondents
quarterly
monthly
Half yearly
yearly
35
ANALYSIS:
In the above table 12% of respondents have attended training program conducted
quarterly, 8% of respondents have attended the training program conducted monthly,
10% of respondents have attended training program conducted half yearly, 70% of
respondents have attendant training program yearly.
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GRAPH:4
Graph title: Frequency of the training program conducted in the organisation.
Frequency of the training program conducted in the organisation

4
1
2
INTERPRETATION
The above graph shows the number of respondents who have attended the training
program conducted quarterly, monthly, half yearly and on yearly basis. It is
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understood that majority of people attended the training programme conducted on

yearly basis.
Table: 5
Table title: Table showing whether training is important for employee?
Opinion
No. Of RESPONDENTS
Yes
50
No
ANALYSIS:
In the above table it is clear that 100% of respondents feel that training must is
important to employees.
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GRAPH:5
Graph title: Chart showing whether training is important to employees.
Whether training is important to employees
50
Yes
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No
Page 54
INTERPRETATION
The above graph represents the number of respondents who feel that training is
essential for
employees
Table:6
Table title: The type of training undergone by the organisation.
Opinion
No. OF Respondents
On the job
30
Off the job
Both
14
ANALYSIS:
In the above table it is clear that 60% of respondents have attended on the job
training, 12% of respondents have attended off the job training, 28% of respondents
have attended both the method of training provided by the organisation.
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GRAPH :6
Graph title: Chart showing the type of training undergone by the organisation.
Chart Title
30
14
6
On the job
Off the job
Both
INTERPRETATION
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The above graph shows the number of respondents who have attended ON THE JOB
training, the number of respondents who have attended OFF THE JOB training and
the number of respondents who attended both the type of training provided by the
organisation.
Table: 7
Table title: Specified on the job training method used to the trainee the employee.
Opinion
No. Of Respondents
Job training instruction
16
training
Vestibule training
Learning by seeing
Training by experienced
20
Officers
Others
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8
Page 57
ANALYSIS:
In the above table it is clear that 32% of employees have attended job instruction
training, 8% of employees have attended vestibule training, 4% of employees have
attended training by seeing, and 40% of employees have attended training by
experienced officers and others 16% 0f employees have attended by other methods of
training.
GRAPH: 7
Graph title: Specified the job training method used for training the employee.
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On the job training methods

16%
32%
Job training instruction

training
vestibule training
Learning by seeing
Training by experienced
Officers
Others
40%
8%
4%
INTERPRETATION
The above graph shows the number of employees who have attended job instruction
training, vestibule training, number of employees who attended by seeing, who have
attended training by experienced officers and others who attended by other training
methods.
Table:8
Table title: SPECIFIED OF the job training method used to trainee the employee.
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Opinion
No. OF respondents
LECTURES
10
CONFERENCE
Method
SEMINARS
Role play
Group TRAINING
25
ANALYSIS:
In the above table it is clear that 20% of respondents feel that lectures, 14% OF
respondents of conference, 16% of respondents of seminars, 50% of respondents of
group training feel that.
GRAPH: 8
Graph title: off the job training methods
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Off the job training method
18%
Conference Method
Seminars
20%
63%
Role playing
Group Training
INTERPRETATION
The graph shows the number of respondents who feel that lectures, conference,
seminars and group training are the most efficient training tools.
Table: 9
Table title: Table showing when the last training program held.
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Opinion
No. Of Respondents
1 to 2 months
10
7 to 12 months before
13
to
18
months
24
months
26
before
19
to
before
ANALYSIS:
In the above table 20% of respondents training program conducted before 1`to 2
months ago, 12% of respondents have attended training program before 7 to 12
months, 12% have attended training program conducted before 13 to 18 months, 52%
of respondents have attended training program before 19 to 24 months back.
GRAPH:9
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Graph title: THE DURATION OF LAST TRAINING Conducted. [in months]
Chart Title
10
1 to 2 months
7 to 12 mon ths before
13 to 18 months before
INTERPRETATION
The above graph shows the number of respondents and the duration of training
program conducted before 7 to 12 months, conducted before 13 to 18 months and
training program before 19 to 24 months.
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Table: 10
Table title: The duration of the last training program conducted. [In days]
Opinion
No. Of Respondents
1 day
10
2 to 1o days
11 to 2o days
15
More than a month
20
ANALYSIS:
In the above table it is clear that 20% of respondents have attended training program
conducted for 1 day, 10% 0f respondents have attended program conducted for 2 to
10 days, 30% of respondents have attended training program 11 to 20 days, 40% of
respondents have attended training program more than a month.,
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GRAPH:10
Graph title: The duration of last training program conducted. [in days]
The duration of the last training program conducted in days
20
15
10
5
1 day
2 to 1o days
11 to 2o days
More than a month
INTERPRETATION
The above graph shows number of respondents who have attended training
programme conducted for 1 day, program conducted for 2 to 10 days training
programme conducted for 11 to 20 days and training program conducted for more
than a month.,
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Table: 11
Table title: Has the training program been interactive
Opinion
No. of respondents
Yes
30
No
10
To certain extent
10
ANALYSIS:
In the above table it is clear that almost 30% of respondents feel that was interactive,
10% of respondents feel that it was not interactive, rest 10% feel that it up to certain
extent..,
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GRAPH: 11
Graph title: Has the training program been interactive
The training program been interactive

30
10
INTERPRETATION
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10
The above graph shows the number of respondents who felt the training was
interactive and the number of respondents who felt that it was not interactive and
who felt it was good up to certain extent..,
Table:12
Table title: Has the training and development program conducted helped the
employee to increase the level of productivity.
opinion
No of respondent
To great extent
35
To some extent
15
To little extent
Not at all
ANALYSIS:
In the above table it is clear that 65% of the respondents gives the opinion that the
training and DEVELOPMENT HAS INCREASDA the level production to a great
extent and 35% of the respondents gives the opinion that The training and
development has increased the ;level of production to some extent conducted by the
organisation.
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GRAPH:12
Graph title: Has the training and development program conducted helped the
employee to increase the level of productivity.
level of productive
35
15
To geart extent
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To some extent
Page 69
0
To little extent
0
Not at all
INTERPRETATION
The above graph shows the number of respondents who gives the opinion that the
training and development has increased the level production to a great extent and the
number of the respondents gives the opinion that the training and development has
increased the level of production to some extent conducted by the organisation.
TABLE:13
Table title: does the training and development programme you have under gone
helped you in improving your skill?
Opinion
No. Of Respondents
To great extent
30
To some extent
15
To little extent
Not at all
ANALYSIS:
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In the above table it is clear that 65% of the respondents gives the opinion that the
training AND DEVELOPMENT HAS INCREASDED THE to improve skills to a
great extent and 35% of the respondents gives the opinion that THE TRAINING and
development has increased the improve skills to some extent conducted by the
organisation.
GRAPH: 13
Graph:14 Does the training and development program you have undergone helped
you in improving
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The effect on training

30
15
To geart extent
To some extent
0
To little extent
Not at all
INTERPRETATION
The above graph shows the number of respondents who gave the opinion that the
Training and development has improved the skills to a great extent and who gave the
opinion that THE TRAINING and development has increased the skills to some
extent conducted by the organisation.
Table:14
Table title: Is the employee satisfied with training provided and the nature of the job
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Opinion
No. of Respondents
To great extent
25
To some extent
22
To little extent
Not all
ANALYSIS:
In the above table it is clear that 50% of the respondents are satisfied to a greater
extent with the training providing, 42% OF RESPONDENTS ARE satisfied to some
extent with the training provided and 6% of respondents are not all satisfied with
training provided by the organisation.
GRAPH: 14
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Graph title: Is the employee satisfied with training provided and the nature of the
job..
Is the employee satisfied with training provided and the nature of the job
25
22
To great extent
To some extent
0
To little extent
Not all
INTERPRETATION
The above graph shows the number of the respondents who are satisfied to a greater
extent with the training providing and are satisfied to some extent with the training
provided and are not all satisfied with training provided by the organisation.
Table: 15
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Table title: EMPLOYEESS THOUGHTS ABOUT THE ADMINISTRATIVE

ARRANGEMENT For training.
Opinion
No. Of Respondents
Good
40
Average
Satisfactory
Poor
ANALYSIS:
in the above table it is clear that 80% of respondents have a good opinion about the
administrative arrangement for training, about 10% of respondent snare satisfied in
average level, and about 5% of respondents feel that the administrative arrangement
for training is very poor..,
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GRAPH:15
Graph title: Employees thoughts about the administrative arrangement for training.
Employee's thoughts about the administrative arrangement for trainig

40
5
0
Good
Average
Satisfacory
Poor
INTERPRETATION
The above graph shows the number of respondents who have a good opinion about
the administrative arrangement for training, who are satisfied in average level, and
who felt that the administrative arrangement for training is very poor..,
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Table:16
Table title: Employee feeling about training program
Opinion
No. Of Respondents
Informative
30
Skilful
20
Potential
Waste of time
ANALYSIS:
In the above table 60% of respondents feel that training programme is informative,
40% of respondents feel that the training programme was skilful
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GRAPH:16
Graph showing employee feeling about training programme
Graph title: empl
Employees feeling about training programme

30
20
Informative
Skillfull
0
Potential
0
Waste of time
IN
TERPRETATION
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The above graph shows the number of respondents who feel that training programme
is informative, number of respondents who feel that the training programme was
skilful.
Table :17
Table titles the information provided during the training sufficient for learning and
references
Opinion
No of respondents
To great extent
33
To some extant
10
To little extant
07
Not at all
ANALYSIS:
in the above table is clear that 66% of the respondents feel that information provided
during the training is sufficient for learning and references to a great extent, 20% of
respondent feel that information provided during the training is sufficient to some
extent. the remaining 5% feel that the information provided during the training is
sufficient for learning and references to a very little extent .
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GRAPH: 17
Graph title the information provided during the training programme is sufficient for
learning and references
The information durind the training programme is sufficient for learning and reference
33
10
7
To great extent
To some extant
To little extant
0
Not at all
INTERPRETATION
The above graph shows the number of the respondents who feel that information
provided during the training is sufficient for learning and references to a great extent,
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few of respondents feel that information provided during the training is sufficient to
some extent. the remaining 5% feel that the information provided during the training
is sufficient for learning and references to a very little extent
Table :18
Table title: does the training programme motivate you to perform better
Opinion
No of respondent
Yes
50
No
ANALYSIS:
All the number of respondent agree that the training programme motivate them to
perform better
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GRAPH:18
Graph title: do the training programme motivates the employees to perform better
Do the training programme motivates the employees to perform better
50
INTERPRETATION
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The graph shows that all the numbers of respondent agree that the training
programme motivate them to perform better.
Table:19
Table title: do the present training programme need to be improved
Opinion
No of respondent
Yes
50
No
ANALYSIS:
The entire respondent feels that the present training programme needs to be improved
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GRAPH:19
Graph title: Do the present training programme need to be improved
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Do the present training programme needs to be improved
50
yes
no
INTERPRETATION
The graph shows the number of respondent who feel that the present training
programme needs to be improved.
CHAPTER-5
SUMMARY OF FINDINGS
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1. Most of the employees in the organisation have been training in the organisation.
2. The analysis states that majority of the employees have attended more than 2 to 5
3.
4.
5.
6.
7.
8.
training sessions.
All the employees feel that they require a desired change in skill and development.
Employees in the organisation are comfortable in attending yearly training program.
The analysis states that all the new employees should be trained in the organisation.
Majority of the people in the organisation have undergone both on-the-job training.
Majority of the respondents have attended training through experienced faculties.
Majority of the respondent have attended group training sessions conducted in the
organisation.
9. Respondent state that the last training session was conducted before 19-24 months in
the organisation.
10.Most of the employees state that the last training program was conducted for the
duration of 2-10 days.
11.Most of the employee state that they had an interactive training program.
12.Respondents state that the feedback collected by them in the organisation was within
a day.
13.Employees feel that training and development program has helped them in the
productivity for a some extent.
14.Respondents agree that the training program conducted has helped them to improve
the skill to a some extent.
15.Majority of the employee are satisfied with training and nature of the job.
16.Employees have a good opinion about the administrative arrangement of the training
program.
17.Respondents are information through the training program conducted in the
organisation.
Majority of the employees are satisfied with the training program for learning and
references.
Large numbers of employees feel that the training program conducted in the
organisation is motivate and helps them to perform better.
INDIAN ACADEMY
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18.Majority of the employees feel that they would require a change in the training
program conducted by the organisation.
CHAPTER-6
SUGGESTIONS
1. Management must ensure that all the employees should attend training sessions.
2. Changes should be made as per the requirements of the employees skill or behaviour
pattern.
3. Frequent training program should be conducted in the organisation.
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4. Training program for the new employees should be satisfactory and can be
maintained.
5. The Organisation should ensure that the employees under go off the job training.
6. The Organisation should concentrate on all the methods of training equally.
7. The Organisation should see to it that there does not exist any long gap between each
training program conducted.
8. Interactive training program are highly motivating to the employees.
9. Management should see to that all the employees are benefited by the training
program so as to improve their level of productivity.
10.Employees are highly satisfied with the administrative arrangement of the program
so the same can be maintained.
11.Management should see to that all the employees in the organisation are satisfied to a
great extent with learning and reference.
12.The Organisation has been successful in motivating its employees and hence can be
effectively maintained.
13.There should be some changes in the training program conducted in the organisation.
CONCLUSION
The training and development at any company involves a lot of time, money and
effort. It the company does train the personnel then there are chances that company
may not be in a position to have suitable candidates in the company for work.
The company should give more attention to the young generation in the organisation,
because they will lead the company in the future year. The company should request
the outgoing officials to depart their experience to the company.
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It is evident from the survey and the research that there is much more room for
improving the current performance appraisal system. Most of the employees are
satisfied with the present appraisal system. So the company at this point of time
should be concentrating more on improving the appraisal system so that they keep
their employees motivated and performance appraisal system help in evaluating the
performance of an employee.
As the time span of quarterly appraisal is appropriate for carrying out the appraisals it
help motivate employees to perform better, increase efficiency and also retain them
for long period. Ultimately the company can be the market leader and face the
competitor efficiently and can emerge as a strong organisation.
The finding from the survey and the recommendations helps to maintain the
employee relations.
Questionnaire
I am Supriya .S BBM student Of Indian Academy Degree College ,
Bangalore. As an academic profile i have to submit a report to Bangalore
University. I will be grateful if you could answer my question honestly.
This information so provided will be kept confidential and gathered for
research purpose only.
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1. PERSONAL DATA
NAME:AGE :SEX
:-
QUALIFICATION:NUMBER OF YEAR OF SERVICE:
less than 5 years

5 years to 9 years
10 years to 19 years
20 years and above
(
(
(
(
)
)
)
)
PRESENT DESIGNATION:-
1. Have you attended any training program?

a. YES ( )
b. NO ( )
2. If YES, how many training programs you attendant ?
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a. only one
( )
b. 2 to 5
( )
c. 6 to 10
( )
d. more than 10
( )
3. If NO why?
a. never got a chance to attend
( )
b. you were not updated in the matter in

Which training was conducted
( )
c. your employer never gave you a chance
( )
d .you never found time for one
( )
4. The training program has provided me a desired change in my

Present skills/ behaviour pattern.
a. YES
( )
b. NO
( )
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5. How frequently is the training program conducted in the organization
a. quarterly
( )
b. monthly
( )
c. half yearly
( )
d. yearly
( )
6. Is training important for employee?

a. Yes
( )
b. No
( )
7. What type of training program have you undergone on the organization?

a. On the job
( )
b. off the job
( )
c. both
( )
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8. If on the job training, specify which method is effective?

a. job instruction training
( )
b. vestibule training
( )
c. learning by seeing
( )
d. training by experienced officer ( )

e. other
( )
9. If off the job training specifies which method is effective?

a. lectures
( )
b. conference method
( )
c. seminars
( )
d. role play
( )
e. group training
( )
10. When was the last training program held?

a. 1 to 2 months
INDIAN ACADEMY
( )
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b. 7 to 12 months before
( )
c. 13 to 18 months before
( )
d. 19 to 24 months before
( )
11. What was the duration of the last training program?

a. 1 day
( )
b. 2 to 10 days
( )
c. 11 to 20 days
( )
d. more than one month
( )
12. Was the training program interactive?

a. Yes
( )
b. No
( )
c. To certain extent
( )
13. According to you, what extent does training and development Program
Increase the level of productivity.
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a. To great extent
( )
b. To some extent
( )
c. To little extent
( )
d. Not at all
( )
14. does the training and development program you have undergone helped
you in improving your skill?
a. To great extent ( )
b. To some extent ( )
c. To little extent
( )
d. Not at all
( )
15. Do you agree that the training program you are assigned is suitable for the
nature of your job.
a. To great extent
( )
b. To some extent
( )
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c. To little extent
d. Not at all
( )
( )
16. How do you find the administrative arrangement for the training?
a. Good
( )
b. Average
( )
c. satisfactory ( )
d. Poor
( )
17. How do you feel about your training program?

a. Informative
( )
b. skilful
( )
c. potential
( )
d. waste of time
( )
18. Is the information provided during the training sufficient for learning and
references?
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a. To great extent
( )
b. To some extent
( )
c. To little extent
( )
d. Not at all
( )
19. Does the training program motivate you to perform better ?

a. Yes
( )
b. No
( )
20. Do you feel the present training program needs to be improved?

a. Yes ( )
b. NO ( )
BIBLIOGRAPHY
INDIAN ACADEMY
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Books:
a. Human Resources Actuation and Development by Uma Vijaya Kumar.
b.Human Resources Management by P.Subba rao
c. Human Resources Management by Rosy Joshi and Shashi K.Gupta.
Websites
1. http://www.Google.com
2. http://www.wikipedia.com
3. http://www.indiacoffee.org
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