1.

1INTRODUCTION

Human resource is of paramount importance for any organization. It is a source

of strength and aid. Human resources are the wealth of an organization which can
help in achieving its goals. Human resource management is concerned with the human
being in an organization. It reflects a new outlook which views organizations
manpower as its resources and assets. Human resource is the total knowledge,
abilities, skills, talents, beliefs of the individuals working in an organization. Every
organization needs the services of trained persons for performing the activities in
systematic way .The fast changing technological development makes the knowledge
of employees absolute. They require constant training to cope with needs of jobs.
Employee training tries to improve skills, or add to the existing level of knowledge to
that employees Training is the act of increasing the skills of employees to perform his
present job better or to prepare him for a higher position with increased
responsibilities.

In the field of human resource Management, Training and development is the

field which concerned with organizational activity aimed at bettering the performance
of individuals and groups organizational settings. It has been knowing by several
names, including human resource development, and learning and development.

The training and development function gives employees, the skills and
knowledge to perform their jobs effectively. In addition to providing training for new
or inexperienced employee. Organizations often provide training programs for
experienced employees, whose jobs are undergoing change. Large organizations often
have development programs which prepare employees for higher level of
responsibilities within the organization. Training and development programs provide
useful means of assuring that employees are capable of performing their jobs at
acceptable levels.

1
1.1 STATEMENT OF THE PROBLEM

There is a rising technological change around the globe. The organizations focus on
bringing their best products into the market. The best products are brought into the
market only with the help of a dedicated workforce.

TCC provides immense training programs to their employees. Training are given on
the basis of requirements. The requirement arises when there is a change in
technology or when the organization feels there is a necessity to provide training to
their employees. The study mainly focuses on understanding how the training
programs effective to the employees to perform their work.

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

A study on effectiveness of training and development in TCC

SECONDARY OBJECTIVE

1. To understand the satisfaction level of employees on training program.

2. To assess the impact of training program on individual and organizational
system as a whole.
3. To understand about the existing training programs of TCC.
4. To know employees opinion about training programs.
5. To analyse whether the employees are attaining their objectives with this
training

2
1.4. SCOPE OF THE STUDY

The study will help to find out the importance and effectiveness of training
programs adopted by TCC. Main emphasis has been laid down on studying the level
of satisfaction among employees. The finding will help to identify the training
programs provided and the satisfaction level of the employees. In addition to know
use of the employees for further improvement in the training and development
programs and benefits they receive. So as to improve working efficiency and interest
among employees of the organization.

1.5 RESEARCH METHEDOLOGY

Research methodology is a way to systematically solve the research problem. It

describe the research procedure, which has been used in the research. Research
methodology is the back bone of any research. Establishment of a sound research plan
and design is an inevitable part of a good research. It means the way one researcher
selects his sample and sample size, methods of data collection various tools used for
studying and analyzing the problem with certain objectives and goals in view.

1.5.1 RESEARCH DESIGN

The study is to measure effectiveness of the training program provided to the

employees. Descriptive research is also called statistical research .the main goal of this
type of research is to describe the data and characteristics about what is being studied.
The idea behind this type of research is to study frequencies, averages and other
statistical calculations. Although this research is highly accurate, it does not gather the
causes behind situation. Descriptive research is mainly done when a research is
mainly done when a research wants to gain a better understanding of a topic.
Descriptive research answer the questions who, what, where, when and how.

3
1.5.2 DATA COLLECTION METHOD
According to the availability of data be classified into two.

 Primary Data
 Secondary Data

PRIMARY DATA

The primary data are those data collected by the researcher himself for the first time
and thus they are in original in character. Primary data was collected through the help
of structured questionnaire, which is filled by the respondents and from the
discussions made with people.

SECONDARY DATA

The secondary data are those which have been collected by some other person for his
purpose and published, Secondary data was collected through company brouchers,
books, journal and internet.

1.5.3 SAMPLE SIZE

A part of the population selected for the study is called sample, here the researcher
selected 100 employees of TCC LTD, ERNAKULAM.

1.5.4 RESEARCH INSTRUMENT

QUESTIONNAIRE:
A questionnaire is a research instrument consisting of a series of questions and other
prompts for the purpose of gathering information from respondents. Although they are
often designed for statistical analysis of the responses.

1.5.5 RESEARCH PLAN

Data source :Primary & Secondary
Research approach : Survey
Research Instrument : Questionnaire
Method of contact : personal

4
Sample size : 100 respondents
1.5.6 STATISTICAL TOOL USED FOR ANALYSIS

1. PERCENTAGE ANALYSIS

This is the simplest way to analyze different types of data. The percentage rate of
data is found out with respect to the total.

Percentage = (no.of responses/ no. of total responses)*100

2. CHI - SQUARE ANALYSIS

Chi square test is non-parametric test used most frequently by marketing

research to test hypothesis. The main aim is to determine whether significant
difference exist among the groups of data or whether difference due to sampling when
a small number of degree of freedom is involved is greater skewed. As the degree of
freedom increases, distribution curve became most significant and resembles the
nominal curve.

Chi-Square test:

Where,
Oij = Observed frequency of the cell in the row and jith column
Eij = Expected frequency of the cell in the row and jith column.
3. CORRELATION

Correlation refers to the relationship between any two or more variables. Two
variables are said to be correlated if with a change in the value of one variable
there arises a change in the value of another variable. The degree of correlation can
be determined by the coefficient of correlation. It can be a value between -1 and
+1.

5
 Karl Pearson’s method of coefficient of correlation

𝑛 ∑ 𝑥𝑦 − (∑ 𝑥 ∑ 𝑦)
𝑟=
√[𝑛 ∑ 𝑥 2 − (∑ 𝑥)2 ][𝑛 ∑ 𝑦2 − (∑ 𝑦)2 ]

4. WEIGHTED AVERAGE RANGING METHOD

The average, or arithmetic mean, of a series of items means you simply add up all
the item values and divide by the total number of items to calculate the average. A
weighted average is an average where each value has a specific weight or
frequency assigned to it.

Weighted average=
𝑥1 𝑤1 + 𝑥2 𝑤2 + 𝑥3 𝑤3 + ⋯ . +𝑥𝑛 𝑤𝑛
𝑡𝑜𝑡𝑎𝑙

Where, w = weight of ranked position

x = response count for answer choice

1.6 DURATION OF THE PROJECT

The project was a detailed study of the topic “A STUDY ON EFFECTIVENESS OF

TRAINING PROGRAMMES OF EMPLOYEES IN TCC” was successfully
completed within the time period of one month with guidance and support from
project guide.

1.7 LIMITATIONS OF THE STUDY

1. Bias of respondents may cause errors.

2. Delayed return of filled questionnaire.
3. Some respondents refused to fill the questionnaire.
4. Study is conducted only on limited respondents.
5. Time period assigned for study was limited.

6
2.1 INDUSTRY PROFILE

Industrialization is the major criteria for understanding a nation's development. To

speed up this process, basic industries are necessary. Basic industries supplies
inputs to manufacturing industries. Though Kerala is a small state in the Indian
Union, transforms through the boom period in industrialization. The cause for this
is the development of basic industries.

WORLD SCENARIO
In the world scenario of industries, chlor - alkali industries are having great
importance. It is considered as one among mother industries. It is the foundation to
all other industries in the world. The history of the world chemical industries are
traced back to a period of 7000 B.C. Large scale chemical industries were started in
the world at the dawn of the Industrial Revolution. Its development after the
advancement of the organic chemistry is tremendous.

Chlor alkali refers to an industrial process used for producing caustic soda,
chlorine, and other chlorine and sodium based products or derivatives like
hydrochloric acid, chlorinated paraffin, sodium hypochlorite, bleaching powder,
and hydrogen gas. The process involves the electrolysis of brine (sodium chloride)
solution resulting in the formation of the above-mentioned products. The main
products of the chlor alkali market are chlorine gas, caustic soda (sodium
hydroxide), and soda ash (sodium carbonate). As of 2012, Asia consumes the
highest volume of the above-mentioned chemicals which was nearly half the global
consumption followed by North America and Europe. In addition to this, the
increasing demand in the application industries like organic and inorganic
chemicals is expected to grow the market. Another important factor contributing to
this growth is the current high production capacities for chlor-alkali products. In the
world economic scenario, this industry had a strategic position. Daily usable
consumer products like soaps and detergents have become popular due to the
development of this industry. Now chlorine and caustic soda are produced under
the government regulations to ensure the protection of the environment. To achieve
7
low cost of production, the companies locate their factories in the developing
countries where raw materials are readily available. Those products required
advanced and most sophisticated technologies. These are produced in industrialized
countries like USA, China and Canada etc.
In l970’s, Mercury Cell Technology was used for producing caustic soda. This
process is called Amalgam Process. This process had a defect. A lot of energy and
power are consumed during this process. The problem of mercury pollution is
inevitable. It was during the same period due to the Mina Mata disease resulting
from the mercury pollution, the Government of Japan issued a direction to all
caustic soda plants to change over to other process under a time bound programme.
IEMC or Ion Exchange Membrane Cell Technology is now used as a security
measure against the mercury pollution. This technology totally avoids mercury,
consumes 30% less power compared to the conventional process of mercury cell
technology.

The tremendous growth in population increased the demand for consumer goods.
The production of paper, aluminum, soaps and detergents etc are on rise. All the
industries worked and targeted a production two-fold higher than the previous
years. The demand for caustic soda increased. The Green Peace Movement started
their agitations against the environmental pollutions. They demanded a total ban for
CFC (ChloroFluro Carbons) compounds. Chlorine producing plants are closed
down in Europe. North American Plants reduced their total production. The price of
caustic soda sky rocketed. The price of caustic soda rise from $ 50 per ton to $ 300
per ton. Efforts are made to increase global caustic soda capacity. North- East Asia
now ranks the major exporting region of caustic soda in the world.

8
 INDIAN SCENARIO
The history of chlor -alkali industry can be traced back to the British period. In
l940°s the manufacturing of caustic soda in India was started. It was made through
the process of electrolysis. After 1960°s the industry enter to its path of growth.
Today there are 38 industries manufacturing caustic soda of which 4 are in the
organized sector and the rest belong to the unorganized sector. The total installed
capacity of these units altogether was about l7,50,000tonnes /annum. All these
industries follow membrane cell technology. It is more efficient when compared to
mercury cell technology. Only 7% of Indian chlor-alkali units have adopted
mercury cell technology. It will be faced out by 2012 as per CREP voluntary
commitment. Now India has upgraded its status in this field. The petrochemical
plants like 31131100. ONGC etc made lndia one among the exporters of chlor-
alkali products.

STATE SCENARIO

Caustic soda is one of the basic inorganic manufactured from common salt. There are
four processes used in manufacturing of caustic soda, chlorine and hydrochloric acid.
In the state, Travancore cochin chemicals is merged in the production of caustic soda,
chlorine and hydrochloric acid. The company has helped in attracting uses industries
by offering steady raw materials .There are many small scale industries in the state
which consumers caustic soda for the production of soaps, plastics, textiles etc.

MAJOR INDIAN CHLOR-ALKALI UNITS

1. TCC Limited, Kerala

2. DCW Ltd, Mettur
3. Chemplast, Tamil Nadu
4. Kothari Petrochemicals Ltd, Chennai
5. BILT, Karnataka
6. Alkalis Ltd, Pondicherry

9
2.2 COMPANY PROFILE

The Travancore Cochin Chemicals Limited came into existence in 1950. The idea
behind starting of a caustic soda plant was put forward by Seshasayee, one of the
founder of FACT. At that time, FACT was procuring raw materials like caustic
soda and chlorine from Erode and Salem in Tamil Nadu. Understanding this fact
thoroughly Seshasayee put forward the novel idea of producing caustic soda very
near to FACT. For this purpose a partnership concern was formed in the name
Travancore Mettur Chemicals with FACT and MCIC ( Mettur Chemicals and
Industrial Corporation) as partners. At that time M/S Seshasayee Brothers was the
Managing Agents of FACT. In 1951 the partnership was registered as a public
limited company, with the state government contributing the major share of equity
and the company was then named as Travancore Cochin Chemicals Limited. M/S
Seshasayee Brothers continued to be the Managing Agents for the next 10 years.
The contributions of Mr.Seshasayee towards starting up this kind of industry was
commendable. He was a visionary. In 1947 for this purpose in the name of
Travancore Mettur Industrial Chemical Corporation Limited, he formed a
partnership firm. It was the time of post world war II Period. The entire country
was drowning on financial crisis. So he could not start his business for the next two
years as per his plans. In 1949, he approached The Travancore-Cochin Government
for help. SreeChithiraThirunalBalaramaVarma was the ruler of Thiru Kochi state.
The government asked Mr.Seshasayee a detailed feasible project report of the
proposed industry. Within 3 months, he submitted the detailed project report.
Within no time he got sanction to start the industry near to FACT on the banks of
river Periyar. The government provided land and whole hearted support for this
unit. In 1951, November 8th, the company was registered as a public limited
company with the name The Travancore Cochin Chemicals Limited. It had an
authorized capital of Rs.30 Crores at that time.

10
 PRESENT SITUATION
TCC is the only one Chlor-alkali unit in Kerala. In India, around 40 chlor-alkali
units are working. TCC owns 109 acres of land and 495 employees (Administrative
staff - 98, Managerial staff 87 and workers community -310) are working in 3
shifts. All the plants in the company are working in its full capacity. Indian Rare
Earth Limited Hindustan Insecticides Limited, Hindustan Newsprint Limited,
Kerala Minerals and Metals Limited are some of the dependent industries working
in Kerala. These industries are dependent because the suppliers of basic chemicals
are TCC.
At present the company is having the installed capacity of 175 TPD Of caustic
soda. The registered office and the factory of the company are situated at Eloor,
Udyogamandal- 683501 ,Ernakulam District, Kerala. Company has obtained three
ISO Certifications 9001-2008 in the year 2006 for documentation, ISO 14001-2004
for Environment Maintenance and OSHAS (Occupational Health and Safety
Assessment Services) 18001-2007 for Occupational Health.

MISSION
TCC is committed to supply quality chemicals at competitive prices to customers.
Customer satisfaction, Concern for environment and Safety are our priorities.

VISION

 Utmost level of conservation of all resources including energy.

 Cost effectiveness in all our operations.
 Regular upgrading of technologies used in processing.
 Compliance with laws and statutory regulations.

CORPORAT1VE OBJECTIVE

 T0 produce and market caustic soda and allied chemicals economically and in
an environmentally sound manner.
 To maintain optimum level efficiency and productivity and to secure optimum
returns on investment.

11
  To maximize profits from projects taken up.
 To continuously upgrade the quality of human resources of the company and
to ensure organizational development.
 To continuously improve the plant and operational safety to work within the
emission limits setup by Pollution Control Board.
 To ensure corporate growth by expansion and diverzification.
 To care for the community around.

QUALITY POLICY OF TCC

TCC is committed to enhance customer satisfaction by providing products and related
services complying with a continually improving Quality Management System.

QUALITY ASSURANCE
TCC is committed to enhance customer satisfaction by providing products and related
services complying with a continually improving Quality Management System. The
company observe

stringent quality control measures. There by providing quality products and

consistency. The company bears an enviable track record of order delivery with zero
defects.

ECO PRESERVATION
TCC is well aware of the responsibility that manufacturing industries beats towards
environment. Conserving the resources of environment from pollution and preserving
healthy living conditions are important concerns at TCC. It’s commitment is to sustain
the toxic- free environment observing statutory stipulations and legal regulations. It
believes in pollution prevention rather than pollution control. The company’s
activities comprises awareness programmes among the employees, customers,
contractors and all those who are associated. Its endeavor is to minimize hazardous
emission and Waste and to reduce the impact of the manufacturing activities. TCC
aims to achieve zero effluent discharge.

12
 HEALTH AND SAFETY POLICY

1. TCC is committed to provide every one of its employees and the related public
an accident-free and healthy environment in its efforts to manufacture high
quality products at competitive prices. The company will comply with all
statutory requirements in this regard.
2. .The company will provide a work environment in which identified hazards are
controlled, if elimination is not feasible and will provide personal protective
equipments wherever necessary.
3. Accident prevention is the direct responsibility of the Line - Management and
will be an important criterion for performance appraisal. Line - Management
will ensure that all
safety measures are incorporated in the operating and maintenance procedures
as well as in any process technology changes in the plant/ infrastructure.
4. Consideration of health and safety will be given proper weightage in selection
and deployment of the personnel.
5. The company will ensure that health and safety aspects are given due
consideration in decision regarding purchase of plant equipments, machinery
and materials.
6. .Every employee of the company shall perform his/her job adopting Safe and
proper work methods and using appropriate Safety equipments understanding
that their career advancement is linked with SAFE performance.
7. Contractors, sub-contract workers, transporters and visitors entering the factory
shall be required to observe health and safety practices of the company in all
their activities.
8. .All contract jobs will be carried only through the laid down procedures with
appropriate supervision
9. The company will carry out safety audits, risk assessment studies, emergency
mock drills, periodic assessment of health of its employees as well as status of
environment, and implement remedial measures.

13
ENERGY POLICY
The Travancore-Cochin Chemicals, Udyogamandal is always committed to
conservation of energy by all possible means, to accomplish the mission, TCC strive
for :

 Technological up gradation to reduce specific energy consumption.

 Conducting energy conservation studies including energy audit and adopting
the apt measures for conserving energy.
 Contacting other organisations and enriching our experiences on energy
conservation.
 Using renewable energy sources to the extend possible.
 Disseminating knowledge and information on energy conservation to our
employees.
 Low energy fuels also to be tried depending upon feasibility.

RAW MATERIALS
Common Salt
It refers to the compound sodium chloride. Sodium chloride is composed of 39.337%
sodium and 60.633% chlorine by weight. Common salt is colorless unlike glass
transparent in the inner mix- infrared regions also. Dissolution of salt in water is
endothermic. Salt is widely distributed throughout the world. Sea water is an
important source of salt. It is produced by,
1. Evaporation of sea water

2. From rock salt by mining

Electricity
At present most of the plant use contact rectifiers for converting alternating current
to desired voltage with an overall efficiency of 95%. The consumption of electric
power of course would depend on the current density at which the cell operates. The
power would also depend on the cell liquor concentration taken out from the cell.
Today the current rating mercury cells with titanium anodes vary from 120 to 140
kA and in membrane cells with titanium anode vary from 53 to 61 Kamp.
14
Water
Purified water is used on the decomposer as well as the cell for washing the feed box
and the end box. Water concentration 0.3 DH can produce better results in the
decomposer than soft water. Water of this concentration is prepared by mixing soft
water and process water. The treated water is stored as a head tank from where it is
mixed with process water before it reaches the decomposer.

Chemicals
Small quantities of Sodium Carbonate, Sulphuric Acid, Sodium Bisulphate, and
Barium Carbonate are used. Sodium Carbonate, Sodium Hydroxide, Barium
Carbonate, Sodium Hyposulphate are used for purifying brine. Brine contains many
unwanted ions such as magnesium, calcium, ions of heavy metals.

ACHIEVEMENTS OF THE COMPANY

Table No: 2.2.1

YEAR ACHIEVEMENTS OF THE COMPANY

1981 Best performance Award for safety in the State from

Directorate of factories &boilers, Government of Kerala

1988-89 Best pollution control award under group “Heavy Inorganic

industries in Kerala state pollution control board

1989 Award for best performance in safety in India under

Chemical Industries Group from national Safety Council

1989-90 Price for Productivity from Kerala State Productivity

Council

1993 Best Performance Award for Energy Conservation in the

State of Kerala under group “chemicals &Fertilizers –above
3000KVA “from Government of Kerala.

15
 1994-95 Best Performance Award for productivity in the state of
Kerala under group “large industries “ from Kerala State
Productivity Council.

1995-96 Best Performance Award for energy Conservation in the

state of Kerala under group “Large Industries “ from Kerala
State Productivity Council

1998 Best performance Award for Energy Conservation in the

state of Kerala under group major industries” from Energy
Management Centre Govt. of Kerala

2003 Kerala State Energy Conservation Award in(2000) in the

Category of Large Scale Industry

2005 National Energy Conservation Award in Chlor-alkali sector

2008 Pollution Control Award from State Pollution Control board

INVESTORS SHARES IN PERCENTAGE

Table No: 2.2.2

INVESTORS % OF SHARE
Government of Kerala 80%
KSIDC 17%
FACT 2%
Sanmar Trading Corporation, Tamil 1%
Nadu
TOTAL 100%

16
2.3 PRODUCT PROFILE

The main products of TCC are Caustic Soda, Chlorine, Hydrochloric Acid form
the basic backbone of the chemical industry as it is important to the country’s
economic growth. These are important to the country's economy very much like steel
and cement.
TCC's main raw materials are common salt (sodium chloride), electricity and water.
The company requires about 3700 units of electricity and 1.72 ton of salt per ton of
caustic soda produced. Common salt is mainly procured from Gujarat and Tamil
Nadu.
PRODUCT 1

Caustic Soda (NaOH)

Caustic Soda is a basic alkali. It came into being in the later half of the 19"' century
with the development of electrolysis. Caustic soda lye, obtained from Membrane
Cell is a clear colourless, odourless and soapy liquid. TCC is producing 2 types of
caustic soda:
1. Caustic soda lye
2.Caustic soda flakes

Concentration of caustic soda using Mercury cell technology is 52%, but the
strength of the same using Membrane Cell Technology is 39-42%.

Uses of Caustic Soda:-

l. In bleaching, dyeing, mercerizing.
2. For processing of Monazite and refining of Bauxite.
3. A purification agent and absorbent for acid gases.
4. A cleaning agent.
5. For refining petroleum fractions.
6. Reagent for production for various organic chemicals.
7. Pharmaceuticals.

17
Industries served-
1.Paper
2.Pulp
3.Textiles
4.Rayon
5. Mineral and rare earth elements

6. Fertilizers
7. Heavy chemicals
8. Engineering

Major customers of Caustic Soda-

1. The Fertilizers And Chemicals Travancore Ltd. (FACT)
2. Kerala Minerals and Metals Ltd. (KMML), Kollam
3. Indian Rare Earths Ltd. (IRB), Udyogamandal
4. Hindustan Newsprint Ltd. (HNL), Vellore, Kottayam
5. Hindustan Insecticides Ltd, Udyogamandal
6. Hindustan Lever Ltd, Kochi
7. Cochin Minerals and Rutiles Ltd. (CMRL), Edayar
8. Hindustan Organic Chemicals Ltd. (HOCL), Ambalamedu

PRODUCT 2
Caustic Soda Flakes
Caustic soda lye is fused to produce caustic soda flakes. There is a continuous caustic
fusion plant that produces caustic soda flakes. It is a white deliquescent solid in flakes
form. Caustic soda flakes have concentration of 98% to 99% NaOH. It is usually
packed in 50 kg sacks.
Quality (Metric ton)0/Annum:3000

Uses of caustic soda flakes:

l. Rubber chemicals
2. Aluminum products

18
 3.Dyes and Pharmaceuticals
4. Extraction of petroleum products
5. Extraction of Zinc

PRODUCT 3
Chlorine
Chlorine, a co-product obtained in the process of manufacture of caustic soda is a
chemical used for the manufacturing of plastics, various organic and inorganic
chemicals, petrochemicals, textiles, paper, insecticides and pharmaceuticals, it is the
traditional water purification agent. Chlorine and Chlorine compounds on
pharmaceuticals industry has served billions of life since its discovery and use.
51532 metric ton chlorine is produced in TCC per annum. Chlorine is manufactured
in Chlorine Liquefaction Plant.
Specifications:
1. It is a greenish yellow characterized by pungent smell.
2. Liquid Chlorine is amber in colour and is one and halftime as heavy as water.

Uses of Chlorinez-
l. Producing insecticides like DDT, BHC etc. and pesticides like Aldine.
2. In purifying drinking water and sterilizing sewage effluents.
3. For manufacturing PVC and allied co-polymers.
4. For producing chloramines and its organic derivatives.
5. For upgrading titanium content in Limonite.

PRODUCT4
Hydrochloric Acid (HCL) HCL

It is made in HCL Plant at TCC. The colour of HCL Acid is greenish pale yellow.
The company also produces high Purity HCL, which is used for Ossian, fertilizers,
etc. HCL finds its application in a number of chemical industries such as mineral
processing, food, industry, water treatment etc. it also serves the industries like
engineering, starch and plastics. 127742 Metric of HCL is produced in TCC per
annum.
19
 Uses of Hydrochloric Acid:-
l. For the production of Ammonium Chloride and in the manufacture of the
Phosphoric Acid.
2. In Monazite processing, for the separation of rare earths as chlorides from
Thorium.
3. A cleaning agent in Galvanizing.
4. For the manufacture of PVC.
5. For hydrolyzing starch into sugar.

PRODUCT 5
It is manufactured in Sodium Hypochlorite Plant. Sodium Hypochlorite known as
Soda Bleach finds its application in bleaching and disinfectant and also in the
extraction of rare earth chemicals. It is a pale yellowish green color liquid; soda
bleach is the only branded product that is produced by the company.
Specifications.:-
1. It is a pale yellowish green colour liquid.
2.Mercury free.
Uses of Sodium Hypochlorite:-
1.Bleaching agent in paper and textile industry.
2. Disinfecting agent.
3. Pharmaceutical industry.

20
3.1 REVIEW OF LITERATURE

The success of any organization depends on appropriate use of human assets

available in the organization. All other assets could only be supplementary to human
assets. Towards augmenting the human resources and to cope with changes – both
internal and external, the organization has to concentrate necessarily on developing
the ability, wisdom and skills of its workforce. For the development of human asset,
‘training’ becomes the base. Training is a tool to attain individual, organizational
needs related to the jobs undertaken and is also intended to improve the work culture
of the group involved in a group task. An ideal training programme can be expected to
change the attitude, skills and develop forward vision of the participants towards the
task.

Study of jobs and skill analysis is necessary. The training thus imparted would help
the employees to adjust to their job requirements. Training needs for supervisors need
to be identified through careful observations, which indicate poor performance, low
production, high cost, poor product quality, high scrap, spoilage, wastage, accidents,
absenteeism, and turnover. While Building knowledge – based society and economy,
particular importance in human Resources management fall on the value of human
resources and management expertise.

Training has been used as a human resource intervention in organization ever since
Taylor experimented with "Scientific Management" towards the end of nineteenth
century and demonstrated the power of attending consciously and continuously to the
up gradation of the skills of employees. In the Taylor framework, training is a
management tool used to address deficiency in knowledge, skills and attitudes of
organizational members which are dysfunctional for the effective performance of the
organization. This framework is also referred to as 'functionalist approach' 'structure
oriented approach', because training is preceded by development of structures, jobs,
methods and processes by the higher management and then geared to upgrade
employee capabilities to fit the jobs or structures.

21
3.2 THEORETICAL FRAMEWORK

3.2.1 TRAINING

According to the Michel Armstrong, “Training is systematic development of the

knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”. (Source: A Handbook of Human Resource Management Practice,
Kogan Page, 8th Ed.,2001)

According to the Edwin B Flippo, “Training is the act of increasing knowledge and
skills of an employee for doing a particular job.” (Source: Personnel Management,
McGraw Hill; 6th Edition, 1984)

The term ‘training’ indicates the process involved in improving the aptitudes, skills
and abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need
training to perform their duties effectively’. (Source: Aswathappa, K. Human
resource and Personnel Management, New Delhi: Tata Mcgraw-Hill Publishing
CompanyLimited,2000, p.189)

The principal objective of training is to make sure the availability of a skilled and
willing workforce to the organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Social.

• Individual Objectives – These objectives are helpful to employees in achieving their

personal goals, which in turn, enhances the individual contribution to the organization.

• Organizational Objectives – Organizational objectives assists the organization with

its primary objective by bringing individual effectiveness.

• Functional Objectives – Functional objectives are maintaining the department’s

contribution at a level suitable to the organization’s needs.

• Social Objectives – Social objectives ensures that the organization is ethically and
socially responsible to the needs and challenges of the society.

22
3.2.2 TYPES OF TRAINING PROGRAMS WHICH ARE PROVIDED TO
THE EMPLOYEE

Different practices are followed in different industries and in different organizations

too. So, the need of training and development programs is depending up on the
requirements of the job profile. Therefore there are various types of programs shared
by different authors. The types of training and development programs are as follows.

FIGURE 3.2.2

Types of Training
Types of training

On the job training Off –the- Job training

1. Coaching 1. Lectures
2. mentoring 2. Conference and
seminars
3. Job instruction training 3. Brain storming
4. Job rotation 4. Role playing
5. Orientation training 5. Sensitivity training
6. Simulations
6. Team building exercises
7. Case studies
7. Special projects 8. In basket experience
8. Experience 9. Business games
9. Apprenticeship training

23
ON THE JOB TRAINING
Coaching and Mentoring
In coaching, the superior plays an active role in training the subordinate. The
superior may assign challenging task to the subordinate for the purpose of training.
The superior may assist and advice the subordinate to complete the assigned task. In
this case, the superior acts as a coach in training the subordinate.

Job instruction Technique

Job instruction training is a step-by-step, relatively simple technique used to train
employees on the job. It is especially suitable for teaching manual skills or
procedures; the trainer is usually an employee's supervisor but can be a co-worker.

Job rotation
Another type of experience-based training is job rotation, in which employees move
through a series of jobs in order to gain a broad understanding of the requirements of
each. Job rotation may be particularly useful in small businesses, which may feature
less role specialization than is typically seen in larger organizations. Job rotation
involves the transfer of trainees from one job to another and sometimes from one
branch to another. Job assignment under a rotation system may last for a period of 3
months to 2 years. The trainee is given full duties and responsibilities of the rotated
position. It is more suitable for lower level executives.

Orientation training
Orientation training is vital in ensuring the success of new employees. Whether the
training is conducted through an employee handbook, a lecture, or a one-on-one
meeting with a supervisor, newcomers should receive information on the company's
history and strategic position, the key people in authority at the company, the
structure of their department and how it contributes to the mission of the company,
and the company's employment policies, rules, and regulations.

24
Team-Building Exercises
Team building is the active creation and maintenance of effective work groups with
similar goals and objectives. Team building is a formal process of building work
teams and formulating their objectives and goals, usually facilitated by a third-party
consultant. Team building may include a broad range of different training methods,
from outdoor immersion exercises to brainstorming sessions. The main drawback to
formal team building is the cost of using outside experts and taking a group of people
away from their work during the training program.

Special projects
The trainees' may ask to work on special projects related with departmental objectives.
By this, the trainees will acquire the knowledge of the assigned work and also learn
how to work with others.

Experience
It refers to learning by doing. This is one of the oldest methods of on-the-job training.
Although this is very effective method but it is very time-consuming and wasteful.
Thus it should be followed by other training methods.

Apprenticeship training
Apprenticeships are a form of on-the-job training in which the trainee works with a
more experienced employee for a period of time, learning a group of related skills that
will eventually qualify the trainee to perform a new job or function. Apprenticeships
are often used in production-oriented positions.

OFF THE JOB TRAINING

Lectures
A verbal method of presenting information, lectures are particularly useful in
situations when the goal is to impart the same information to a large number of people
at one time. Since they eliminate the need for individual training, lectures are among

25
the most cost-effective training methods. But the lecture method does have some
drawbacks. Since lectures primarily involve one-way communication, they may not
provide the most interesting or effective training. In addition, it may be difficult for
the trainer to gauge the level of understanding of the material within a large group.

Conferences and Seminars

This, the participants are required to pool their thoughts, ideas, viewpoints,
suggestions and recommendations. By attending conferences and seminars, trainees
try to look at a problem from different angles as the participants are normally from
different fields and sectors.

Brain storming
This is creativity-training technique; it helps people to solve problems in a new and
different way. In this technique, the trainees are given the opportunity to generate
ideas openly and without any fear of judgment. Criticism of any idea is not allowed so
as to reduce inhibiting forces. Once a lot of ideas are generated then they are evaluated
for their cost and feasibility.

Sensitivity training
In this type of training, a small group of trainees are formed which meets in an
unstructured situation. There is no set agenda or schedule or plan. The main objectives
are more openness with each other, increased listening skills, trust, support, tolerance
and concern for others. The trainers serve a catalytic role. The group meets in isolation
without any formal agenda. There is great focus on inter-personal behaviour. The
trainer provides honest but supportive feedback to members on how they interacted
with one another.

Simulations
Games and simulations are structured competitions and operational models that
emulate real-life scenarios. The benefits of games and simulations include the

26
improvement of problem-solving and decision-making skills, a greater understanding
of the organizational whole, the ability to study actual problems, and the power to
capture the student's interest.

Case Study
The case method is a non-directed method of study whereby students are provided
with practical case reports to analyze. The case report includes a thorough description
of a simulated or real-life situation. By analyzing the problems presented in the case
report and developing possible solutions, students can be encouraged to think
independently as opposed to relying upon the direction of an instructor. Independent
case analysis can be supplemented with open discussion with a group. The main
benefit of the case method is its use of real-life situations. The multiplicity of
problems and possible solutions provide the student with a practical learning
experience rather than a collection of abstract knowledge and theories that may be
difficult to apply to practical situations.

In Basket Exercise
In this technique, the trainees are provided background information on a simulated
firm and its products, and key personnel. After this, the trainees are provided with in-
basket of memos, letters, reports, requests and other documents related with the firm.
The trainee must make sense out of this mass of paperwork and prepare memos,
make notes and delegate tasks within a limited time period."

Business games
Business games involve teams of trainees. The teams discuss and analyze the
problem and arrive at decisions. Generally, issues related with inventories, sales,
R&D, production process, etc. are taken up for consideration.

27
3.2.3 TRAINING PROCESS
Training should be conducted in a systematic order so as to derive expected benefits
from it. P. Subba Rao described training and development process considering four
stages. The training system involves four stages, namely:
a. Assessment of training and development program’s needs.
b. Designing the training and development programs.
c. Implementation of the training program.
d. Evaluation of the training program.
FIGURE 3.2.3
Stages of training program

Stage 1 Stage 2 Stage 3 Stage 4

Assessment of Designing of Implementation Evaluations of

Training Needs Training of Training Training
Programs Programs
Organizational Programs
Analysis Instructional On-the-Job
objectives Methods Reactions
Departmental
Analysis Learning Off-the-Job Learning
Principles Methods
Job Analysis Job Behaviour
Teaching Characteristics
Employee Organization
Principles of the
Analysis Ultimate Value
Instructor
Training
Principles Conducting the
Program
Content
design

28
 3.2.4 EVALUATING TRAINING PROGRAMS
Once a company implements a training program, it must evaluate the program's
success, even if it has produced desired results for other companies and even if similar
programs have produced desires for it. Companies first must determine if trainees are
acquiring the desired skills and knowledge. If not, then they must ascertain why not
and they must figure out if the trainees are failing to acquire these skills because of
their own inability or because of ineffective training programs80. In order to evaluate
training programs, companies must collect relevant data. The data should include
easily measurable and quantifiable information such as costs, output, quality and time.
Throughout the training process, employers monitor how well trainees are learning
about the company, the atmosphere, and their jobs.

3.2.5 PURPOSE OF TRAINING

The effectiveness of an organization is to a degree dependent upon the effectiveness
of its training programme, which should have two purposes:
1. The production of work to required standards of quality, quantity, cost and time as
this is the reason why the organization is in business.
2. The development of staff, by skill and knowledge so as to meet the fore- seeable
needs of the organization and thereby seek to realize the potential of each individual
in these areas.
The purposes explain the main concern such as higher productivity, increased
effectiveness of operations and a safe and harmonious working environment. These
things can be achieved only by teaching new skill or new knowledge to selected
people, reducing time required to learn a new job, by reducing the costs.
Standardization of current methods is to enable the new workers to reach average
earnings, as soon as possible. In this case, the quality standards can be achieved,
maintained and improved. To change the attitudes regarding particular situations and
ensure better operating or care of the machines, spoilage and wastages can be
reduced to a considerable level besides improving safety on the job. Supervisory and
managerial skills can also be developed.
29
4.1PERCENTAGE ANALYSIS

Table No: 4.1.1

DISTRIBUTION SHOWING THE AGE WISE CLASSIFICATIONS OF

EMPLOYEES IN TCC

Age group No. of respondents Percentage

1 Below 25 10 10%
2 26-35 22 22%
3 36-45 19 19%
4 46-55 34 34%
5 Above 55 15 15%
Total 100 100%
Source: Primary Data

FIGURE 4.1.1 SHOWING THE AGE OF THE RESPONDENTS

40
35
30
25
20
15
10
5
0
below25 26-35 36-45 46-55 above 55

INFERENCE

From the total100 employees, 34 employees belongs to 36-45 age category. So,
the largest number of employees are belongs to middle age group.

30
Table No: 4.1.2

DISTRIBUTION SHOWING THE YEARS OF EXPERIENCE

Sl No Experience No. of respondents Percentage

1 0 to 5 years 10 10%
2 5 – 10years 15 15%
3
10–15years 16 16%
4 15 -20years 23 23%
5 20-25 years 36 36%
Total 100 100%

Source: Primary Data

FIGURE 4.1.2 SHOWING THE YRARS OF EXPERIENCE OF THE

RESPONDENTS

40
35
30
25
20
15
10
5
0
0 to 5 years 5 – 10 years 10 – 15 years 15 -20 years 20-25 years

INFERENCE

Majority of employees belongs to 20-25 years of experience.

31
Table No: 4.1.3

DISTRIBUTION SHOWING THE JOB SATISFACTION OF EMPLOYEES IN

TCC

Sl. No. particular Respondents Percentage

1. Yes 82 82%

2. No. 18 18%

TOTAL 100 100%

Source: Primary Data

FIGURE 4.1.3 SHOWING THE JOB SATISFACTION OF EMPLOYEES IN

TCC

90%
82%
80%
70%
60%
50%
40%
30%
18%
20%
10%
0%
Yes No

INFERENCE

The diagram shows that the job satisfaction of employees in TCC. It is inferred
that the majority of the total respondents that is 82% are satisfied with their job. Only
18% have the opinion that they are not satisfied. So the majority agrees that they are
satisfied with the job.

32
Table No: 4.1.4

DISTRIBUTION SHOWING IN THE ATTENDENCE OF RESPONDENTS IN

THE TRAINING PROGRAM

Sl. No Particulars Respondents Percentage

1. Regularly 56 56%
2 Quite regularly 24 24%
3. Not at all 6 6%
4. Rarely 14 14%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.4 SHOWING IN THE ATTENDENCE OF RESPONDENTS IN

THE TRAINING PROGRAM

60% 56%

50%

40%

30%
24%

20%
14%

10% 6%

0%
Regularly Quite Regularly Not at all Rarely

INFERENCE

The above diagram shows that about 56% of the employees attended the training
programs regularly. 24% attended the training programs quite regularly and 14%
attended rarely. Only 6% of the total respondents not at all attended any training
programs.

33
Table No: 4.1.5

DISTRIBUTION SHOWING THE TYPES OF TRAINING GIVEN

Sl. No Particulars Respondents Percentage

1. On the job 22 22%

2. Off the Job 64 64%
3. Both 14 14%
TOTAL 100 100%

Source: Primary Data

FIGURE 4.1.5 SHOWING THE TYPES OF TRAINING GIVEN

TYPES OF TAINING

14%
22%
on the job
off the job
both

64%

INFERENCE

The above diagram shows that 64% of the respondents have the opinion that TCC is
providing off job training. 22% of the respondents have the opinion that TCC
providing on the job training, 14% respondents opinion that both off the job and on
the job providing TCC to the employees.

34
Table No: 4.1.6

DISTRIBUTION SHOWING IF THE TRAINING HELPS IN ACHIEVING

EMPLOYEES OBJECTIVES

Sl. No Particulars Respondents Percentage

1 Strongly agree 66 66%

2 Agree 18 18%
3 Neutral 10 10%
4 Disagree 6 6%
5 Strongly disagree 0 0%
TOTAL 100 100%

Source: Primary Data

FIGURE 4.1.6 SHOWING IF THE TRAINING HELPS IN ACHIEVING

EMPLOYEES OBJECTIVES
0%
6%
10%
Strongly agree
18%
Agree
66% Neutral
Disagree
Strongly disagree

INFERENCE

The above diagram shows that 66% of the respondents strongly agree that the training
programs help them to achieving their personal objectives 18% of them agree to the
statement.10% of them have a neutral opinion. 6% of the respondents disagree to the
statement. There is no person strongly disagree to the statement.

35
Table No: 4.1.7

DISTRIBUTION SHOWING IF THE TRAINING GIVEN IN TCC

ENHANCED THE PERFORMANCE LEVEL OF THE RESPONDENTS

Sl. No Particulars Respondents Percentage

1. To a great extent 62 62%
2. To some extent 16 16%
3. Not at all 12 12%
4. Cannot say 10 10%
TOTAL 100 100%
Source: Primary Data

FIGUE 4.1.7 SHOWING IF THE TRAINING GIVEN IN TCC ENHANCED

THE PERFORMANCE LEVEL OF THE RESPONDENTS

70%
62%
60%
50%
40%
30%
20% 16%
12% 10%
10%
0%
To a great extent To some extent Not at all Cannot say

INFERENCE

The above diagram shows that about 62% of the employees agreed that training
programs enhanced their performance level to a great extent. 16% of the employees
having the opinion that training programs enhanced their performance level to a some
extent. 12% said that the training and development had not at all enhanced their
performance level. 10% of them cannot say an opinion.

36
Table No: 4.1.8

DISTRIBUTION SHOWING HOW THE MANAGEMENT IDENTIFIES THE NEED

FOR TRAINING PROGRAM

Sl. No Particulars Respondents Percentage

1. Based on 14 14%
performance
2. Based on experience 6 6%
3. Based on academic 6 6%
excellence
4. Training need 74 74%
analysis
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.8 SHOWING HOW THE MANAGEMENT IDENTIFIES THE

NEED FOR TRAINING PROGRAM

Based on performance
14% 6%
Based on experience
6%
Based on academic
excellence
74%
Training need analysis

INFERENCE

The above diagram shows that 74% of the respondents said that the management
identifies the training need through the training need analysis. 14% said that it is based
on performance and 6% each responded based on experience and based on academic
excellence.

37
Table No: 4.1.9

DISTRIBUTION SHOWING BENEFITS OF TRAINING

Sl. No Particulars Respondents Percentage

1 Improved efficiency 34 34%
of work
2 Improve morale of 22 22%
employees
3 Reduced supervision 19 19%
4 Better HR relation 25 25%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.19 SHOWING BENEFITS OF TRAINING

25%
34%
Improved efficiency of work
Improve morale of employees
19% Reduced supervision
22% Better HR relation

INFERENCE

The above diagram shows that 34% of employee thinks the benefit of training is
improved efficiency of work. 25% of employee thinks better HR relation, 22% thinks
improve morale of employees and 19% of employees think reduced supervision.

38
Table No: 4.1.10

DISTRIBUTION SHOWING AFTER ATTENDING THE TRAINING

PROGRAMS IF THE RESPONDENTS EVER INTRODUCTED ANY NEW
IDEA IN THEIR WORK

Sl. No Particulars Respondents Percentage

1 Always 30 30%
2 Some time 32 32%
3 Rarely 20 20%
4 Never 4 4%
5 No opinion 14 14%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.10 SHOWING AFTER ATTENDING THE TRAINING

PROGRAMS IF THE RESPONDENTS EVER INTRODUCTED ANY NEW
IDEA IN THEIR WORK

35% 32%
30%
30%
25%
20%
20%
14%
15%
10%
4%
5%
0%
Always Some time Rarely Never No opinion

INFERENCE

The above diagram shows if any respondents ever introduced any new idea in their
work.32% of employees sometimes introduce new ideas. 30% always introduce new
ideas. 20% rarely comes up with new ideas. 14% have no opinion on this. 4% never
introduce any new ideas.

39
Table No: 4.1.11

DISTRIBUTION SHOWING TRAINING HELPS THE EMPLOYEES IN

CAREER DEVELOPMENT

Sl. No Particulars Respondents Percentage

1 Strongly agree 18 18%

2 Agree 66 66%
3 Neutral 10 10%
4 Disagree 6 6%
5 Strongly disagree 0 0%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.11 SHOWING TRAINING HELPS THE EMPLOYEES IN

CAREER DEVELOPMENT

70% 66%

60%
50%
40%

30%
18%
20%
10%
10% 6%
0%
0%
Strongly agree agree neutral disagree strongly agree

INFERENCE

The above diagram shows that 66% of the respondents strongly agree that the training
and development help them in career development. 18% of them agree to the
statement.10% of them have a neutral opinion. 6% of the respondents disagree to the
statement. There is no person strongly disagree to the statement.

40
Table No: 4.1.12

DISTRIBUTION SHOWING THE TIME SAVED BY THE EMPLOYEES

AFTER THE TRAINING PORGRAM

Sl. No Particulars Respondents Percentage

1 0-2 minute 10 10%
2 2-4 minute 17 17%
3 4-6 minute 21 21%
4 6-8 minute 23 23%
5 8-10 minute 29 29%
TOTAL 100 100%

Source: Primary Data

FIGURE 4.1.12 SHOWING THE TIME SAVED BY THE EMPLOYEES AFTR

THE TRAINING PORGRAM

10%
29% 0-2 minute
17%
2-4 minute
4-6 minute

21% 6-8 minute

23%
8-10 minute

INFERENCE

The above diagram shows that 29% of employees agree that they are saved the time
between 8-10 minutes after the training program. 23% of employees saved 6-8 minute,
21% of employees saved 4-6 minute, 17% of employees saved 2-4 minutes and 10%
saved 0-2 minutes of time after the training program.

41
Table No: 4.1.13

DISTRIBUTION SHOWING EMPLOYEES OPINION ABOUT TRAINING

PROGRAMS IN TCC

Sl. No Particulars Respondents Percentage

1 More effective 24 24%
2 Partially effective 16 16%
3 Effective 50 50%
4 Not effective 10 10%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.13 SHOWING EMPLOYEES OPINION ABOUT TRAINING

PROGRAMS IN TCC

60%
50%
50%

40%

30%
24%

20% 16%
10%
10%

0%
More effective Partially effective Effective Not effective

INFERENCE

The above diagram shows employees opinion about training programs in TCC. It is
referred that 50% of the employees opinion is that the training programs are
effective.24% of the employee’s opinion is that training is more effective. 16% of the
employees opinion is that training program is partially effective. 10% of the
employee’s opinion is that training programs provided in TCC are not effective.

42
Table No: 4.1.14

DISTRIBUTION SHOWING IF THE EMPLOYEES GET A CHANCE FOR

PARTICIPATING IN AN EXTERNAL TRAINING SECTION

Sl. No Particulars Respondents Percentage

1 Yes 36 36%

2 No 64 64%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.14 SHOWING IF THE EMPLOYEES GET A CHANCE FOR

PARTICIPATING IN AN EXTERNAL TRAINING SECTION

External training selection

36%
yes
no
64%

INFERENCE

The above diagram shows that the employees in TCC get a chance for participating in
an external training section. 36% of employees get a chance for participating in an
external training section. 64% of employees not get any chance to participate in an
external training section.

43
Table No: 4.1.15

DISTRIBUTION SHOWING EMPLOYEES LEVEL OF SATISFACTION

TOWARDS TRAINING PROGRAMES IN TCC

Sl. No Particulars Respondents Percentage

1 Highly satisfied 18 18%

2 Satisfied 66 66%
3 Neutral 9 9%
4 Dissatisfied 7 7%
5 Highly dissatisfied 0 0%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.15 SHOWING EMPLOYEES LEVEL OF SATISFACTION

TOWARDS TRAINING PROGRAMES IN TCC

0%
Level of satisfaction
9% 7% 18%

Highly satisfied
Satisfied
Neutral
66%
Dissatisfied
Highly dissatisfied

INFERENCE

The above diagram shows the employees level of satisfaction towards the training
program provided by TCC. 18% employees are highly satisfied the training programs.
66% of employees are satisfied, 9% of employees are neutral. 7% of employees are
dissatisfies towards the training program and no one are highly dissatisfied. Towards
the training program.

44
Table No: 4.1.16

DISTRIBUTION SHOWING IF RESPONDENTS FEEL MOTIVATED

THROUGH TRAINING

Sl. No Particulars Respondents Percentage

1 Not motivated 8 8%
2 Motivated 28 28%
3 Highly motivated 44 44%
4 Neutral 20 20%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.6 SHOWING IF RESPONDENTS FEEL MOTIVATED

THROUGH TRAINING

50%
44%
45%
40%
35%
30% 28%
25% 20%
20%
15%
10% 8%
5%
0%
Not motivated Motivated Highly motivated Neutral

INFERENCE

The diagram shows that 44% of the respondents agreed that training and development
highly motivated them. 28% of them agreed to the statement that they are motivated.
20% of the respondents have neutral opinion 8% of them said that they are not
motivated.

45
Table No: 4.1.17

DISTRIBUTION SHOWING IF THE TRAINING GAVE THEM MENTAL

CONFIDENCE TO DO WORK WELL

Sl. No Particulars Respondents Percentage

1 Yes 59 59%
2 No 41 41%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.7 SHOWING IF THE TRAINING GAVE THEM MENTAL

CONFIDENCE TO DO WORK WELL

no
41%

yes
59%

INFERENCE

The above diagram shows that 59% of the respondents are agreeing that training had
given them mental confidence. But 41% of them responded that they didn’t get any
mental confidence to do work well by the training given in TCC.

46
Table No: 4.1.18

DISTRIBUTION SHOWING IF TRAINING MAKES WORKERS EASIER

AND INTERESTING

Sl. No Particulars Respondents Percentage

1 Yes 78 78%
2 No 22 22%
TOTAL 100 100

Source: Primary Data

FIGURE 4.1.8 SHOWING IF TRAINING MAKES WORKERS EASIER AND

INTERESTING

90%
78%
80%

70%

60%

50%

40%

30%
22%
20%

10%

0%
Yes No

INFERENCE

The above diagram shows that 78% of the respondents agreeing that training make
their work easier and interesting. But 22% of them are not satisfied.

47
Table No: 4.1.19

DISTRIBUTION SHOWING EMPLOYEES FEELINGS AFTER TRAINING

PROGRAMS

Sl. No Particulars Respondents Percentage

1 Good 71 71%
2 Bad 29 29%
TOTAL 100 100

Source: Primary Data

FIGURE 4.1.19 SHOWING EMPLOYEES FEELINGS AFTER TRAINING

PROGRAMS

bad
29%

good
71%

INFERENCE

The above diagram shows that 71% of the respondents agreeing that they are feel
good after training. But 29% of them are feeling bad after training.

48
TABLE 4.1.20

DISTRIBUTION SHOWING IF THE TRAINING HELPS IN ACHIEVING

ORGANIZATIONAL GOALS AND TASK

Sl. No Particulars Respondents Percentage

1 Strongly agree 14 14%
2 Agree 40 40%
3 Neutral 26 26%
4 Disagree 12 12%
5 Strongly disagree 8 8%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.20 SHOWING IF THE TRAINING HELPS IN ACHIEVING

ORGANIZATIONAL GOALS AND TASK

8% 14%
12%
Strongly agree
Agree

26% Neutral
40%
Disagree
strongly disagree

INFERENCE

The above diagram shows that 14% of employees are strongly agree to the statement,
40% of them are agreed training programs has considerable effect in the task
achievement of organizational goals. 26% of employees are neutral in their opinion,
12% of employees are disagreeing and 8% of employees are strongly disagreeing.

49
Table No: 4.1.21

DISTRIBUTION SHOWING TRAINING PROGRAMS HELPS THE

EMPLOYEES TO IDENTIFY AND SOLVING PROBLEMS

Sl. No Particulars Respondents Percentage

1 Strongly agree 16 16%
2 Agree 54 54%
3 Neutral 14 14%
4 Disagree 6 6%
5 Strongly disagrees 10 10%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.21 SHOWING TRAINING PROGRAMS HELPS THE

EMPLOYEES TO IDENTIFY AND SOLVING PROBLEMS

10% 16%
6% Strongly agree
Agree
14% Neutral
Disagree
54% Strongly disagrees

INFERENCE

The above diagram shows that 16% of employees are strongly agree to the statement,
54% of employees are agreed training programs helps to identify the problems and
solving these problems. 14% of employees are neutral in their opinion, 6% of
employees are disagree and 10% of employees are strongly disagree.

50
TABLE 4.1.22
DISTRIBUTION SHOWING TRAINING BUILDUP TEAM WORK

Sl. No Particulars Respondents Percentage

1 Yes 50 50%
2 No 50 50%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.22 SHOWING TRAINING BUILDUP TEAM WORK

60

50

40

30

20

10

0
yes no

INFERENCE

The above diagram shows that both 50% of employees are agreed training build up
team work through training.

51
TABLE 4.1.23

DISTRIBUTION SHOWING THE STUDY METERIAL PROVIDD BY THE

COMPANY

Sl. No Particulars Respondents Percentage

1 Yes 45 45%
2 No 55 55%
TOTAL 100 100%
Source: Primary Data

FIGURE 4.1.23 SHOWING THE STUDY METERIAL PROVIDD BY THE

COMPANY

yes
45%
no
55%

INFERENCE

The above diagram shows that 45% of employees are agree company provide study
material before training program but 55% of employee are cannot agree with this
statement.

52
4.2 WEIGHTED AVERAGE TEST

To weight the factors that influencing the benefits of training programs on a 4 point
scale.

Observed Value

Weight Improved Improve Reduced Better HR Total

efficiency morale of supervision relation
of work employees
1 15 30 25 30 100
2 25 20 40 15 100
3 35 30 10 25 100
4 25 20 25 30 100
Total 100 100 100 100

Calculating weighted average for improved efficiency of work

𝒘𝒊 𝒙𝒊 𝒙 𝒊 × 𝒘𝒊

1 15 15
2 25 50
3 35 105
4 25 100
Total 270

𝑥1 𝑤1 +𝑥2 𝑤2 +𝑥3 𝑤3 +𝑥4 𝑤4

Weighted average =
𝑊1+𝑊2+𝑊3+𝑊4

=270/10
=27

53
Calculating weighted average for improve morale of employees

𝑤𝑖 𝑥𝑖 𝑥𝑖 × 𝑤𝑖

1 30 30
2 20 40
3 30 90
4 20 80
Total 240

𝑥1 𝑤1 +𝑥2 𝑤2 +𝑥3 𝑤3 +𝑥4 𝑤4

Weighted average =
𝑊1+𝑊2+𝑊3+𝑊4

=240/10

=24

Calculating weighted average for reduced super vision

𝒘𝒊 𝒙𝒊 𝒙 𝒊 × 𝒘𝒊

1 25 25
2 40 80
3 10 30
4 25 100
Total 235

𝑥1 𝑤1 +𝑥2 𝑤2 +𝑥3 𝑤3 +𝑥4 𝑤4

Weighted average =
𝑊1+𝑊2+𝑊3+𝑊4

=235/10

=23.5

54
Calculating weighted average for better HR relation

𝒘𝒊 𝒙𝒊 𝒙 𝒊 × 𝒘𝒊

1 30 30
2 15 30
3 25 75
4 30 120
Total 255

𝑥1 𝑤1 +𝑥2 𝑤2 +𝑥3 𝑤3 +𝑥4 𝑤4

Weighted average =
𝑊1+𝑊2+𝑊3+𝑊4

=255/10

=25.5

INTERPRETATION

Attributes Weighted Average Rank

Improved efficiency of 27 1
work

Improve morale of 24 3
employees

Reduced supervision 23.5 4

Better HR relation 25.5 2

INFERENCE
The highest rank is for improved efficiency of work. That is the employees agree the
training programs helps to improved efficiency of work.

55
4.1.3 CHI-SQUARE TEST

To find out whether there is any significant relationship between experience and level
of satisfaction towards the training program.

H0: There exists no significant relationship between experience and level of

satisfaction towards the training program.

H1: There exists significant relationship between experience and level of satisfaction
towards the training program.

Observed frequency

EXPERIECE SATISFACTION TOWARDS TRAINING TOTAL

PROGRAM
Highly Satisfied Neutral Dissatis Highly
satisfied fied dissatisfied
0-5 7 5 2 1 0 15
5-10 6 7 4 2 0 19
10-15 3 16 2 2 0 23
15-20 1 22 1 1 0 25
20-25 1 16 0 1 0 18
Total 18 66 9 7 0 100

56
Expected frequency

EXPERIENCE SATISFACTION TOWARDS TRAINING TO

PROGRAM TA
L
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied
0-5 2.7 9.9 1.35 1.0 0 15
5-10 3.42 12.5 1.75 1.33 0 19
10-15 4.14 15.8 2.0 1.61 0 23
15-20 4.5 16.5 2.25 1.75 0 25
20-25 3.24 11.88 1.62 1.26 0 18
Total 18 66 9 7 0

Chi-Square calculation

O E O-E (O-E)2 (O-E)2/E

7 2.7 4.3 18.49 6.84
6 3.42 2.58 6.7 1.95
3 4.14 -1.14 1.3 0.31
1 4.5 -3.5 12.3 2.7
1 3.24 -2.24 5 1.5
5 9.9 -4.9 24 2.4
7 12.5 -5.5 30.3 2.4
16 15.8 0.82 0.67 0.04
22 16.5 5.5 30.25 1.8
16 11.88 4.12 0.17 0.01
2 1.35 0.65 0.42 0.31
4 1.75 2.25 5.05 2.8
2 2.0 0 0 0

57
 1 2.25 -1.25 1.56 0.6
0 1.62 -1.62 2.62 1.6
1 1.0 0 0 0
2 1.33 0.67 0.44 0.33
2 1.61 0.39 0.15 0.09
1 1.75 -0.75 0.56 0.32
1 1.26 -0.25 0.06 0.04
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Total 26.04

2
(𝑂 − 𝐸)2
𝜒 =
𝐸

= 26.04

Degree of freedom=(r-1) (c-1)

= (5-1) (5-1)

=16

Level of significance at .05= 26.296

Here T.V > C.V

Hence, the calculated value is less than table value, H0 is accepted.

That is, there is no significant relationship between experience and level of

satisfaction towards the training program.

58
4.1.4 CORRELATION

To find the correlation between the experience and time that could be saved after the
training program.

Experience (x) Time saved after the training

program(y)
0-5 0-2
5-10 2-4
10-15 4-6
15-20 6-8
20-25 8-10

Calculating the correlation between the experience and time saved after the training
program.

x Y x*y x2 y2

2.5 1 2.5 6.25 1

7.5 3 22.5 56.25 9
12.5 5 62.5 156.25 25
17.5 7 122.5 306.25 49
22.5 9 202.5 506.25 81
∑x= 62.5 ∑y= 25 ∑x*y= 412.5 ∑x2 = ∑y2 =165
1031.25

Equation for finding correlation coefficient (r) is

𝑛 ∑ 𝑥𝑦 − (∑ 𝑥 ∑ 𝑦)
𝑟=
√[𝑛 ∑ 𝑥 2 − (∑ 𝑥)2 ][𝑛 ∑ 𝑦2 − (∑ 𝑦)2 ]

59
 5×412.5−(62.5×25)
=
√(5×1031.25−62.52 )(5×165−252 )

=1

There is positive correlation between experience and time that could be saved after the
training program.

60
5.1 FINDINGS

 34% of the respondents belong to the age group of 4-55 years.

 36% of the respondents have the experience for 20-25 years.
 82% of the employees are satisfied with their job in the company.
 56% of the respondents attended the training program regularly.
 64% of the respondents are telling that training given in TCC is off the job
training
 Majority of the employees strongly agrees that the training help is in achieving
employee’s objective.
 Majority of the respondents said that the training given in TCC enhanced the
performance level of employees.
 74% of employees were having the opinion that the management identifies the
need for training program by the training need analysis.
 Most of the respondents are said that the training improved efficiency of wok.
 32% of the respondents sometimes introduce new ideas in their wok
 Majority of the respondents agrees that training helps the employees in career
development.
 It is found that 29% of employees saved 8-10 minutes after the training
program.
 It is found that half of the employee’s opinion about training programs is
effective.
 Majority of the employees said that they don’t get a chance to participate in an
external training selection.
 66% of the employees are satisfied with the training program provided by the
training program.
 Most of the respondents are highly motivated with the training program
provided by the company.
 56% of the respondents are agreeing that training had given them mental
confidence.

61
 78% of the respondents said that through training their work will be make
easies and interesting.
 Majority of the employees said that they feel good after training.
 40% of them are agreed training programs has considerable effect in the task
achievement of organizational goal.
 Majority of the employees are agreed training programs helps to identify the
problem and solving these problems.
 It is found that both 50% of employees are agreed training build up team work
through training.
 55% of employees cannot agree that company provide study material before
training program.
 In weighted average test, the highest rated benefit of training is improved
efficiency of work.
 In chi-square test, it is proved that there exist no significant relationship
between experience and employee’s level of satisfaction towards training
program.
 In correlation test, there exist a positive correlation between experience and
time saved after the training program.

62
5.2 SUGGESSIONS

 The company should try to provide on h job training than the off the job
training to the employees.
 The company should have a compulsory training program for all employees in
order to improve the knowledge and technical skills.
 The company should provide adequate materials for training so as to improve
the training program provided.
 Training should be provided to the employees for maintain and increase the
production.
 Some of the respondents are only satisfied with the external training selection
so company focused more with the external training
 Through training company should try to create effective team work with
employees.
 Company should make effective training programs so that employees acquire
new knowledge during the training.

63
 CONCLUSION

Companies whose investment perspective is on human resource management view

training as an opportunity to increase long-term productivity. Investing in training is
imperative for any organization, which will certainly realize a return on its investment
in training its workers. Employees are essentially assets to an organization and should
therefore be treated as human capital. The more that is invested in them, the more that
can be expected from them in terms of performance behavior which can give the
organization its competitive edge.

The evaluation process that follows training is very important as there may be
deficiencies in the training programme; therefore, feedback is essential if management
is to address issues that may have to be revised and/or enhanced. Effective employee
training leads to an increase in quality as a result of potentially fewer mistakes.
Moreover, effective training programmes allow for the organization to maintain a
workforce that can adequately replace employees who may leave the company or who
are moved to other areas.

The study was conducted in TCC LTD Ernakulam, in order to understand how the
training programs conducted within the company would help employees in gaining
more knowledge and skills. And also how well it helps in career development
opportunities to the employees. The outcome of the study was positive.

64
 BIBLIOGRAPY

Books

1. Personnel Management, McGraw Hill; 6th Edition, 1984

2. Aswathappa K. Human resource and Personnel Management, New Delhi
3. A Handbook of Human Resource Management Practice, Kogan Page, 8th
Ed.,2001

Reference

1. Files
2. Manuals
3. Annual Reports

Website

1. http://www.tcckerala.com

65
 APPENDIX

As a part of this project work

Personal details :
Name :
Age :
Experience section :
Department :
Research details

1. Are you satisfied your job in this company?

Yes. No.

2. Do you attend the training programs regularly?

Regularly Quite regularly

Not at all Rarely

3. Types of training programs provided by the company?

On the job Off the job Both

4. Do you agree you can achieve your objectives through the training programme?
Strongly agree Agree Neutal
Disagree Strongly Disagee
A
5. Do you think the training given in TCC enhanced your performance level?

To a great extent To same extent

Not at all cannot say

6. How does the management identify the need for training programs?

Based on performance Based on experience

Based on academic excellence Training need analysis

66
7. What do you think are the benefits of training?

Improved efficiency of work Improve morale of employees

Better HR relation Reduced supervision

8. After attending the training programs have you ever introduced any new idea in
Your work?

Always Some time

Rarely Never

9. Do you think training and development helps the employees in career

development?

Strongly agree Agree Neutral

Disagree Strongly disagree

10. How much time you generally saved after the training program?
0-2 2-4 4-6
6-8 8-10
11. What is your opinion about training programs?

More effective partially effective

Effective Not effective

12. Did you get any chance for participating in an external training section?

Yes No

13. What is your level of satisfaction towards the training program?

Highly satisfied Satisfied

Neutral Dissatisfied Highly dissatisfied

67
14. Do you feel motivated through training

Not motivated Motivated Highly motivated

Don know Neutral

15. Have you ever got any mental confidence to do a work well by training?

Yes. No.

16. Does the work become easier and interesting after each training programs?

Yes. No.

17. How do you feel after training program provided by the company?

Good Bad

18. Do you agree training has considerable effect in the task and achievement of
Organizational goals

Strongly agree Agree Neutral

Disagree Strongly disagree

19. Training programs helps you to identify the problems and solving these problems?

Strongly agree Agree Neutral

Disagree Strongly disagree

20. Does training builds up team work?

Yes No
21. Do company provide study material before the training program?
Yes No

68
69