A STUDY ON TRAINING AND DEVELOPMENT IN THREE AXIS PLATE PRO

INDUSTRY PVT LTD AT KARUR

CHAPTER-I

INTRODUCTION

1. INTRODUCTION ABOUT THE STUDY ON TRAINING AND DEVELOPMENT

Definition

Training is the continuous, systematic development among all levels of employees of

that knowledge and those skills and attitudes which contribute to their welfare and that of the
company.

-M. C Lord and Efferson

Training may be defined as a process of developing an understanding of some organized

body of facts, rules and methods. This information concerns largely the operative phases of an
applied knowledge.

-R. C Davis
INTRODUCTION

Training of personnel consists in providing them with the necessary facilities and
opportunities to acquire knowledge develop skills and cultivate attitudes and behavior for the
efficient and effective discharge of their duties and responsibilities. Administrative skills can be
grouped into technical skills, human skills and conceptual skills. Training should enable people
to perform their present duties effectively and at the same time prepare them to shoulder higher
responsibilities in the future. The ultimate objective of training for personnel is the improvement
in the effectiveness of achievement of organizational objectives.

Each and every position in an organization calls for a certain amount of expertise in terms
of knowledge, skills and attitudes. The person occupying the position may not have all the
elements. Of expertise required for effectively performing new technology or procedure or law.
The need for training arises in account of the requirement of filling the gap between the skills
and competences required for the performance of a job and the expertise actually possessed by
the job holder. This gap can be filled either by institutional training or on-the-job training.

The common method is to mount a course on the basis of the experimental wisdom.
Hence, a training course conducted kin a training institution is generally looked upon as some
kind of an isolated event. This is one of the reasons why it has not been possible to derive the
maximum benefit from a training course. Institutional training is regarded as a break from the
monotony of the job. No wonder sabbatical was one of the objectives of some of the courses.

It is time that training is looked upon as a system. A system may be defined as a group of
inter-related and inter-development parts or processes operating in a sequence, according to a
predetermined plan in order to achieve a goal or series of goals.
 For understanding a system or for setting up a system, one should start by determining
the objectives of the system i.e. what the system seeks to accomplish.

The inputs are to be identified and the outputs specified. In the light of the relationship
between the inputs and outputs the different processes can be worked out. Suitable feedback
must be obtained at the various stages, to ensure appropriate corrective steps at the necessary
stages.

A training course is the training effort of organization. It may be said that the trainees
from the basic input, together with the other resource such as the physical facilities, reading
material, resource persons, etc. The design and conduct of the course constitute the processes and
the trained employee the output. The evaluation of the training course, generally done at the end
of the course, is the feedback of the basis of which improvements are made in the subsequent
courses organized by the institution. But this is a simplistic and crude way of viewing the
training effort though it illustrates the systems concept of an institutional training effort with the
untrained employee, the training course, the trained employee and the evaluation of the training
course representing the input, the process, the output and feedback control.

A significant and meaningful approach for a proper understanding of the training effort as
systems concept consist not in regarding the conduct of the training programmers as the sole
process involved, but in viewing the training programmers as a link in the chain of professional
development of an employee. If this view is accepted a systems concept of training would
include the environment and organization in which the employee works. It will also include the
identification of his training needs, and the other salient aspects such as the determination of
training objectives, designing, and the training programmers its implementation and evaluation.
The evaluation should not only cover the training imparted but the improvement in
organizational effectiveness and achievement of organizational goals resulting from the
contribution of the trained employee. Thus, the training effort becomes a total system of which
the sub-systems are the different aspects outlined above.
TRAINING
Training is concerned with imparting developing specific skills for a particular purpose.
Training is the act of increasing the skills of an employees for doing a particular job. Training is
the process of learning a sequence of programmed behavior.
 In earlier practice, training program focused more on preparation for improved
performance in particular job. Most of the trainees used to be from operative levels like
mechanics, machines operators and other kinds of skilled workers. When the problems of
supervision increased, the step were taken to train supervisors for better supervision.

DEVELOPMENT

Management development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to perform his
assignment better and in going so all likely to increase his potential for future assignments.

Thus, management development is a combination of various training programme, though

some kind of training is necessary, it is the overall development of the competency of managerial
personal in the light of the present requirement as well as the future requirement.

Development an activity designed to improve the performance of existing managers and

to provide for a planned growth of managers to meet future organizational requirements is
management development.

Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot program but continues
though out the career of a manager.

2. Management development is any kind of learning, is based on the assumption that there,
always existing a gape between an individuals performance and his potential for the
performance.

3. Management development seldom takes place in completely peaceful and relaxed atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.

TRAINING AND DEVELOPMENT DEFINED

 It is concerned with the structure and delivery of acquisition of knowledge to improves
the efficiency and effectiveness of organization.

It is concerned with improving the existing skills and exploring the potential skills of the
individual i.e. upgrading the employees skills and extending their knowledge. Therefore,
training is a key to optimizing utilization human intellectual technological and entrepreneurial
skills.

Training and Development referred to as:

Acquisition and sharpening of employees capabilities that is required to perform various

obligations, tasks and functions.

Developing the employees capabilities so that they may be able to discover their potential
and exploit them to full their own and organizational development purpose
Developing an organizational culture where superior subordinate relationship, team work,
and collaboration among different sub units are strong and contribute to organizational
wealth, dynamism and pride to the employees.

DEVELOPMENT DEFINED

It helps the individual handle future responsibilities, with less emphasis on present job
duties.

INTRODUCTION OF TRAINING

TRAINING-DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.

Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it
 Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation
looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.

ROLE OF TRAINING

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in

optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioural skills in an organization. It also helps the employees in attaining personal
growth.
Development of skills of employees Training and Development helps in increasing the
job knowledge and skills of employees at each level. It helps to expand the horizons of.
Productivity Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the sense of team work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within
the employees.
Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture
within the organization.
 Organization Climate Training and Development helps building the positive perception
and feeling about the organization. The employees get these feelings from leaders,
subordinates, and peers.
Quality Training and Development helps in improving upon the quality of work and
work-life.
Healthy work environment Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual
goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health and safety
of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization gets
more effective decision making and problem solving. It helps in understanding and
carrying out organizational policies
Training and Development helps in developing leadership skills, motivation, loyalty,
better attitudes, and other aspects that successful workers and managers usually display.

IMPORTANCE OF TRAINING OBJECTIVES

Training objectives are one of the most important parts of training program. While some people
think of training objective as a waste of valuable time. The counterargument here is that
resources are always limited and the training objectives actually lead the design of training. It
provides the clear guidelines and develops the training program in less time because objectives
focus specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end of the training
program. Training objectives are of great significance from a number of stakeholder
perspectives,

1. Trainer
2. Trainee

3. Designer

4. Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer comes in a
position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place which is
unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the
participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training
successful. The objectives create an image of the training program in trainees mind that actually
helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those
goals is much higher than the situation in which no goal is set. Therefore, training objectives
helps in increasing the probability that the participants will be successful in training.

Designer The training objective is beneficial to the training designer because if the designer
is aware what is to be achieved in the end then hell buy the training package according to that
only. The training designer would then look for the training methods, training equipments, and
training content accordingly to achieve those objectives. Furthermore, planning always helps in
dealing effectively in an unexpected situation. Consider an example; the objective of one training
program is to deal effectively with customers to increase the sales. Since the objective is known,
the designer will design a training program that will include ways to improve the interpersonal
skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is
a defect in a product or when a customer is angry. Therefore, without any guidance, the training
may not be designed appropriately.
 Evaluator It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training objective is an
important to tool to judge the performance of participants.

Training As Consultancy

Training consultancy provides industry professional to work with an organization in

achieving its training and development objectives.

Estimation of Training Outsourcing

It has been estimated that 58% of the emerging market in training outsourcing is in
customer education, while only 42 percent of the market is in employee education.

THE TRAINING CONSULTANCIES OFFER VARIOUS BENEFITS SUCH AS:

Training Courses that Consultancies Offer

The various courses that consultancies offer are:

Business Training Courses

Management Development
Conflict Management
Managing Diversity
Project Management
Stress Management
Time Management
Senior Management Workshops
Sales
Negotiation Skills
Sales Technique
Customer Care
Customer Care Training
Managing Customers
 Human Resource
HR Administration
Induction Training
Recruitment & Selection
Successful Appraising

Personal Development Courses

Workshops on:
Assertive Skills
Building Confidence
Coping with Change
Interview Techniques
Maximize Potential
One to One Coaching
Focused entirely on personal objectives
Move forward at individual pace
Material used in tailor made to specific development Need
A strict code of confidentiality

IMPORTANCE OF TRAINING CONSULTANCIES

It helps in enhancing companys image

It helps in strengthening the team spirit
It helps in applying knowledge, developing core competencies, and reducing work
load
It helps in improving the work relations
It helps in developing focused and inspired staff
It leads to greater chances of success
OBJECTIVE OF THE STUDY:
The specific objectives of the study are:
To examine the effectiveness of training in overall development of skills of workforce.
To examine the impact of training on workers.
To study the changes in behavioral pattern due to training.
To find out new methods of training and development in THREE AXIS PLATE PRO
INDUSTRY PVT LIMITED AT KARUR

I have tried to take a view on the topic in a practical manner, so that the feedback can be
provided to the organization.
Research design: Exploratory as well as descriptive
Sampling design: Stratified random sampling design
Research method: Survey method
Research tool: Questionnaire and informal personal interview
Sources of data collection: Primary data and secondary data
Sample size: 110
Research area: in THREE AXIS PLATE PRO INDUSTRY PVT LIMITED AT KARUR

SCOPE OF THE STUDY

In this project I have tried to present details about the training and development programs
being presently followed THREE AXIS PLATE PRO INDUSTRY PVT LIMITED AT
KARUR and the feedback, I collected from different employees during my interaction with
them.
The scope of training and development can be explained with the help of following points -
Exact position of performance of employees through their feedback
Development of the employees through various training and development
programs.
Developing altered of unbiased treatment to all employees
LIMITATION:
During my training period although the management and plant personnel were very co-
operative & extended their full support, yet there were following limitations associates with my
study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the precious words
of the HRD Manager.

CHAPTER-II

REVIEW OF LITERATURE

1) Though public sector undertakings are the biggest employers in the country, very few
studies dealing with either employee welfare or social security measures have been carried out.
In fact, in-depth studies on the provision of employee welfare and social security measures in
public sector undertakings especially in coal mining organizations are negligible. However, some
useful literature is available in textbooks and published theses. Further, a good number of articles
published in various academic magazines and journals are also available. In this regard, the
available literature has been outlined hereunder.

2) The plight of the coal miners was brought to light by the reports of several surveys,
committees and commissions. The first report on coal miners was made by Luby1 in 1917 who
investigated into the housing conditions of colliery labour in Bihar and Orissa. In his report,
Luby stated that the housing conditions of colliery labour in Bihar and Orissa were so poor and
needs immediate improvement. Later, the report submitted by the Royal Commission on
Labour2 represented the first systematic and comprehensive attempt in this field. But in view of
its wide coverage, it could not deal with the problems of coal miners properly. Hughes3
investigated into the level of wages and the changes in the cost of living of labourers in the Jharia
coal field in the wake of second world war. ILO4 in its publication, Approaches to Social
Security stated that social security relates to those services which provide the citizen with
benefits designed to prevent or cure disease to support him, when unable to earn and to restore
him 36 to gainful activity.

3) The Labour Investigation Committee5 while appointing 38 different Industrial sub-

committees entrusted the work on coal sector to Deshpande who made an exhaustive
investigation into the work life of coal miners and brought out their miserable conditions in
1945.

4) Mahindra Committee6 dealt with the problems of coal industry rather than those of the
problems of coal miners. But the report of the Coal Mines Labour Enquiry Committee7
concentrated its efforts only on the collieries of the Hyderabad state. Anyhow, the Labour
Bureau conducted a sample survey during 1962-63 to study the living conditions of labour
employed in the coal industry. The findings were published in two separate reports out of which
one dealt with the public sector coal mines and the other covered all the Indian coal mines.
Fortunately, the National Commission on Labour9 appointed separate study groups for knowing
the problems of coal workers in different coal mines. The study groups on coal made certain
important suggestions to improve the conditions in collieries. The Committee on Labour
Welfare10 made various recommendations to the Government about the need for the provision
of a minimum standard of welfare to coal miners.

4) Joshi (1927) in his book, Trade Union Movement in India felt that welfare work covers all
the efforts which employers make for the benefits of their employees over and above the
minimum standard of working conditions fixed by 37 the Factories Act and over and above the
provisions of the social legislations providing against accident, old age, unemployment, sickness
etc.

5) Seth (1940) in his book Labour in Indian Coal Industry discussed the agonies of Indian Coal
miners under colonial rule.
6) Radha Kamal Mukerjee (1945) in the book, The Indian Working Class dealt with the
problems of low earnings and the sad state of housing then prevalent in the Indian Collieries.

7) Srivastava (1970) in his book, A Socio-Economic Survey of the Workers in the Coal Mines
of India (with special reference to Bihar) studied the socio-economic conditions of coal workers
in Bihar. The study found that the socio-economic conditions of miners in Bihar are so poor due
to high indebtedness, low wages and poor welfare facilities.

8) Hasan (1972) in his book, The Social Security System of India felt that social security
schemes have characteristics such as provision of cash and medical relief and also the active
involvement of the State in the provision of social security. He further stated that social security
benefits are provided to employees as of right.

9) Kudchelkar (1979) in his book, Aspects of Personnel Management and Industrial Relations
felt that the need for labour welfare arises from the very nature of the industrial system. He felt
that employers need to provide welfare 38 facilities to employees as the latter are exposed to
various risks and at the same time they have to work in an entirely strange atmosphere.

10) Tyagi (1982) in his book, Labour Economics and Social Welfare discussed the labour
welfare practices in India such as the provision of intramural and extra-mural welfare facilities.
He also discussed the various agencies involved in labour welfare. However, the study is totally
theoretical in nature.

11) Pramod Varma (1987) in his book, Labour Economics and Industrial Relations stated that
organisations provide three types of welfare facilities. According to him, the first type of welfare
facilities is related to the provision of subsidised canteens, crches and medical facilities while
the second type of welfare facilities is related to consumer cooperative stores, cooperative credit
societies and educational assistance. The third type of welfare facilities is provided by
community centres, welfare centres etc.

12) Ahuja (1988) in his book, Personnel Management emphasized the need for labour welfare
and social security in India. He felt that provision of welfare and social security measures makes
the employees satisfied with their jobs leading to their improved performance.
13) ArunMonappa (1990) in his book, Industrial Relations discussed labour welfare and social
security measures in detail. He also explained the various problems faced by the enforcement
machinery in the implementation of these welfare and social security measures.

14) Tripathi (1998) in his book, Personnel Management & Industrial Relations explained the
principles of labour welfare services, types of labour welfare services, different legislations and
Acts. He also discussed the social security measures in terms of medical care, sickness benefit,
unemployment benefit, maternity benefit etc., besides explaining the social security system in
India.

15) David, A Decenzo (2001) and Stephen P. Robbins in their book, Personnel / Human
Resource Management explained the various benefits and services provided by the companies to
their employees. According to them, the legally required benefits and services include social
security premiums, unemployment compensation, workers compensation and state disability
programs. They felt that the cost of the voluntary benefits offered appears to be increasing.

16) Michael (2001) in his book, Human Resource Management and Human Relations said that
the provision of intra-mural and extra-mural welfare facilities help in improving the quality of
work life of employees thereby good human relations will develop among different cadres of
employees.

17) Kannan (2001) stated that the ever increasing demand for welfare funds for each and every
sub-sector of the informal sector may be viewed as a desperate reaction of the workers for a
measure of social security in an unprotected labour market.

18) Pylee and Simon Georg in their book, Industrial Relations and Personnel Management
stated that companies should provide retirement benefits such as provident fund, gratuity and
pension to employees. They felt that the provision of these benefits assists employees to be free
from fear of want and fear of starvation besides instilling in them a feeling of security.

19) Punekar, Deodhar and Sankaran (2004) in their book, Labour Welfare, Trade Unionism and
Industrial Relations stated that labour welfare is anything done for the comfort and
improvement, intellectual and social-well being of the employees over and above the wages paid
which is not a necessity of the industry.
20) Shashi, K. Gupta and Rosy Joshi (2005) in their book, Human Resource Management
discussed labour welfare in detail. The book covers all the aspects of labour welfare such as
types of labour welfare, statutory provisions concerning welfare, approaches to welfare and also
the significance of labour welfare.

21) Mamoria et al.,(2005) in their book Dynamics of Industrial Relations discussed the welfare
facilities provided by various organisations such as cotton mills in Mumbai, Jute mills, steel
plants, mines, plantations, railways, postal & telegraphs, ports and dockyards. They also
discussed the employee welfare measures undertaken by the Government from the First Five
Year Plan to Eighth Five Year Plan period.

22) Singh (2005) in his book, Industrial Relations: Emerging Paradigms stated that social
security is an attack on five giants such as wants, disease, ignorance, squalor and idleness.
According to him, social security is not a burden but a kind of wise investment that offers good
social dividends in the long run.

23) VenkataRatnam (2006) in his book, Industrial Relations discussed the provisions made for
social security in the constitution of India, labour legislations, collective agreements and
voluntary arrangements for the organised sector. He also discussed the key issues in social
security in the context of the emerging socio-economic environment.

24) Micheal Armstrong (2006) in his book, A Hand Book of Human Resource Management
discussed the various welfare services provided to employees in detail. He stated that the
provision of welfare services in terms of individual services, group services and employment
assistance programs help in improving the identification of employees with the companies in
which they are employed.

25) Aquinas (2007) in the book, Human Resource Management explained the intra-mural and
extra-mural welfare benefits provided to employees. He stated that some welfare benefits are
provided as per legislation while some 42 other welfare benefits are provided voluntarily by
management or as a result of bi-partite settlements between the Management and Trade Unions.

26) Scott Snell and George Bohlander (2007) in their book, Human Resource Management
throw light on the various benefits especially social security benefits such as provident fund,
gratuity, pension and insurance cover provided to employees.
27) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource Management
discussed the benefits and services provided to employees in India. They also discussed the
benefits to be provided as per Central or State Law besides the discretionary benefits provided by
employers.

28) John M. Ivancevich (2010) in his book, Human Resource Management stated that an
employer has no choice about offering mandated benefits programs and can not change them in
any way without getting involved in the political process to change the existing laws. According
to him, the three mandated programs are unemployment insurance, social security and workers
compensation.

29) Aswathappa (2010) in his book, Human Resource Management discussed the various
types of benefits and services provided to employees in terms of payment for time not worked,
insurance benefits, compensation benefits, pension plans etc. He also discussed the ways to
administer the benefits and services in a better way.

30) Scott Snell and George Bohlander (2007) in their book, Human Resource Management
throw light on the various benefits especially social security benefits such as provident fund,
gratuity, pension and insurance cover provided to employees.

31) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource Management
discussed the benefits and services provided to employees in India. They also discussed the
benefits to be provided as per Central or State Law besides the discretionary benefits provided by
employers.

COMPANY PROFILE

THREE AXIS PLATES is proud to take the credit for introducing food serving bioplate
concept in some of the European Countries. The company is managed by thorough
professionals with qualifications and experience in the field. It is a 100% export oriented
unit, and its products have been exported since 2006. Founder G.R.RAJAVEL
PILLAY. Managing Director, R. Raja Perumal Samy Presently the company has an in
 house production capacity of about 50 million bio plates per annum, which is upgradeable to
70 millions.

THREE AXIS PLATES uses this natural, renewable and biodegradable raw material to
convert it into value added, environment friendly products. The company has pioneered an
unique mechanical process to manufacture this traditionally hand crafted cottage industry
product. This has now helped to mass-produce products of high standards, that maintain all
the above said features in addition to high quality, hygiene and superior finish.The
Employees Working for 300Above.

As someone who has a sincere concern for the well being of this world and its future
generations, the typical eco friendly range of products of THREE AXIS PLATES are here
for you not only to stand out different, but also to set a fine example for others and to make
your humble contribution towards a greener and cleaner earth.

Three Axis Plates products are already being exported to the following countries and the list
is growing steadily

Switzerland
Australia
USA
Japan
Germany
France

ABOUT OUT PRODUCTION:

We are proud to bring you our range of natural, sustainable plates and bowls, made from
the fallen leaves of the areca palm tree. These 100% biodegradable plates and bowls are
durable, lightweight and require minimal processing from tree to table: the fallen palm
leaf is gathered, washed in spring water, then heat-pressed into shape (this also sterilises
the leaf) no chemicals, waxes, dyes or additives are used!
 Palm Leaf Plates are a stylish and unique alternative to other disposable tableware on the
market. They are stronger and more natural than corn starch, sugar cane, Paper Plates&
bamboo plates, and they wont harm our environment.
This cottage industry provides a source of income for many families in South Asia,
making Palm Leaf Plates a responsible decision for your family, their families, and our
environment. What better way of utilizing natures gift of fallen leaves! This is truly
natures tableware.

Awards of Three Axis Plate Industry:

Eco-Mark by BIS for its Bagasse based products.

Central Pollution Control Board and National Productivity Council have selected the
company as a Model unit in the field of Waste Minimization among pulp and Paper
Platesindustries.
SPIs Effluent Treatment Plant has been selected by Central Pollution Control Board for
carrying out studies and data collection for preparation of Minimal National Standards
(MINAS) for large pulp and Paper Platesindustry group.
SPIs waste reduction schemes have been included in the World Bank Data Base on
Waste Minimization.
Awarded Indo German Green tech Award for Environment Excellence for the year2000-
01.
SPI was awarded First Prize at All India Farmers fair for the year 2004-2005for its
significant efforts towards farm forestry.
SPI was adjudged as the Efficient Unit in energy conservation by CII for the year
2004-2005

COMPANY DESCRIPTION

Paper Plates crockery House will be a unique business in TamilNadu as well as in India. It will
clearly attract most of the customers because they prefer to use designable & hygienic products
at competitive price.

VISION:
Corporate vision is a short, succinct, and inspiring statement of what the organization intends to
become and to achieve at some point in the future. Our vision is To become one of the most
well-known Paper PlatesPlates Manufactures in Bangladesh by providing quality and innovative
products at competitive price to meet the requirements of the customers

MISSION:

The Mission Statement is a crucial element in the strategic planning of a business organization.
Our mission is:

To provide the quality and innovative products at competitive price to meet the
requirements of the customers.
Contribute to the success and satisfaction of our customers and focusing on-in-time
delivery.
Co-operation, teamwork and partnerships.
Continuous learning
Honesty, fairness, integrity, and respect.

Company goals and objective:

The goals & objectives of our company will be as follows:

Our main objective will be to capture the large percentage of the market in one year of
starting the business and retain it in the long run as well.
Our goal will be to provide products of high caliber and retain market and increase
profitability and ensure success.

STRATEGIC ORIENTATION OF THREE AXIS PLATEPLANTS

Strategic Planning & Strategic Objectives.

Quality assurance system.
Continuous improvement in Productivity, Quality, Cost Reduction & Customerservice.
Technology up gradation.
 Process 1 system development in all functions such as production, Maintenance.
Marketing, Finance Management & inventory Management etc.
Adopting modern management practices (TPM, JIT) * People involvement.

ENVIRONMENT POLICY

Three Axis PlatePlants, Thirupure, Ravaged and Orissa (India) are committed to:
Comply with applicable Environmental Legislations. Prevention of pollution.
Continual improvement in Environmental Performance.
A forestation through Social and farm forestry supported by colonel technology.
Cleaner technologies and processes & Conservation of Resources.
Reducing pollutants in discharged water Reducing particulate emissions.

TPM POLICY:

In Continuous pursuit on organizational excellence by maximizing overall plant effectiveness

and achieving total customer satisfaction, the organization is committed to

Achieve zero accidents, zero defects and zero breakdowns.

Continuous reduction in cost of production.
Involve all employees in systems and process improvement through teamwork.
Create a clean and safe working environment.

PLANT LOCATION- THIRUPURE

 Thirupure is located on the slopes of the Eastern Ghat in the southern part of Tamil Nadu
bordering the state of Tamil Nadu and its geographical position 83-25 East Longitude
and 19-10 North Latitude. Its average height above the mean sea level is 758 feet.
The township has a population of about 25,000 and has a self-sufficient marketing
complex, including Employees Multi-purpose Co-operative society, a sub- post office
and Telegraph office, a branch post office, a police outpost and has two banks viz., State
Bank of India and Indian overseas Bank. The township has two schools and places of
worship of all major faiths. Singapore Road Railways Station on the Raipur, Walter
Section of south eastern Railway station and is at a distance of 2km from the plant and all
passenger and express trains halt here.

The Plant established at Thirupure is unique because :

It is the only Plant in the world producing both rayon grade pulp, wood-basedPaper
Platesand bagasse based Paper Plates Plates.
The level of control instrumentation is relatively high.
SPI is the first Plant in the world to use for bagasse pulp bleaching.
The Plant features a unique pile building system for preventing deterioration of stored
bagasse fiber. Bagasse fiber fed to the digester has a high fiber pith ratio(more than 5:1).
SPIs farm forestry scheme ensures that raw material is cultivated and replenished. SPI is
the driver for good forestry management and manages socio-forestry nurseries for
cultivation and distribution of plant saplings.
The Plant has a well equipped laboratory to monitor various water and air pollution
control measures including AOX level.

INDUSTRY PROFILE

INTRODUCTION OF THE INDUSTRY

INTRODUCTION:

Paper Plates Items such as Paper cups, saucers, Glass, Paper Plates plates is finding
extensive usage these days for serving eatables in parties, functions and social
gatherings. Paper Plates are the most commonly used disposable crokery in India. Paper
Plates consists of sheet materials and are comprised of bonded small discrete fibers which
are usually cellulosic in nature and are held together by secondary bonds most probably
the hydrogen bonds. Paper Plates is made in a wide variety of types and grades to serve
many functions. Writing and printing Paper Plates constitute approx 30% of the total
Production. The balance except for tissue and toweling is used for manufacturing Paper
Platesboards used primarily for packaging or for Paper Plates Items. Paper Platesboard
differs from Paper Platesin that it generally is thicker, heavier, and less flexible
than conventional Paper Plates Plates.
Disposable Paper Platesplates and saucers as the name suggests are made out of special
quality Paper Platesreinforced with polythene sheets to make it leak proof. These
products are conveniently used for serving eatables during family functions, eating chats
and snacks, fruits, sweets etc.
Most of the sweet shops use it for serving their customers with dry as well as wet sweets/
namkeens. The caterers utilize it during parties and social functions. These are a
convenient replacement for crockery and utensils.
These have many advantages over conventional crockery/ Plates utensils. Whereas
conventional utensils need care in handling, have to be cleaned before and after use need
lot of space for storage and are difficult to handle these products are light in weight, are
disposable after use, cheaper and can be stored easily.
These are very cheap as compared to convention utensils. The Paper Platesplates and
bowls are made by fusing two layers of good quality Paper Plates with a sheet of
polythene. The product can be in any desired shape and size depending upon the die
employed for manufacture. The quality of Paper Platesused is generally of importance as
it should be firm enough to maintain the shape and hold the weight of the eatable served
in it.
MARKET POTENTIAL:

These products have an urban as well as rural market. These products are mostly used
during social functions, religious gatherings, parties, marriages, outings, in sweet shops,
by caterers etc. The products have many advantages and are hence preferred as
compared to standard utensils/crockery for serving eatables. They can easily be disposed
off after use and hence save a lot of labor as far as cleaning/drying of utensils are
concerned. These are easily transportable and easy to handle. In our country people are
religious and organize functions throughout the year all such occasions call for social
gathering and celebrations with meals, snacks sweets being served. Further, our vast
population organizes marriages, celebrates birthdays and other family functions on a
regular basis. Sweet shops and small eateries can be found at every street corner and all
such joints use these disposable plates and bowls. Thus keeping in view the culture of
the people and the habits there is a vast market for the products not only in urban areas
but also in rural areas.

MANUFACTURING PROCESS & KNOW:

How The process of manufacturing is not very complicated. The product is manufactured
using the specific die. The Paper Platesand the polythene sheets are previously cut to size
or can also be purchased as per the production requirement. The specific die is mounted
on the press and the die is heated to the desired temperature.
The two layers of Paper Platesand the polythene sheets are placed in between the male-
female die parts and pressure is applied so that the product takes shape. The formed
product is next removed and another set is loaded. The machine is an ordinary press with
one fixed platform and another moving plunger.
The movement of the plunger is through hydraulic mechanism. The formed products are
collected and the edges are trimmed to give it a proper shape. The plates and bowls are
packed separately and stocked for dispatch. Know how is available with the machinery
suppliers. The machinery is all indigenously available. The production capacity
envisaged is 30000-40000 nos per day per machine on two shift basis for 300 days per
year.
PLANT AND MACHINERY:

The main plant and machinery required comprise

Double die press with dies. Electrically operated. - 1 no
Bag sealing machine - 1no.
Weighing scales.
The total cost of machinery is estimated to be Rs.0.50 lakhs.
The unit will also require miscellaneous assets such as furniture, fixtures, storage facilities
etc. the total cost of these is estimated to be Rs. 0.20 lakhs.
The total requirement of power shall be 3 HP. The unit will need water for general
consumption.

Raw material and Packing Material:

The basic raw materials for the unit are good quality scrap Paper Plates& polythene
sheets. For packing the unit will require polythene bags and hessian sacks. The cut to
size Paper Platesis readily available in two varieties thick and thin at Rs.35/- per kgs.
The plastic film costs about Rs. 100/- per kgs. The total cost of production works out to
Rs. 18/- per 100 nos of bowl. Land and Building For smooth operation of the unit, it will
require 225 sq. ft of built up area. The space can be taken on rental basis.

Land and Building:

For smooth operation of the unit, it will require 225 sq. ft of built up area. The space can
be taken on rental basis.
Scope and Market Potential:
Paper Platescups and plates are made from mill board, grey board, kraft Paper Plates
Plates, grease proof Paper Platesand other Paper Plates Platess, printed and given the
desired shape and are extensively use. The disposable nature of these cups and plates not
only obviates the need for washing and cleaning but also save loses due to breakages that
normally occur while using porcelain or glass wares. Paper Platescups & plates find
extensive usage for serving eatables in parties, functions, social gatherings, etc., catering
departments of railways, airlines and other establishments also amount for a major share
of the demand of cups and plates.

Manufacturing process:
Paper Platescups and plates are normally made as per the specifications of the customer.
The Paper Platesis first printed on a printing press, the printed part is then cut to size and
given shape by die cutting. The bottom part and upper part of the cup are then
assembled to a cup shape in screw press. For plates, the Paper Platesis cut to the required
size of circles. The cut circles are pressed in a screw press for obtaining desired design
and shape. For wax coated cups & plates are put in wax coating machine.

Market Potential:
Because the Paper Platescup manufacturing industry is in a boom consumer products in
India, the requirement of drinking items like Tea, Coffee, Cool Drinks for Railways,
Functions, Hotels, Festivals, Meetings, household appliances, domestic applications as
well as for replacement of plastic cups, Glass items. There is a big tremendous
requirement of day-to-day life.

Location, Land and Building:

The unit is proposed to be located at Thirumarady panchayath in Thirumarady Village.
Building is available on rent and has been assigned in establishing the unit. But it
 requires additional maintenance works The amount invested for civil work on
construction of building for office, common amenity, well etc is Rs 100000/-. The door
number assigned to the unit is 10/492A.

Machinery & equipment:

Details are shown in the annexure. The plant and machinery proposed to be installed in
the unit are Indigenous and some of them are locally fabricated. Total cost of machinery
and equipment to be purchased is evaluated as Rs 917000/-

Installed capacity of production

The unit is proposed to be operated in 300 days per annum (25 days in a month). As per
the capacity of machinery to be installed and by considering production wastage the
monthly production is worked out in the following table.

Basis & Presumptions:

1. Two shifts of 16 hours a day, 24 days a month is presumed. Efficient machines and
workers are also presumed.
2. Minimum 2 month period is considered for achieving full capacity utilization.
3. Labour rates are as per the prevailing rates.
4. An average interest rate of 14% is considered.
5. The estimates are drawn for a production capacity generally considered techno-
economically viable for model type of manufacturing activity.
6. The information supplied is based on a standard type of manufacturing activity viable for
model type of manufacturing activity.
7. Costs in respect of machinery and equipment, raw materials and the selling prices of the
finished products etc. are generally prevailing at the time of preparation of the project
profiles and may vary depending upon various factors.

Production details and process of Manufacture:

 The process of manufacturing poly coated Paper Platespurchased from market then cut in
the required sizes, fabricates outer shell then put in the bottom mould pressed and pasting
and keep it in the final Paper Platescup mould. After making the cup checked random
pieces for customer requirement and then packed by plastic cover in 100 Paper
Platescups in a set.

The process of manufacture consists of the following operations and procedures.

1. PE Coated Paper Platesroll
2. Cut to Board size
3. Single/Multi Color Printing
4. Ups forming (die cutting)
5. Bottom reel
6. Paper Platescup wall forming
7. Cup Bottom Shaping
8. Paper PlatesCup Knurling and Curling
9. Inspection and Finishing
10. Testing Random Sample
11. Packing and Delivery

Raw material Requirement:

All the raw materials required by the unit are available throughout the year. The raw
material can also be procured from the nearby districts and from other states. The stock
and procurement period proposed in this scheme is for a period of 12 days. The details of
requirement for 70% capacity utilisation in the unit are tabulated as below.

Users Of Paper PlatesPlates

This Paper Plate scup manufacturing project profile views the use of drinking Tea
and Cool Drinks. The Paper Plate scup finds extensive use in Railways, Functions,
Festivals, Hotels, Meetings, household appliances, and domestic applications. Our
product ranges from 50 ml to 250 ml, this cup manufacturing unit will be set-up as
a small-scale unit.

Now our people and government have the awareness to control the pollution and
all are engaged to use the eco-friendly products. Each plastic cup can take 50-80
years to decompose and that are ruining the nature as well human lifetime.

CHAPTER III

RESEARCH METHODOLOGY

METHODOLOGY

Methodology can be defined as-

The analysis of the principles of methods, rules, and postulates employed by a

discipline.

The systematic study of methods that are, can be or have been applied within a
discipline.

A particular procedure or set of procedures.

Methodology includes a collection of theories, concepts or ideas as they relate to a

particular discipline or field of inquiry:

Methodology refers to more than a simple set of methods;

Primary data was collected through

 Questionnaires
Personal observations

Secondary data was collected through

Newspapers
Magazines
Internet

SAMPLE SIZE

Sample size is decided under three decisions:1- Sample Size unit THREE AXIS
PALTE PRO INDUSTRY PVT LIMITED AT KARUR

No. - 750 Staff members.

PERIOD OF THE STUDY

The period of the study consists of 30 days in a reputed industrial organization,

which is the manufacture of Automotive Parts situated at THREE AXIS
PALTE PRO INDUSTRY PVT LIMITED AT KARUR

DATA COLLECTION:

Data was collected through both primary and secondary sources. The primary data
was collected through administration of questionnaire through personal
observation. Secondary source includes article from magazines. Company's manual
and Internet was also used to collect data (secondary).

RESEARCH DESIGN

In this project I have tried to present details about the training and development
programs being presently followed in THREE AXIS PALTE PRO
INDUSTRY PVT LIMITED AT KARUR and the feedback, I collected from
different employees during my interaction with them.

The scope of training and development can be explained with the help of
following points - Exact position of performance of employees through their
feedback

Development of the employees through various training and development

programs. Developing altered of unbiased treatment to all employees.

Leads to improved profitability and/or more positive attitudes towards profit

orientation.

Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective decision-making and problem-solving skill.
Aids in increasing productivity and/or quality of work.
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
 Develops a sense of responsibility to the organization for being competent
and knowledgeable.
Improves Labour-management relations.
Reduces outside consulting costs by utilizing competent internal
consultation.
Stimulates preventive management as opposed to putting out fires.
Eliminates suboptimal behaviour (such as hiding tools).
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication

CHAPTER SCHME:

Chapter 1: Introduction

Chapter 2: Review of Literature

Chapter 3: Research Methodology

Chapter 4: Data Analysis and Interpretations

Chapter 5: Findings

Chapter 6: Bibliography
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATIONS

TABLE 4.1:

Various age groups of the employees

Frequency Percent Valid Percent Cumulative Percent

21 19.1 19.1 19.1

Below 25 years

25-35 years 33 30.0 30.0 49.1

Valid
35-45 years 35 31.8 31.8 80.9

45-55 years 21 19.1 19.1 100.0

Total 110 100.0 100.0

CHART

INTERPRETATION

From the table 4.1, It can be 19.1% of respondents say that Various age groups of employees is
Below 25 years. While 30.0% are of the opinion it is 25-35 years and 31.8% are of the
respondent are 35-45 years. 19.1% of the respondent are 45-55 years.
 TABLE 4.2

Gender of the employee

Frequency Percent Valid Percent Cumulative Percent

34 30.9 30.9 30.9

Male

39 35.5 35.5 66.4

Female

37 33.6 33.6 100.0

Valid
Transgender

110 100.0 100.0

Total
CHART

INTERPRETATION

From the table 4.2, It can be 30.9% of respondents say that gender of the employee is Male.
While 35.5% are of the gender of the employee is Female, and 33.6% of the respondents say
transgender.

TABLE 4.3
 The distribution of the respondents by income level

Frequency Percent Valid Percent Cumulative Percent

19 17.3 17.3 17.3

Below 5000

32 29.1 29.1 46.4

5000 -10000

Valid 36 32.7 32.7 79.1

10000 -15000

23 20.9 20.9 100.0

15000 -20000

Total 110 100.0 100.0

CHART
INTERPRETATION

From the table 4.3, It can be 17.3% of respondents say that the distribution of the respondents by
income level is Below 5000. While 29.1% are of the respondent are 5000-10000,32.7% of the
respondent are 10000-15000,20.9% of the respondent are 15000-20000.

TABLE 4.4

Marital Status
 Frequency Percent Valid Percent Cumulative
Percent

Married 26 23.6 23.6 23.6

51 46.4 46.4 70.0

Unmarried
Valid

Widow 33 30.0 30.0 100.0

Total 110 100.0 100.0

CHART
INTERPRETATION

From the table 4.4, it can be 23.6% of respondents say that Marital Status of the employee is
Married. While 46.4% are of the Marital Status of the employee is Unmarried, and 30.0% of the
respondents say Widow.

TABLE 4.5
Qualification level
Frequency Percent Valid Percent Cumulative Percent

SSLC 21 19.1 19.1 19.1

HSC 42 38.2 38.2 57.3

22 20.0 20.0 77.3

Diploma
Valid
25 22.7 22.7 100.0
Graduate

Total 110 100.0 100.0

CHART

INTERPRETATION

From the table 4.5, It can be 19.1% of respondents say that Qualification level is SSLC. While
38.2% are of the respondent are HSC, 20.0% of the respondent are Diploma, 22.7% of the
respondent are Graduate.
TABLE 4.6

Experience

Frequency Percent Valid Percent Cumulative

Percent

21 19.1 19.1 19.1

Below 5 years

5-10 years 41 37.3 37.3 56.4

32 29.1 29.1 85.5

Valid 10-15 years

16 14.5 14.5 100.0

15-20 years

Total 110 100.0 100.0

CHART

INTERPRETATION

From the table 4.6, it can be 19.1% of respondents say that Experience is Below 5 years. While
37.3% are of the respondent are 5-10 years, 29.1% of the respondent are 10-15 years, 14.5% of
the respondent are 15-20 years.

TABLE 4.7
The regular assessment of training needs at the company

Frequency Percent Valid Percent Cumulative Percent

51 46.4 46.4 46.4

Yes

59 53.6 53.6 100.0

Valid No

110 100.0 100.0

Total
CHART

INTERPRETATION

From 46.4% of respondents agreed that training needs are assessed regularly. While 53.6%
respondents are of the opinion that training needs are not assessed properly.

TABLE 4.8
Training process as a learning experience

Frequency Percent Valid Percent Cumulative

Percent

18 16.4 16.4 16.4

Highly satisfied

Satisfied 25 22.7 22.7 39.1

Neutral 23 20.9 20.9 60.0

Valid
Dissatisfied 26 23.6 23.6 83.6

18 16.4 16.4 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION

Find that can see 16.4% of respondents say that training process as a learning experience is
Highly Satisfied. While 22.7% are of the opinion it is Satisfied and 20.9% are just Neutral with
the training process as far as the learning experience is concerned. 16.4% rated training process
as Highly Dissatisfied and just 23.6% stated training as Dissatisfied.

TABLE 4.9
The performance of trainer/ guest faculty/ instructor
 Frequency Percent Valid Percent Cumulative
Percent

18 16.4 16.4 16.4

Highly satisfied

Satisfied 22 20.0 20.0 36.4

Neutral 24 21.8 21.8 58.2

Valid
Dissatisfied 27 24.5 24.5 82.7

19 17.3 17.3 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION

Find that can see 16.4% of respondents say that the performance of trainer/guest
faculty/instructor is Highly Satisfied. While 20.0% are of the opinion it is Satisfied and 21.8%
are just Neutral with the performance of trainer/guest faculty/instructor is concerned. 17.3%
rated training process as Highly Dissatisfied and just 24.5% stated training as Dissatisfied.

TABLE 4.10
Achievement of learning objective from training program

Frequency Percent Valid Percent Cumulative

Percent

Yes 21 19.1 19.1 19.1

28 25.5 25.5 44.5

Partially

Valid No 37 33.6 33.6 78.2

24 21.8 21.8 100.0

Can't say

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.10, it can be 19.1% of the respondents claim that they have achieved the
learning objective from the training program. 25.5% respondents were of the opinion that they
achieved the learning objective partially. 33.6% could not achieve the training objective and
21.8% of respondents refused to answer.

TABLE 4.11
Relevancy of training program with the job
Frequency Percent Valid Percent Cumulative
Percent
18 16.4 16.4 16.4
Highly Satisfied

Satisfied 28 25.5 25.5 41.8

Neutral 26 23.6 23.6 65.5
Valid
Dissatisfied 25 22.7 22.7 88.2
13 11.8 11.8 100.0
Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 16.4% of respondents reveal that the training provided is highly satisfied relevant
to the job while majority, 25.5% revealed that it is satisfied and 23.6% revealed that its Neutral.
And 22.7% voted it as Dissatisfied, 11.8% of the respondent are Highly Dissatisfied. The above
diagram shows the opinion of employees about the relevancy of training process to the job.

TABLE 4.12

Well designed and widely shared training policy in the company

 Frequency Percent Valid Percent Cumulative
Percent

18 16.4 16.4 16.4

Highly satisfied

Satisfied 27 24.5 24.5 40.9

Neutral 28 25.5 25.5 66.4

Valid
Dissatisfied 17 15.5 15.5 81.8

20 18.2 18.2 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the Table 16.4% of the respondents are well designed and widely shared training policy in
the company is Highly satisfied. 24.5% said its Satisfied and 25.5% said its Neutral. 15.5%
percent rated it as Dissatisfied and rest 18.2% of the respondent are Highly dissatisfied in the
well designed and widely shared training policy in the company.

TABLE 4.13
The content and methodology used in the training program

Frequency Percent Valid Percent Cumulative

Percent

20 18.2 18.2 18.2

Highly satisfied

Satisfied 16 14.5 14.5 32.7

Neutral 24 21.8 21.8 54.5

Valid
Dissatisfied 31 28.2 28.2 82.7

19 17.3 17.3 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table, It can be 18.2% of the respondents revealed that the content and methodology
used in the training program is Highly Satisfied. 14.5% were of the opinion that it was
Satisfied.21.8% responded that training methodology and content was Neutral. 28.2% said its
Dissatisfied and 17.3% said its really Highly Dissatisfied.

TABLE 4.14
Usefulness of training materials
 Frequency Percent Valid Percent Cumulative
Percent

19 17.3 17.3 17.3

Highly satisfied

Satisfied 25 22.7 22.7 40.0

Neutral 28 25.5 25.5 65.5

Valid
Dissatisfied 22 20.0 20.0 85.5

16 14.5 14.5 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From 17.3% of the respondents revealed that training materials were really useful and Highly
Satisfied, 22.7% stated it as Satisfied and 25.5 percent of the respondents found training material
Neutral. Only 20.0% of the respondents are declared training materials to be dissatisfied, 14.5%
respondents declared training materials to be Highly dissatisfied.

TABLE 4.15
The use of audio-visual aids
 Frequency Percent Valid Percent Cumulative
Percent

19 17.3 17.3 17.3

Highly satisfied

Satisfied 22 20.0 20.0 37.3

Neutral 30 27.3 27.3 64.5

Valid
Dissatisfied 18 16.4 16.4 80.9

21 19.1 19.1 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:

INTERPRETATION
From the table 27.3% of respondent are Neutral with the use of audio-visual aids. 20.0% were
stated the use of audio-visual aids to be Satisfied and 17.3% declared it Highly
Dissatisfied.16.4% of respondents declared the use of audio-visual aids to be Dissatisfied, 19.1%
of respondents declared the use of audio-visual aids to be Highly Dissatisfied.

TABLE 4.16
The practical session in the training program
 Frequency Percent Valid Percent Cumulative
Percent

16 14.5 14.5 14.5

Highly satisfied

Satisfied 22 20.0 20.0 34.5

Neutral 30 27.3 27.3 61.8

Valid
Dissatisfied 18 16.4 16.4 78.2

24 21.8 21.8 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table, It 14.5% of the respondent are the practical session in the training program and
20.0% respondents responded that practical sessions are Satisfied and good respectively. 27.3%
of respondent are Neutral with the practical sessions conducted in the training process. 16.4%
and 21.8% respondents stated practical sessions of training process and services is Dissatisfied
and Highly Dissatisfied respectively.

TABLE 4.17
The working environment
 Frequency Percent Valid Percent Cumulative
Percent

18 16.4 16.4 16.4

Highly satisfied

Satisfied 24 21.8 21.8 38.2

Neutral 22 20.0 20.0 58.2

Valid
Dissatisfied 26 23.6 23.6 81.8

20 18.2 18.2 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table, It can be 21.8% respondents are satisfied about the working environment
provided with training and 16.4% were Highly satisfied. We can also observe that 23.6% of
respondent are dissatisfied about the working environment. We can also observe that 18.2% of
respondent are Highly satisfied about the working environment.

TABLE 4.18

The time duration given for the training period

 Frequency Percent Valid Percent Cumulative
Percent

17 15.5 15.5 15.5

Highly satisfied

Satisfied 23 20.9 20.9 36.4

Neutral 25 22.7 22.7 59.1

Valid
Dissatisfied 25 22.7 22.7 81.8

20 18.2 18.2 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 22.7% of respondent are Neutral with the time given for training. While 20.9%
respondents explained the time allotment as Satisfied. 22.7% found the time allotment to be
Dissatisfied and 18.2% respondent revealed that they are not satisfied with the time given for
training and voted Highly dissatisfied.

TABLE 4.19

The preferences given to the participants suggestions

 Frequency Percent Valid Percent Cumulative
Percent

19 17.3 17.3 17.3

Highly satisfied

Satisfied 29 26.4 26.4 43.6

Neutral 21 19.1 19.1 62.7

Valid
Dissatisfied 25 22.7 22.7 85.5

16 14.5 14.5 100.0

Highly dissatisfied

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 17.3% respondents said that the participants suggestions are really taken into
account is Highly Satisfied. 26.4% respondents found that preferences given to participants
suggestion to be Satisfied, 19.1% opinioned it to be Neutral but 22.7% declared the acceptance
of participants suggestion as Dissatisfied another 14.3% said its Highly Satisfied.

TABLE 4.20

The motivation given to the participants

 Frequency Percent Valid Percent Cumulative
Percent

27 24.5 24.5 24.5

Highly satisfied

Satisfied 25 22.7 22.7 47.3

Valid
Neutral 29 26.4 26.4 73.6

Dissatisfied 29 26.4 26.4 100.0

Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 24.5% respondents Highly Satisfied, 22.7% respondents Satisfied they have given
with motivation to participant in the training process. 26.4% respondents are Neutral with this
and 26.4% respondents Dissatisfied.

TABLE 4.21

Are employees permitted times off from work to attend training

 Frequency Percent Valid Percent Cumulative
Percent

25 22.7 22.7 22.7

yes with pay

33 30.0 30.0 52.7

yes without pay

Valid
no 30 27.3 27.3 80.0

22 20.0 20.0 100.0

no such thing

Total 110 100.0 100.0

CHART
INTERPRETATION
From the table 27.3% of respondents answered no when asked if they are permitted time offs
from work to attend training,22.7% of respondents answered yes with pay,30.0% respondents
yes without pay. And 20.0% respondents said they arent aware of any such thing.

TABLE 4.22

Does training process affect normal working hours

 Frequency Percent Valid Percent Cumulative
Percent

Yes 31 28.2 28.2 28.2

No 47 42.7 42.7 70.9

Valid 32 29.1 29.1 100.0

can't say

Total 110 100.0 100.0

CHART:
INTERPRETATION
From that 28.2% respondents are of the opinion that training process affects the normal working
hours. 42.7% respondent doesnt think working hours are affected. And 29.1% respondents
refused to answer.
TABLE 4.23

The new concepts taught at the training program in their job

Frequency Percent Valid Percent Cumulative

Percent

yes 23 20.9 20.9 20.9

37 33.6 33.6 54.5

sometime

Valid
no 32 29.1 29.1 83.6

can't say 18 16.4 16.4 100.0

Total 110 100.0 100.0

CHART:

INTERPRETATION
From that 33.6% respondent think employees somewhat apply their newly learned skills. While
20.9% respondents confidently stated employees apply their new skills. 29.1% represent choose
to no answer, 16.4% respondents choose not to say.

TABLE 4.24
Overall quality of the training program

Frequency Percent Valid Percent Cumulative

Percent

20 18.2 18.2 18.2

very good

good 36 32.7 32.7 50.9

Valid poor 31 28.2 28.2 79.1

23 20.9 20.9 100.0

very poor

Total 110 100.0 100.0

CHART:
INTERPRETATION
From that 18.2% employees said the quality of training program is very good and 32.7% said its
good. 28.2% of the respondent are Poor and 20.9% of the respondents are rated quality as very
poor respectively.

TABLE 4.25

Personal goals been benefiting out of training

 Frequency Percent Valid Percent Cumulative
Percent

Yes 18 16.4 16.4 16.4

30 27.3 27.3 43.6

sometime

Valid
No 33 30.0 30.0 73.6

can't say 29 26.4 26.4 100.0

Total 110 100.0 100.0

CHART:
INTERPRETATION
From 30.0% respondent said no when asked if their personal goals have been benefiting out of
company training. 27.3% said they somewhat achieve their personal goals through training.
16.4% said they certainly form training. And 26.4% choose not to answer.

TABLE 4.26

The satisfaction of the training program conducted as per the schedule

 Frequency Percent Valid Percent Cumulative
Percent

19 17.3 17.3 17.3

Highly satisfied

Satisfied 27 24.5 24.5 41.8

Valid
Neutral 36 32.7 32.7 74.5

Dissatisfied 28 25.5 25.5 100.0

Total 110 100.0 100.0

CHART:
INTERPRETATION
From that the 17.3% respondents are Highly satisfied with the training program conducted as per
the schedule. 24.5% respondents are satisfied, 32.7% respondents are Neutral with the training
program while 25.5% respondents are Dissatisfied.

TEST

T-TEST
One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Various age groups of the 110 2.5091 1.01136 .09643

employees
Qualification level 110 2.4636 1.04642 .09977

One-Sample Test
Test Value = 0
t df Sig. (2- Mean 95% Confidence Interval of
tailed) Difference the Difference
Lower Upper
Various age groups of 26.020 109 .000 2.50909 2.3180 2.7002
the employees
Qualification level 24.693 109 .000 2.46364 2.2659 2.6614

ONE WAY ANOVA TEST

ANOVA

Gender of the employee

 Sum of Squares Df Mean Square F Sig.

.664 3 .221 .875 .457

Between Groups

26.800 106 .253

Within Groups

Total 27.464 109

CORRELATION TEST

Correlations
 Qualification level The performance
of trainer/ guest
faculty/ instructor

1 .018
Pearson Correlation

Qualification level
Sig. (2-tailed) .852

N 110 110

.018 1
Pearson Correlation
The performance of trainer/
guest faculty/ instructor Sig. (2-tailed) .852

N 110 110

CHI-SQUARE TEST:

Training process as a learning experience

Observed N Expected N Residual

 18 22.0 -4.0
Highly satisfied

Satisfied 25 22.0 3.0

Neutral 23 22.0 1.0

Dissatisfied 26 22.0 4.0

18 22.0 -4.0
Highly dissatisfied

Total 110

Usefulness of training materials

Observed N Expected N Residual

19 22.0 -3.0
Highly satisfied

Satisfied 25 22.0 3.0

Neutral 28 22.0 6.0
Dissatisfied 22 22.0 .0
16 22.0 -6.0
Highly dissatisfied

Total 110

Test Statistics
Training process as a learning Usefulness of training
experience materials
 2.636a 4.091a
Chi-Square

df 4 4
.620 .394
Asymp. Sig.

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 22.0.

CHAPTER-V

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS
It can be 19.1% of respondents say that Various age groups of employees is Below 25
years. While 30.0% are of the opinion it is 25-35 years and 31.8% are of the respondent
are 35-45 years. 19.1% of the respondent are 45-55 years.
It can be 48.2% of respondents say that gender of the employee is Male. While 51.8% are
of the gender of the employee is Female and 33.6% of the respondents say transgender.
 It can be 17.3% of respondents say that the distribution of the respondents by income
level is Below 5000. While 29.1% are of the respondent are 5000-10000,32.7% of the
respondent are 10000-15000,20.9% of the respondent are 15000-20000.
It can be 23.6% of respondents say that Marital Status of the employee is Married. While
46.4% are of the Marital Status of the employee is Unmarried, and 30.0% of the
respondents say Widow
It can be 19.1% of respondents say that Qualification level is SSLC. While 38.2% are of
the respondent are HSC, 20.0% of the respondent are Diploma, 22.7% of the respondent
are Graduate.
It can be 19.1% of respondents say that Experience is Below 5 years. While 37.3% are of
the respondent are 5-10 years, 29.1% of the respondent are 10-15 years, 14.5% of the
respondent are 15-20 years.
From 46.4% of respondents agreed that training needs are assessed regularly. While
53.6% respondents are of the opinion that training needs are not assessed properly.
It can see 16.4% of respondents say that training process as a learning experience is
Highly Satisfied. While 22.7% are of the opinion it is Satisfied and 20.9% are just
Neutral with the training process as far as the learning experience is concerned. 16.4%
rated training process as Highly Dissatisfied and just 23.6% stated training as
Dissatisfied.

It can see 16.4% of respondents say that the performance of trainer/guest

faculty/instructor is Highly Satisfied. While 20.0% are of the opinion it is Satisfied and
21.8% are just Neutral with the performance of trainer/guest faculty/instructor is
concerned. 17.3% rated training process as Highly Dissatisfied and just 24.5% stated
training as Dissatisfied.
It can be 19.1% of the respondents claim that they have achieved the learning objective
from the training program. 25.5% respondents were of the opinion that they achieved the
learning objective partially. 33.6% could not achieve the training objective and 21.8% of
respondents refused to answer.
 It can be 16.4% of respondents reveal that the training provided is highly satisfied
relevant to the job while majority, 25.5% revealed that it is satisfied and 23.6% revealed
that its Neutral. And 22.7% voted it as Dissatisfied, 11.8% of the respondent are Highly
Dissatisfied. The above diagram shows the opinion of employees about the relevancy of
training process to the job.
It can be 16.4% of the respondents are well designed and widely shared training policy in
the company is Highly satisfied. 24.5% said its Satisfied and 25.5% said its Neutral.
15.5% percent rated it as Dissatisfied and rest 18.2% of the respondent are Highly
dissatisfied in the well designed and widely shared training policy in the company.
It can be 18.2% of the respondents revealed that the content and methodology used in the
training program is Highly Satisfied. 14.5% were of the opinion that it was
Satisfied.21.8% responded that training methodology and content was Neutral. 28.2%
said its Dissatisfied and 17.3% said its really Highly Dissatisfied.

From 17.3% of the respondents revealed that training materials were really useful and
Highly Satisfied, 22.7% stated it as Satisfied and 25.5 percent of the respondents found
training material Neutral. Only 20.0% of the respondents are declared training materials
to be dissatisfied, 14.5% respondents declared training materials to be Highly dissatisfied.
It can be 27.3% of respondent are Neutral with the use of audio-visual aids. 20.0% were
stated the use of audio-visual aids to be Satisfied and 17.3% declared it Highly
Dissatisfied.16.4% of respondents declared the use of audio-visual aids to be Dissatisfied,
19.1% of respondents declared the use of audio-visual aids to be Highly Dissatisfied.
It 14.5% of the respondent are the practical session in the training program and 20.0%
respondents responded that practical sessions are Satisfied and good respectively. 27.3%
of respondent are Neutral with the practical sessions conducted in the training process.
16.4% and 21.8% respondents stated practical sessions of training process and services is
Dissatisfied and Highly Dissatisfied respectively.
It can be 21.8% respondents are satisfied about the working environment provided with
training and 16.4% were Highly satisfied. We can also observe that 23.6% of respondent
 are dissatisfied about the working environment. We can also observe that 18.2% of
respondent are Highly satisfied about the working environment.
It can be 22.7% of respondent are Neutral with the time given for training. While 20.9%
respondents explained the time allotment as Satisfied. 22.7% found the time allotment to
be Dissatisfied and 18.2% respondent revealed that they are not satisfied with the time
given for training and voted Highly dissatisfied.
It can be 17.3% respondents said that the participants suggestions are really taken into
account is Highly Satisfied. 26.4% respondents found that preferences given to
participants suggestion to be Satisfied, 19.1% opinioned it to be Neutral but 22.7%
declared the acceptance of participants suggestion as Dissatisfied another 14.3% said its
Highly Satisfied.
It can be 24.5% respondents Highly Satisfied, 22.7% respondents Satisfied they have
given with motivation to participant in the training process. 26.4% respondents are
Neutral with this and 26.4% respondents Dissatisfied.
It can be 27.3% of respondents answered no when asked if they are permitted time offs
from work to attend training,22.7% of respondents answered yes with pay,30.0%
respondents yes without pay. And 20.0% respondents said they arent aware of any such
thing.
It Can be 28.2% respondents are of the opinion that training process affects the normal
working hours. 42.7% respondent doesnt think working hours are affected. And 29.1%
respondents refused to answer.
It can be 33.6% respondent think employees sometime apply their newly learned skills.
While 20.9% respondents confidently stated employees apply their new skills. 29.1%
represent choose to no answer, 16.4% respondents choose not to say.
It can be 18.2% employees said the quality of training program is very good and 32.7%
said its good. 28.2% of the respondent are Poor and 20.9% of the respondents are rated
quality as very poor respectively.
It can be 30.0% respondent said no when asked if their personal goals have been
benefiting out of company training. 27.3% said they sometime achieve their personal
goals through training. 16.4% said they certainly form training. And 26.4% choose not to
answer.
 It can be 17.3% respondents are Highly satisfied with the training program conducted as
per the schedule. 24.5% respondents are satisfied, 32.7% respondents are Neutral with
the training program while 25.5% respondents are Dissatisfied.

SUGGESTION:

The training needs should be assessed regularly by observing the performance of

employees and also from feedback.
The training records must be maintained, preserved properly and updated timely.
Proper care should be taken while selecting the trainers.
Trainers must be given continuous feedback and the training should be performed as a
continuous planned activity.
New and different trainers should be invited so that the maximum impact can be got from
the training programmes.
Co-ordination and interaction of the employees of all levels must be encouraged to locate
new talents among employees. Individual care should be given as much as possible in
case of practical sessions.
Try to consider the personal goals of participants also when designing the training
module. By which the interest and satisfaction of participants can be increased.
Try to use more visual and audio aids to make trainings more interactive and active.

CONCLUSION:

Analysis of all the facts & figures, the observation and the experience during the training period
gives a very positive conclusion/impression regarding the training imparted by THREE AXIS
PLATE PRO INDUSTRY PVT LTD. The THREE AXIS PLATE PRO INDUSTRY PVT
LTD is performing its role up to the mark and the trainees enjo0y the training imparted
especially the practical session and simulations.

The training imparted meets the objectives like:

 Effectiveness of the training and its resultant in the performance of the employees.
Assists the employees to acquires skills, knowledge and attitude and also enhance the
same.
Helps to motivate employees and helps in avoiding mistakes.

REFERENCES:
1. Ford, L. (2009). Improving Training Transfer. Industrial and Commercial
Training. 41 (2), 92-96.
2. Frisque, D., and Kolb, J. (2008). The Effects of an Ethics Training Program on Attitude,
Knowledge, and Transfer of Training of Office Professionals: A Treatment and Control-
Group Design. Human Resource Development Quarterly. 19 (1), 35-53.
3. Gegenfurtner, A., Festner, D., Gallenberger, W., Lehtinen, E., and Gruber,
H. (2009). Predicting Autonomous and Controlled Motivation to Transfer
Training. International Journal of Training and Development. 13 (2), 124-138.
4. Gravina, N., and Olson, R. (2009). Behavioral Self-Monitoring: A New Way To
Transfer Training. T+D. 63 (5) 18.
5. Hutchins, H., and L. Burke. (2007). Identifying Trainers Knowledge of Training
Research Findings Closing the Gap Between Research and Practice. International
Journal of Training and Development, 11 (4), 236-264.
6. Hutchins, H. (2009). In the Trainers Voice: A Study of Training Transfer
Practices. Performance Improvement Quarterly. 22 (1), 69-93.
7. Knowles, M. (1975). Self-Directed Learning: A Guide for Learners and Teachers. New
York: Association Press.
8. Knowles, M. (1980). The Modern Practice of Adult Education: From Pedagogy To
Andragogy. EnglewoodCliffs New Jersey:CambridgeAdult Education.
A STUDY ON TRAINING AND DEVELOPMENT QUESTIONARY:

1. Name
2. Designation
3. Various age groups of the employees:

a) Below-25years

b) 25-35 years

c) 35-45 years

d) 45-55 year

e) above 55 years

4. Gender of the employee

A. Male
B. Female
C. Transgender

5. The distribution of the respondents by income level:

A. Below 5000
B. 5000-10000
C. 10000-15000
D. 15000-20000

6. Marital Status

A. Married
B. Unmarried
C. Widow
7.Qualificationlevel:

A. SSLC
B. HSC
C. Diploma
D. Graduate

8. Experience:

A. Below 5 years
B. 5-10 years
C. 10-15 years
D. 15-20 years
E. Above 20 years

9. Opinion about the regular assessment of training needs at the company.

A. Yes
B. No

10. Opinion about training process as a learning experience.

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied

11. Opinion about the performance of trainer/ guest faculty/ instructor.

A. Highly Satisfied
B. Satisfied
 C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
12. Achievement of learning objective from training program
A. Yes
B. Partially
C. No
D. can t say
13. Relevancy of training program with the job
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
14. There is well designed and widely shared training policy in the company

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied

15. Opinion about the content and methodology used in the training program

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied

16. Usefulness of training materials

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
17. Opinion about the use of audio-visual aids.

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
18. Opinion about the practical session in the training program.

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
19. Opinion about the working environment

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
20. Opinion about the time duration given for the training period

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
21. Opinion about the preferences given to the participants suggestions
 A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
22. Opinion about the motivation given to the participants

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied

23. Are employees permitted times off from work to attend training?

A. Yes with pay

B. Yes without pay
C. No
D. No such thing

24. Does training process affect normal working hours?

A. Yes
B. No
C. Cant say

25. Do you think employees apply the new concepts taught at the training program in their
job?

A. Yes
B. Sometime
C. No
D. Cant say

26. Opinion about overall quality of the training program

 A. Very good
B. Good
C. Fair
D. Poor
E. Very Poor

27. Have your personal goals been benefiting out of training?

A. Yes
B. Sometime
C. No
D. Cant say

28. Opinion about the satisfaction of the training program conducted as per the schedule.

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied