INTRODUCTION

Training and development plays a very important role in every organization. It is a

integral function of human resource development. It is regarded as means of achieving the
highest level of efficiency from the employees by providing them necessary skills needed for the
job.

The need for training and development arises right from the initial stages of recruitment.
The organization recruits new talents to work in their organization. They are to be trained
properly so that they can get a practical experience of their work. The need for development
arises when the already trained employees are required to polish their skills so that they can be
made suitable to serve the organization in a multi-dimension way.

There will be a number of ways of carrying out an operation. By means of training the
employee will be trained to carry on the work in the most suitable in the most efficient manner.

Flippo has defined training as the act of increasing the skills of an employee for doing a
particular job.

Human resource management is a part of the general management and therefore all the
principle of management are applicable to the also .it is the management of personnel i.e. human
resource. It includes the functions of employment training ,development, welfare and
compensation, these functions are usually performed by the department in consultation with the
officials of other department .

Human Resource management is a pervasive function of management .It is performed by

all managers of various levels in the organization .Human resource management is not function
of human resource department alone, it is concerned with helping employees to develop their
potential abilities of the employees may be developed to the best of the organization. Finally
human resource management as a function needs to be performed on a continuous basis.

In achieving organizational goal the objectives of each and every functional area should
either directly or indirectly contribute. So also here in Human resource management.

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To achieve an effective utilization of human resources:

1 To establish good and healthy relationships among all workers of an organization by

defining clearly the responsibility, accountability, authority for each job its relations with
other jobs in the organization.
2 To create a sense of involvement,commitment and loyalty among the workers towards
organization
3 To generate maximum individual/ group development with the organization by offering
opportunities through training , job and education etc.,
4 To recognize and satisfy the basic needs of workers in the form of monetary
compensation and protection against such hazards of life as illness, adage ,disability,
death, unemployment etc., so that the employees may work willingly and co-operate to
achieve organizations goal
5 To maintain high morale and better human relations inside an organization by improving
the working conditions.

2
 NEED OF THE STUDY

Every organization big or small, productive or non-productive, economic or social, old or

newly established should provide training to all employees irrespective of the qualification, skill,
suitability for the job etc. Thus no organization can choose whether or not to train employees.

Training is not something that is done once to new employees; it is used continuously in
every well-run establishment. Further, technological changes, automation, require updating the
skills and knowledge. As such an organization has to retain the old employees.

To match the employee specification with job requirements and organization needs
organizational viability and the transformation process
Technological advances
Organization complexity
Human relations
Change in the job assignments

The need for training also arises to

Increase productivity.
Improve quality of the productive/ service.
Improve organizational climate.
Prevent health and safety.
Prevent obsolescence.
Effect the personnel growth

Since training is a continuous function for hr people the need of the study is justified.

3
 SCOPE OF THE OF THE STUDY

Training is an important part of human resource department in any organization .This study
has been analyzed to bring out any loopholes in the training needs identification process and
conducting of training programs. For the development of the process suggestions have been
collected from all participates so that it will be helpful for the training managers to relook the
process and can take necessary steps to gain satisfaction from all employees.

The study is only for the training and development of employees.

The study has a scope of various level i.e., education, linguistic understanding capacity,
areas of interest, personal attitude, behavioural aspects , working levels, designated
levels, sectional levels etc, where as this flow is a multilingual and social levels.
The study has also scope of various dimensions, such as pre- learning as per the profile of
employees, expenditure to be involved and required infrastructure, faculty management,
value addition (outputs of the Training).
The calculation under the topic covers time requirement for learning as per the profile of
employees, expenditure to be involved and required infrastructure, faculty management,
value addition (outputs of the training).

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 OBJECTIVES OF THE STUDY

To study the overall training and development programs of JEYPORE SUGARS LTD.
To study the methods used in conducting the training programs.
To study the training programs provided by the company to their employees.
To study the qualitative aspects of the training programs.
To study whether there is adequate development of human relations competencies
through training.
To study in particular training and development measures offered by the company
JEYPORE SUGARS.
To study whether there is increase in the efficiency of the employees.

5
 METHODLOGY OF THE STUDY

The information for the study was collected from the personnel of Human Resource
Department, standard books, manuals and the reports provided by Human Resources
Department.

The present study is taken up as a part of the project work with the board aim of
understanding overall functions of the management of JEYPORE SUGARS Ltd., one of the
GOOD SUGAR FACTORY in India.

As such the main of the present study is to evaluate the various training and development
activities taken up in the organization under contribution to increase the efficiency of the
employees.

Data collection is of two types followed in the organization while conducting study.

1 Primary data
2 Secondary data

1. Primary data

The primary data was collected by the researchers with the use of standard and accepted
techniques i.e., through questionnaire and interview methods. A simple random sample has been
followed for picking up of respondents. As all the people may not be covered under this sample,
so research has tried together the information through personal meetings, discussion with the
executives and manages to understand their perceptions and views on wages and salary administration.

2. Secondary data

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 For collection of secondary data the researchers has thoroughly gone through the
company reports, articles from journals, reference of books in the college library.

Sampling method:

The method adapted here is the random sampling method. A random sample size is that where
each item in the universe has an equal chance of being selected . I have selected is 75 employees because
the organization is concerned to very few to few employees.

Sample size:

I have selected is 60 employees because the organization is concerned to very few to few
employees.

Research tool:

A structured, open and questionnaire was designed and used for the study .It consists of 15
multiple choice questions.

Period of the study:

The total period of study is 2 months.

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 LIMITATIONS OF THE STUDY

The study is restricted to HR departments only.

Only few employees were covered due to time constraint.

To collect the data from the busy people at work was very difficult.

Being students we have our own limitations so this report is not a true reflective of what

the industry as an whole.

The given time is very less i.e., only 60 days.

Some of the respondents hesitated to answer some questions.

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 PROFILE OF THE SUGAR INDUSTRY

HISTORY:
Sugar industry is very important to the Indian National economy because of its multiple
contributions in the shape of employment, provision of raw materials to the other industries.

Further it accounts for providing employment to scopes of thousands in the sugar trade,
in the transport of sugar cane and sugar etc. The bi-products are used as raw materials in
industries such as alcohol, plastics, synthetics, rubber, fiberboard, pharmaceuticals, paper etc.
The sugar industry in recent years has begun to export sugar, thus earning valuable foreign
exchange. Besides it provides Rs.300 Crores in the form of faces to the Excheques. Considering
these many facts of importance of the industry, it ranks second among the major consumer
industries of this country next only to cotton textile industry.

Location:

The sugar industries mostly oriented to a single material namely sugarcane which forms
60% of the total cost of production. Therefore, the industry of sugar is naturally conditioned by
the availability of sugarcane and facilities of transporting raw material is essential because the
sucrose content of the sugar cane begins to decrease soon after the cane is cut. Biogases obtained
as a bi-product during the production is used by the factories for generating power. Therefore
power is not at all a nominating factor in determining the location of sugar industry. In recent
times, Technical feasibility and Economic availability of sugar projects have been given
importance in the location of sugar industry. Sugarcane grows both in tropical and sub-tropical
regions. In India AP, Tamil Nadu, Mysore, Kerala & Maharashtra comes under tropical regions.

9
UP, Bihar Punjab, Haryana West Bengal, Orison, Rajasthan & MP come under sub-tropical
regions.

The industry is predominantly localized in Madhya Pradesh next to up the industry is

mainly connected in Maharashtra, Bihar and in the eastern coastal districts of Andhra Pradesh.
The sugar factories has to get fresh supplies of sugarcane direct from the fields. Moreover, the
cost of the cane cultivation is less & the cultivators are not accustomed to cultivate alternative
crops like groundnuts, chilies, plantains etc.

In recent years, the location factors have influenced the dispersal of sugar industry to the
south. The sucrose content in the sugarcane grown in the tropical regions is greater than sub
tropical regions and the development of cane on the south is mainly responsible for bringing
about location changes in the industry.

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 INTRODUTION OF SUGAR INDUSTRY

India is the second largest producer of sugarcane next to Brazil. The later produces
primarily raw sugar while India produces almost exclusively white crystal sugar. In India apart
from sugar other traditional sugarcane sweeteners-Khanda-Sari and gur are also produced for the
rural markets. Taking all sweeteners sugar khanda-sari and gur India is worlds largest producer
of sugar followed by the Brazil in the second place. There are 493 sugar mills operating in India
with an aggregate installed capacity of 16.2 million tones of these 152 are in the private sector,
21 in the co-operative sector and 70 in the public sector.

11
 The Sugar Industry has been totally regulated and controlled for the past 50 years. Sugar
is declared as an essential commodity under the Essential Commodities Act 1995 and a plethora
of legislations and control orders regulate almost every aspect of industry with the objective of
increasing production and also making available sugar at affordable price to the consumer.
Controls included licensing, administrated price for sugarcane, reservation of cane areas, control
over the price of sugar and restriction of sale/movement of the bi-product molasses were
controlled for a long time. Under the sugar cane control order, statutory minimum price for cane
every year of the commission on Agricultures cost industry.

PRE 1995 ERA:

Until 1995, the industry was totally regulate and to a certain extent protected Sugar was a
scheduled Industry and for setting up new units for expanding existing units license was required
under the Act.

A review of industrys growth since 1950 reveals that not withstanding the control and
regulations. The industry did grow substantially while the number of factories rose from 139 in
1950-51 to 423 in 2001-2002. The installed capacity increased tenfold from 1.67 million tonnes
to 6.5 million tones, sugar cane production from 69.2 million tonnes to 300 million tones in
2000-2001. Sugar production swelled from 1.1 million tonnes to 18.6 millions tones during the
same period.

Imports of sugar was not generally permitted and when imports were necessary, the
Government was the sole importer and availability of foreign exchange was a constraint, exports
were canalize and were affected in years of surplus stocks.

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POST 1995 SCENARIA:
Even while retaining partial control and dual pricing, the Government has been initiating
since 1995 a number of measures as a part of the process of liberalization, to unleast the potential
of the industry, some of the significant initiatives are :

The molasses control order under which the price, movement and distribution of
molasses were all controlled, was rescinded, enabling the industry to realize the full value of
molasses and set-up molasses based downstream industries.

Sugar was de-licensed and creation of new capacity was freed from licensing. The only
constraint was availability of sugarcane. The export promotion act was replaced and an export of
sugar was decimalized. Enabling mills to undertake exports on their own and complete directly
in the international market.

The Government has progressively reduced the levy obligation imposed on producers
from as high as 65% in the early 80s to 10% of effective March 2003.

GROWTH OF SUGAR INDUSTRY

There were only 29 factories in India during the year 1931. Protection granted to the sugar
Industry in 1931 brought tremendous growth in the number of locations. The number of factories in
operation has grown from 29 to 140 in 1950-51 out of which 110 factories were in northern parts of India.
During the next decade the number of factories increased to 174 out of which 116 factories were in the
sub-tropical region in the northern India. Finally the number of factories has grown from 200 in 1965-66
to 338 in 1984-85 of which nearly 75% of the factories are located in the northern India.

The industry is predominantly localized in the Uttar Pradesh, particularly in the districts of
Meerut, Saharnpur, Bijmour, Bareilly, Muzaffar Nagar, Moradabad and Rampur, next Uttar Pradesh; the
industry is mainly responsible for bringing about location changes in the industry. Further the sugar
industry has received greater impetus from the completion of numerous irrigation projects like the Irwin
canal in Mysore (Karnataka), Nizamsagar and Thungabadra projects in Madras (Tamil Nadu). Added to
this, the discriminatory policies pursued by the government are also responsible for the faster rate of the
growth of the industry in the south.

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 Given transport facilities and access is necessarily dependent up on the availability of
cane in the region. This concentration is substantiated from observation of the trend of size
established in different regions of this country in relation to availability of cane, comparatively
the size of the sugar mills in Uttar Pradesh, Bihar and Maharashtra where continuous availability
of cane is assured is observed to be large. Grant of production to the Industry in 1932 also helped
the units to increase their size.

The average per day crushing capacity of the Industry increased tremendously from 481
tons per day in 1932 to 1365 tons, it has been found by the planning Commission that the cane
crushing capacity of sugar factories working in our country various from 220 tons to 3200 tons
per day. In Uttar Pradesh and Bihar majority of the Sugar mills have a cane crushing capacity of
2500 tons of sugar cane per day. A factory with a crushing capacity of 2500 tons of sugar cane
per day is considered to be an economical unit, under the present-day working conditions. The
number of factories rose from 139 in 1950-51 to 423 in 2008-2009.

IMPORTS & EXPORTS OF SUGAR:

In view of cost of cane and sugar production in India, it could not complete with other
favourb1e countries and to honour commitments and maintain International standard quality.

Sugar export promotions act up to middle of 1961. Government did not subsidize losses
on exports and sugar up to middle of 1961. Government did not subsidize losses on exports and
sugar factories got prorate payment. However in view of substantial quantity of Sugar in later
years government stopped subsidizing these losses. The export policy has been largely
influenced by the need for earning foreign exchange during shortages of fall in the production of
Sugar.

Some of the Sugar Trading Companies:

STC (State Trading Corporation)

MMTC (Minerals and Metals Trading Corporation) are the buying agencies for our country

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INDIA-SET TO INCREASE EXPORTS:

India is the worlds second largest sugar producer hopes to step exports this year, buoyed
by fright subsidies and growing pressure on mills to reduce stocks. Vinay Kurnar, Managing
Director of the National Federation of Cooperation Sugar factories, said he was confident overall
Indian Sugar exports would reach at least 1.5 million tones in 2OO2-2OO3, compared with 1.1-
1.2 Mt., in 2002/2002.

India low grade white sugar is increasing finding markets in countries such as Indonesia,
Malaysia, Yemen & Iraq. Traders said India has a window of opportunity over coming months to
promote its exports, as sugar from top producer Brazil will not come into the market until March,
April said Prakash Naiknavaale, Managing Director of the Maharastra Co-operative sugar
factories federation for the next few months. India could later to the needs of countries such as
Indonesia, Malaysia, Somaliya, Iran, Iraq, Bangladesh & Sri lanka were added. Sugar mills in
Maharashtra have recently finalized a deal with private traders to export 7000 tones of white
sugar, most of which will go to Yemen and Indonesia, since December the state has struck deals
to ships some 330000 tones sugar 2002- 2003. Maharashtra has also requested that the Federal
Government should introduce a subsidiary of US 20 a tone to sugar factories in the form of
ocean fright.

India is expected to produce around 17.5 million tones of sugar this year, but produced
18.5 million tones last year. Stocks stood at over 10 million tones at the start of the sugar season
in October.

Sugar industries in Andhra Pradesh:

In Andhra Pradesh there are 34 Industries of which 17 are under the Co-operative sector,
8 are under Government management and another 8 are under private sector. Khandasari mills
are the counter part of sugar mills have been estimated at a number of 120. The Mill at Bodhan
in Nizamabad District is the biggest in Asia. Average can yield per acre in India is 20 tones and
in Andhra Pradesh it is 30 tones. The crushing capacity of all mills in Andhra Pradesh is 57 lakhs

15
tones; private mills could utilize 70% of the crushing capacity. Where as the other mills could
just manage.

Table 1
PRIVATE SECTOR IN SUGAR FACTORIES IN AP
S.no Industry Place District
KCP Sugar &
1 Vuyyuru Krishna
Industries Corporation Limited
KCP Sugar &
2 Lakshmipuram Krishna
Industries Corporation Limited
3 The Andhra Sugars Limited Tanuku West Godavari
4 The Andhra Sugars Limited Tadayahi West Godavari
The Jaipur Sugars
5 Chagallu East Godavari
Company Limited
Sri Saravarya Sugar Mills
6 Chellore East Godavari
Limited
7 Deccan Sugar Samarlakota East Godavari
8 The Kirlampudi Mills Pitapuram East Godavari

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 Table 2
PUBLIC SECTOR IN SUGAR FACTORIES IN AP
S.n
Industry Place District
o
The Nizam Sugars NGS Gayathri
1 Miryalaguda Nalgonda
Sugars Limited

2 NGS Gayathri Sugar Limited Sadasiva Nagar Nizamapatnam

3 Sree Kialas Chemicals Peeru Voncha Khammam

4 Ganapathi Sugar Industries Limited Rang Reddy Medak

Sree Vani Sugars and Industries

5 Mudipadu Chittoor
Limited

6 The Nizam Sugar Limited Didgi Medak

7 The Nizam Sugars Limited Khairatabad Rangareddy

Empee Sugars Limited &

8 Naidupeta Nellore
Chemical Limited

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 Table 3
CO-OPERATIVE SECTOR IN SUGAR FACTORIES IN AP
Sl.
Industry Place District
No
The Amudala Valasa
1 Amudala Valasa Srikakulam
Co-Operative Sugars Limited
2 The Chittoor Co-operative Sugars ltd., Chittoor Chittoor
The Chodavaram Co-Operative
3 Govada Visakhapatnam
Sugars Limited
The Etikoppokka Co-Operative
4 Etiloppaka Visakhapatnam
Agricultural Industries Society Limited
The Kovvur Co-Operative Sugar
5 Kovvur Nellore
Factory Limited
6 The Nagarjuna Co-Operative Sugars Gurazala Guntur
7 The Nandyal Co-Operative Sugars ltd., Nandyala Kurnool
8 The N.V.R. Co-Operative Sugars ltd., Vemuru Guntur
9 The Palais Co-Operative Sugars ltd., Ammagudam Khammam
10 Sri ASM Co-Operative Sugars Limited Pullapalli West Godavari
11 The Deccan Sugar Factory Hanuman Junction Krishna

12 Sri Venkateswara Sugar Factory Renugunta Chittoor

13 Sri Vijay Ram Ganapathi Factory Korukondi Vizianagaram

The Thondava Co-Operative
14 Tuni East Godavari
Sugars Limited
15 West Godavari Co-Operative Sugars Ghimadola West Godavari

16 The Jaikisan Co-Operative Sugars ltd., Hazuragac Karimnagar

17 The Palkol Co-Operative Limited Palakol West Godavari

Technology offers:-

18
 Sugar India is a one stop shop for specialty sugar related technologies. We offer technical
know-how on various aspects of specialty sugars manufacture, storage, plant & machinery,
packaging, handling, drying, crystallization, depolarization, and many more.

Role of co-operative sector:-

During recent year, co-operative sector has been increasing its importance in sugar
industry. There are 211 co-operative sugar factories producing over 60% of total output of sugar.
Co-operative sugar mills have two positive advantages in their favors. First, they get the
maximum supply of sugarcane as almost all sugarcane farmers are members of co-operative
sugar mills. Secondly the profits of the co-operative are distributed among farmers instead of
going into the hands of a few sugar barons.

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PROBLEMS OF SUGAR INDUSTRY IN INDIA

Problem of good quality sugar cane:

The mills have to pay the price of sugarcane as fixed by the Government while the
quality of sugarcane is not often as good as desired by the mills. It is reported that the quality of
sugarcane in northern India is not good per hector productivity of this than sugarcane is very low
and its sucrose content is also less than 9 or 9.5%. This content is 10 or 10.5% in the sugarcane
produced in southern India, per hector productivity of sugarcane in India is 65 ton while in Brazil
it is 148, in Egypt it is 84 and in par it is 117.

Excessive Control:

The Industry has to suffer by the changing Government policies. The Government has not
fixed policy regarding the price and distribution of sugar.

The production of sugar is influenced by the purchasing price of sugarcane depending

upon the cost of cultivation, the industry price of food crops. On the other hand the cane price is
fixed by the Government.

The inefficiency and uneconomic nature of production in sugar mills, to low yield and
short crushing season. The high price of sugarcane and the heavy excise duties by the
Government are responsible for the high cost of production of sugar in India.

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Prompt utilization of by products:
In the process of sugar production using sugarcane, there are some byproducts like
Molasses, biogases, press mud etc. These byproducts can be used in profitable way and thus the
cost of main production can be reduced. Biogases can be used in making wine, alcohol and spirit
press mud is used in the perpetration or carbon paper, shoe polish and rues paper ink. If such
type of factories is established around the sugar mills, cost of sugar production can be reduced.
These factories are not well developed in India. In recent years some steps have been taken in
this direction.

Uneconomic scale of sugar mills:

Many sugar mills in India are running below the economically variable scale, small scale
of the mill incur high production cost to equalize the capital and other costs. It is necessary that
the daily crushing capacity of sugar mill should not be less than 1250 tones in South India, the
proper attention of scale of economy has been paid while setting up the mills. But in North India,
the scale of sugar factories is below economic level. Many of such mills are working as sick
mills. Now before providing the licenses it is ensured that the daily sugarcane crushing capacity
should not be less than 2500 tones.

Short crushing Season:

Although the land is utilized throughout the year crushing season is only 3 to 4 months in
a year. Hence, factories have to be closed for the remaining period. This is making it uneconomic
too.

Obsolescence:

Most of the factories in the private sector were set up five to six decades ago. Their
machinery has by now dilapidated. The cost of production of such units is unduly high owing to
less mechanical efficiency and more down time. It will require more money for modernization of

21
such factories. The worst handicap cropping the Industry is the low level of productivity due to
inadequate irrigation facilities and untimely supply of quality seed material.

Technology:

The level of technology in the Indian sugar industry is quite high and a number of
developing countries have borrowed Indian sugar technologies. Unfortunately, however many of
Indian factories had been up in the early 30s and have become absolute, for these the need of the
hour is modernization, rehabilitation and expanding also attention needs to be paid to cane
development.

High cost and increase in prices:

Due to increase in prices of sugarcane, salaries of labors, allowances, bonus and increase
in tones levied by the government there has been substantial increase in sugar prices. In addition
state government has levied many taxes on this industry which increase in the cost of production.
The efficiency and the cost of production in sugar mills, low yield and short crushing
season, the high price of sugarcane and have excise duties levied by the government etc.., are
responsible for high cost of production of sugar in India. The price of Indian sugar is
considerably higher than the world price of sugar. Apart from the manipulations of stocks by
sugar factories, hurdling, speculations and black marketing of sugar by whole dealers are
rampant in India.

Inappropriate policy of the government:

The sugar policy of the government has been seriously lacking a long-term perspective
controls, decontrols, partial controls etc.. have been used in the Government have been used in
the past in an adhoc manner.It is necessary to ensure supplies of sugar to poorer sections at a
reasonable RATE. But government policies, controls of sugar, dual pricing etc.. have been
designed and implemented for benefit of sugar mill owners and distributors rather than for the

22
benefit of cane growers. The illness and problems of the sugar industry are results of government
Policy.

Cyclic nature of the industry:

One interesting aspect to rate about the sugar industry is its cyclical nature. In typically
good years, that is when sugar cane production soars it is natural for sugar prices to fall. This is
because the supply of sugar is much greater than the demand. It results in fall in price. This
affects the profitability of the mill owners who inturn take a longer time to pay the farmers for
their supply of sugarcane. In addition to this the prices that the farmers receive for their cane is
far lower than what they might have expected. As a result, farmers are forced to turn to
alternative crops in following season.

Sick Units:

One of the major problems of the industry is the existence of the large number of sick units. They
are unable to get breakeven point.

Regulatory measures:

Northern factories showed spectacular progress and expansion in the mid fifties when the
industry was free from controls. The reverse has happened when the control was laid in the north
and let the south free from controls. Thus a chain of regulatory controls have emerged. This has
adversely affected the overall performance of the factorizing all most all the states. Most of the
units incurred losses.

Dental of fair return:

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 We cannot attribute in full this dental of fair return to the industry to the managerial
inefficiency of the mills, as the managerial operations are limited in sugar industry. The industry,
as we know, is largely controlled. Wages are fixed by the wages board. Cane prices are fixed by
the Government. The releases and prices of sugar are also determined by the Government.

COMPANY PROFILE

INCORPORATION OF THE JEYPORE SUGAR LIMITED

The JEYPORE SUGAR COMPANY LIMITED was incorporated as a public

company on 29th July 1936 under company act 1913 and was the first company to be registered
in the newly formed provisions of Orissa. The company started a sugar unit at Rayagada,
Korepet district Orissa with an initial capacity of 150 TCD and subsequently extended up to 450
TCD. The company diversified in to various other activities like manufacture of industrial
alcohol, Indian made foreign liquor and ferromanganese. In the cause of expansion of the

24
company a separate sugar unit was established in at Nagaram in Gunter District, A.P in 1958.
Due to the non- availability of sugar cane, the unit was shifted to Chagallu, West Godavari
District, in A.P in 1961 with installed capacity of 750 TCD and has licensed capacity of 1250
TCD. The Jeypore co ltd, has 4 branches in India. One Branch is in Rayagada and the remaining
3 branches are in A.P.

THE SUGAR UNIT CHAGALLU:

The Jeypore Sugar co ltd (v.v.s sugars), Chagallu was setup in late 1950s by shifting of
the exiting sugar unit of Nagaram village in Guntur District. From the 1 st season of the year
1960-61, this unit was commenced for commercial production. Initially the unit capacity was
850 TCD in the year 1960-61 and later on its capacity is being expanded from time to time. At
present the companys installed capacity and crushing capacity is at about 8500 TCD.

25
26
THE COMPANY LOCATION:

The Jeypore sugar co ltd was setup in chagallu, west Godavari district, A.P. which is 75 km
distance from the head quarters to west Godavari district and 15 km distance to Rajahmundry.

OBJECTIVE OF THE COMPANY:

The objectives of the company as set out in the memorandum and articles of association
are as under

a To establish factories for manufacture of sugar (or) other sugar production materials to
refine and produce sugar and to establish a factory (or) factories for the manufacturing of
any other sugar products including confectionery and by products of the sugar company.

b To distribute any property of the company in specific among the members.

c To establish distilleries obtain licenses for manufacture and sale of alcohol, country
spirits (or) other spirits of all (or) what so ever description.

27
JEYPORE SUGAR COMPANIES:

PLANT LOCATION PRODUCTS YEAR OF INCOPORATION

Distillery Unit,

Rayagada,
Rectified spirit 1948
Orissa.

E.M.Division ,

Rayagada, Ferro Chlorine/ Ferro

1958
Orissa. manganese

V.V.S. Sugars,

Chagallu, Sugar,
1961
Sugar factory, Andhra Pradesh.

Rama Krishna MaizeProducts

,Tudiyalur,Coimbatore Maize 1976

Sri Rama
Distillery,Jangareddygudem,Andhra
Pradesh. Rectified Spirit 1988

Distillery Unit,

Chagallu, 2001
Rectified Spirit

The main Departments of the company:

28
 1 Administrative Department
2 Finance Department
3 Personnel Department
4 Engineering Department
5 Production Department
6 Instrumentation machine department
7 Sales Department

EMPLOYEES DETAILS:

Employees details of JEYPORE SUGARS COMPANY, Chagallu

Total Number of employees -------------------1052

Permanent Employees ------- 508

Seasonal Employees ------- 477

Apprentice ------- 67

Full details are:

29
 Officers -------------- 34

Supervisors -------------- 56

Clerical -------------- 150

High skilled -------------- 15

Skilled -------------- 222

Semi skilled -------------- 161

Un skilled -------------- 102

Others -------------- 245

Apprentice ------------- 67

THEORETICAL FRAME WORK ON

30
 TRAINING AND DEVELOPMENT

TRAINING

Training is concerned with imparting and developing specific skills for a particular
purpose. For example, Flippo has defined training as The act of increasing the skills of an
employee for doing a particular job. Thus training is a process of learning a sequence of
programmed behavior. This behavior being programmed is relevant to a specific phenomenon
that is a job.

In earlier practice, training programs focused more on preparation for improved

performance in a particular job. Most of the trainees use to be form operative levels like
mechanics, machine operators and other kinds of skilled workers. When the problems of
supervision increased, the steps were taken to train supervisors for better supervision; however,
the emphasis was more on mechanical aspects.

Gradually, the problems increased in other areas like human relations besides the
technical aspects of the job. Similar problems were experienced in management group also, that
is, now managers can change their approach and attitudes in order to face the new changes by
them. This required the total change in utilizing the training beyond the operative level to
supervisory and management groups.

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

31
 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

ROLE OF TRAINING

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the
role of HR professionals in training has been widened. HR role now is:

Active involvement in employee education

Rewards for improvement in performance

Rewards to be associated with self esteem and self worth

32
 Providing pre-employment market oriented skill development education and post
employment support for advanced education and training

Flexible access i.e. anytime, anywhere training

The three model of training are:

System Model
Instructional System Development Model
Transitional model

DEVELOPMENT

The term development refers broadly to the nature and direction of change induced in
employees, particularly managerial personal, through the process of training and educative
process. National Industrial Conference Board has defined development as follows.

Management development is all those activities and programmes when recognized and
controlled, have substantial influence in changing the capacity of the individual to perform his
assignment.

PURPOSE OF TRAINING AND DEVELOPMENT

Reasons for emphasizing the growth and development of personnel include

Creating a poor readily available and adequate replacements for personnel who may leave
or move up in the organization.
Enhancing the companys ability to adopt and use advances in technology because of a
sufficiently knowledge staff
Building a more efficient effective and highly motivated team, which enhances the
companys competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs

33
TRAINING AND DEVELOPMENT: A COMPARISION

Training and Development differ from each other in terms of their objectives and
consequently, in terms of their contents. Training is a short term process utilizing a systematic
and organized procedure by which non- managerial personnel learn technical knowledge and
skills for a definite purpose. Development is a long-term educational process utilizing a
systematic and organized procedure by which managerial personnel learn conceptual and
theoretical knowledge for general purpose. No organization has a choice of whether to train its
employees or not, the only choice is that of methods. The primary concern of an organization is
its viability.

Hence its efficiency, and if the organization does not respond to this pressure, it may
find itself rapidly losing whatever share of market it has. Training imparts skills and knowledge
to employees in order that contribute to the organizations efficiency and be able to cope up with
the pressures of changing environment.

The viability of an organization depends to a considerable extent on the skills of different

employees specially that of managerial cadre, to relate the organization with its environment.

ROLE OF TRAINING AND DEVELOPMENT

Training can plays active role in increasing efficiency of employees in the organization.
Training increases skills for doing a job in better way. Though an employee can learn many
things while he is put on a job, he can do much better if he learns how to do the job.

Training increases morale of employees. Morale is a mental condition of an individual or

group which determines the willingness to cooperate. High morale is evidenced by employee
enthusiasm, voluntary conformation with regulations and willingness to cooperate with other to
achieve organizational objectives.

Training increases employees morale by relating their skills with their job requirements.
Training attempts to increase the quality of human relations in an organization has led to various
human problems like alienation, inter-personnel and inter-group problems. Many of these
problems can be overcome by suitable human relations training.

34
 Trained employees require less supervision. They require more autonomy and freedom.
Such autonomy and freedom can be given if the employees are trained properly to handle their
jobs without the help of supervision.

Trained people are necessary to maintain organizational viability and flexibility. Viability
relates to survival of the organization during bad days and flexibility relates to sustain its
effectiveness despite the less of its key personnel and making short-term adjustment with the
existing personnel. Such adjustment is possible if the organization has trained people who can
occupy the positions vacated by key personnel.

OVERVIEW

The Human Resource Development (HRD) department arranges to provide training to the
employees as per the training needs Identified by the concerned departmental heads/functional
heads.

The department is adequately equipped with audio-visual training aids and dedicated
training hall. The department is provided with a good number of reference books on HRD and
management.

Besides external faculty, employees services including workers Teachers, trained by

Central Board for Workers Education, are utilized as internal faculty for in-house training
programs.

Employees are also sent for external training programs, conferences, seminars and
workshops for honing up their knowledge and skills as and when required and identified by the
concerned departmental heads/functional heads. HRD department is managed by qualified and
experienced, personnel.

PRINCIPLES FOR DESIGNING TRAINING PROGRAM

35
 Every organization should formulate a training policy which should include training
objectives basis of training, cost to be incurred on training and methods to be employed for
training.

Every training program has a specific objective in the form of including new behavioral
pattern or acquiring new skills. The organizational policy should indicate the type of skills that
should be acquired by the employees. Whether these will be developed for a specific job or for
different jobs, whether acquisition of skills will be a continuous process or this will be one shot
action.

The second aspect relating to training policy is the determination of the basis on which
the operatives will be selected for training programs. Through all the employees need some kind
of training to perform their jobs effectively the question of deciding the type of employees who
will be trained by specially organized programs becomes important as all employees cannot
participate in these programs.

Cost of training is one of the most important considerations in designing a training

program. A training program involves cost of different types. A training program must be able to
generate more revenues than the cost involved.

Another issue requiring policy decision is the determination of resource personnel who
will impart training whether they will be drawn from within the organization or taken from
outside, or a combination of both.

Organizational policy should also spell out the various training methods to be followed.
This helps in designing the training programs accordingly.

TRAINING AND DEVELOPMENT OBJECTIVES

36
 The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there are
four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives maintain the departments contribution at a level suitable to the

organizations needs.

Societal Objectives ensure that an organization is ethically and socially responsible to

the needs and challenges of the society.

STEPS IN TRAINING PROGRAM

In order to make a training program effective it should proceed through a sequence of steps
as shown below:

Identifying training needs

Preparing training program

Preparing the learners

Implementing training program

Performance try-out

Follow up action.

AREAS OF TRAINING

37
 Organization provides training to their employees in the following areas:

1. Company Policies and Procedures

This area of training is to be provide with a view to acquainting the new employee
within the company Rules, Practices, Procedures, tradition, Management, Organization
Structure, Environmental product/services offered by the company.

2. Training in Specific Skills

This area of training is to enable the employee more effective on the job. The
trainer trains the employee regarding various skills necessary to the actual job.

3. Human Relation Training

Human relation Training I assumes greater significance in organizations as
employees have to maintain relations not only with other employees but also with their
customers. Here employee trained in the area of self learning, interpersonal competence,
group dynamics, perception, leadership styles motivation, grievance redresses etc. It
helps employee to develop team spirit which leads to efficiency.

4. Problem Solving Training

Most of the organizational problems are common to the employees dealing same
activity at different levels of organization. Apart from this when a new problem exists all
the managerial persons is called to discuss the common problems not only that it is used
to exchange of ideas and information that can be used.

5. Managerial and supervision Training

Even the non -manager sometimes perform managerial and supervisory functions
like planning, decision making, organizing, maintaining inter -personal relations,
directing and controlling.

6. Apprentice Training

38
 The apprentice Act, 1961 required industrial units of specified industries to
provide training in basic skills and knowledge in specified trades to educate unemployed/
apprentices with a view to improve their employment opportunity or to enable them to
start their own industry.

TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and learning or

behavioral change takes place in structured format

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training.
They were holding the traditional view that managers are born and not made. There were also
some views that training is a very costly affair and not worth. Organizations used to believe more
in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of retention
tool than a cost. The training system in Indian Industry has been changed to create a smarter
workforce and yield the best results.

METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method, also its
impact on trainees keeping their background and skills in mind before giving training

Cognitive methods are more of giving theoretical training to the Trainees .The various
methods under Cognitive approach provide the rules for how to do something, written or verbal
information, demonstrate relationships among concepts, etc. These methods are associated with
changes in knowledge and attitude by stimulating learning

39
 Behavioral methods are more of giving practical training to the trainees. The various
methods under Behavioral approach allow the trainee to behavior in a real fashion. These
methods are best used for skill development

Methods of cognitive and behavioral approaches are

Lectures
Demonstrations
Discussions
Computer based training
Games and simulations
Behavior modeling
Business games
Case studies
Equipment stimulators
Role plays

MANAGEMENT DEVELOPMENT METHODS

The more future oriented method and more concerned with education of the employees.
To become a better performer by education implies that management development activities
attempt to instill sound reasoning processes.

40
Management development method is further divided into two parts:

METHODS OF TRAINING

The following are the methods of training that are being practiced at Limited:

On - the - Job training.

Off-the-Job training

ON-THE-JOB METHODS

The development of a manager's abilities can take place on the job. The four techniques for
on the job development are

Coaching
Job Rotation
Job Instruction
Training through
Job instruction training
Step-by-Step
Committee Assignments.
Vestibule training
Role Playing
Lecture Methods
Conference or Discussion
Programmed Instruction

1. ON - THE - JOB TECHNIQUES

The following are the on - the - Job methods that are being carried:

Coaching
Under study
Job Rotation

41
 Coaching

This is the method of management development conducted on the job that involves
experienced managers advising and guiding trainees in solving managerial problems.

Understudy

Method of On - the - Job training in which one individual, designated as the heir to a job,
learns the job from the present job holder

Job Rotation

In understudy and coaching the trainee generally receives training and development for
one particular job. In job rotation, the trainee goes from one job to another within the
organization, generally remaining in each from six months to a year.

Advantages

It is relatively inexpensive.
It gives the first hand knowledge and experience under the actual working conditions.
The trainees learn while producing.
It avoids the need for expensive off-site facilities.
It facilities learning.

The trainee gets the feed back at the time the work is performed.

2. OFF - THE - JOB TRAINING

In this method the trainee is separated from the job situation and his attention directed
towards learning the material related to his future job performance. In this method the
trainee's entire concentration will be on learning the job than spending his time in performing
it. The following are the off - the - Job methods that are being carried:

42
 Lectures
Role - Playing
Simulation
Computer based training

Lectures

In this method the instructor organizes the material and gives it to a group of trainees in
the form of a talk. A lecture is the method where it commonly associated with college and
secondary education. An advantage of this method is that it is direct and can be used for large
group trainees, thus reducing the costs and time. The major limitation is that it does not provide
for transfer of training effectively.

Role- Playing

In this method the participants play the role of certain characters, such as production
manager, mechanical engineer and the like. This method of training involves action, doing and
practice. In this method the emphasis is not on problem solving but on skill development. The
advantage of this method is that it affords good interpersonal skills and the individuals are taught
how to act in real situations. The major disadvantage of this method is that some situations
cannot be implemented.

Simulation

Trainees participate in a reality - based, interactive activity where they imitate actions
required on the job. In this method the results of trainee's actions are evaluated and discussed.

This method helps in developing the trainee's ability to make proper decisions in real-life
situations. It also helps in evaluating and correcting the trainee's behavior. To one side it is a slow
process.

Computer based Training

43
 Computer based training techniques like films, power point, video conferencing audiotapes, and
videotapes and be very effective and are widely used. It is easy to provide this training and the trainer can
follow -up with questions and discussion. It also easy to assure that the same information is presented to
each trainee. It is expensive to develop.

Main Features of Lecture Method:

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings

Less expensive
Can be reached large number of people at once
Knowledge building exercise
Less effective because lectures require long periods of trainee inactivity

TRAINING AND DEVELOPMENT IN JEYPORE SUGARS

The corporate office of JEYPORE SUGARS Ltd., is situated at CHAGALLU and office
also at same location. The Human Resources Development Department here in JEYPORE
SUGARS Ltd plays a very vital role with regard to training and development.

Various training programs are taken up for upgrading the skills of the employees of the
organization. Every year annual training calendar is prepared by the Human Resource
Development Department on the basis of consolidation of the identified training needs.

44
The activities of Human resources development department include

Initiating the identification and consolidation of the identified training needs for all levels
employees.
Preparing the annual training calendar on the basis of consolidation of the identified
training needs.
Identification of suitable in-house (or) external faculty of conducting the training
programs either in house (or) externally by nominating employees to programs conducted
by professional training (or) academic institutions.
Providing induction programs for new recruits and trainees.
Evaluating the effectiveness of training programmer through end of session feed back and
year and assessment by the concerned department heads.

Responsibilities of Training and Development

Training and Development-in-charge is responsible for

Preparing the training and modules under the guidance of Human resource development
department head.
Organizing training programs as per annual training calendar and requests in accordance
with the procedure.
Initiating evaluation of training programs conducted for their effectiveness as per
procedures.
Assisting Human resources development department head in all human resources
development activities.
Maintaining the records relevant to the quality system procedural requirements.
Assisting the Human Resource Development Department head in furnishing relevant data
and information pertaining to questionnaires and entry forms received from external
agencies (or) institutions and organizing bench marking activities/competitions/data
collection exercises.

45
 Day to day administration of the department. Even during the initial stages of the
commencement of the training. The reason behind this is that this industry is process
industry and in process industry workers can enhance their skills and increase efficiency
if they properly follow the training provided to them.
The company is having own training cell with the help of which the workers are provided
necessary training to carry on their work in the most efficient manner.
As a result of the training, the employees were motivated and this resulted in a higher
level of morale and increase in the efficiency of the employees.
The maximum outcome of training was seen in the employees who were skilled. Their
skills were satisfactorily upgraded. The training results were also excellent in case of the
employees.

TRAINING METHODS IN JEYPORE SUGARS Ltd

TRAINING METHODS

ON-THE-JOB OFF-THE-JOB
TRAINING TRAINING

Coaching lectures

Understudy Role Play

Job Rotation computer based knowledge

ON THE JOB TRAINING:

Coaching

46
 This is the method of management development conducted on the job that involves
experienced managers advising and guiding trainees in solving managerial problems.

Understudy

Method of On - the - Job training in which one individual, designated as the heir to a job,
learns the job from the present job holder.

Job Rotation

In understudy and coaching the trainee generally receives training and development for
one particular job. In job rotation, the trainee goes from one job to another within the
organization, generally remaining in each from six months to a year.

OFF-THE JOB TRAINING:

Lectures

In this method the instructor organizes the material and gives it to a group of trainees in
the form of a talk. A lecture is the method where it commonly associated with college and
secondary education. An advantage of this method is that it is direct and can be used for large
group trainees, thus reducing the costs and time. The major limitation is that it does not provide
for transfer of training effectively.

Role- Playing

In this method the participants play the role of certain characters, such as production
manager, mechanical engineer and the like. This method of training involves action, doing and
practice. In this method the emphasis is not on problem solving but on skill development. The
advantage of this method is that it affords good interpersonal skills and the individuals are taught
how to act in real situations. The major disadvantage of this method is that some situations
cannot be implemented.

Computer based Training

47
 Computer based training techniques like films, power point, video conferencing
audiotapes, and videotapes and be very effective and are widely used. It is easy to provide this
training and the trainer can follow -up with questions and discussion. It also easy to assure that
the same information is presented to each trainee. It is expensive to develop.

GENERAL TRAINING:

Safety, First- Aid and Fire Fighting

Legal awareness

Cost awareness

Environmental awareness

SELF DEVELOPMENT TRAINING:

Computer literacy

Managerial skills

Supervisory skills

Problem solving tools

ISO TRAINING:

Quality management system training

Environmental management system training

OHSAS 18001 training

48
TYPES OF METHODS EMPLOYED

The organization employs both on the job and off the job methods for the training of the
employees. Under on the job methods employed are seminars, lectures and workshops.

TYPE OF WORKERS EMPLOYED

The organization employs highly skilled, semiskilled, and unskilled workers and training
activities are taken up accordingly.

NEEDS

During the conducting of the training and development activities the main stress is to
fulfill the needs of the organization as well as that of the employees.

APPRAISAL

To assess the effectiveness of the training imparted the trainees fill in the training
program. All the feedback forms are consolidated by the in-charge of the training and
development. Human Resource Development Department head revives the consolidated
feedback information to assess the effectiveness of the concerned faculty, coverage of the course
content, effectiveness of presentation, during of the program from improvement steps in the
future training programs.

Head of the department review the effectiveness of the training by interacting with the
concerned employees who have undergone training programs and assess the impact of the
training on their attitudes, skills, awareness, and competencies.

RESULTS

The results of the training programs are:

Increasing the efficiency of workers.

Increasing the morale of workers.
Increasing the competence of workers.
Organization is able to build an efficient work force which helps in its growth.

49
PROCEDURE FOR PROVISION OF TRAINING

While preparing the training calendar, the training needs are broadly categorized as safety
oriented, behavioral/managerial (soft skills) and technical/functional requirements.
As per annual training calendar, training programs will be arranged and intimation will be
sent to the concerned departments for department for deputing the nominees from the
training program as per schedule. However, in case of exigency and/or in unavoidable
circumstances there will be slippage in the schedule and attempt will be made cover be
slippage in the schedule and attempt will be made cover the same in the subsequent
months/year.
For such programs, where nominations are to be get from different departments, intimation
will be sent to the department for getting suitable nominations from different departments.
For conducting the required training programs, the services of employees as internal faculty
are utilized to the possible extent and whenever necessitated, external faculties are engaged
based on their expertise, reputation and relevance to organizational requirement etc
On completion of training programs, feedback is obtained from the participants to assess the
effectiveness of the faculty and adequacy of the training module besides participants action
plan for utilization and or implementation of key learning point(s).
The feedback from the participants will be considered, where found necessary deemed and
warranted, to introduce charges in the modules or faculty for subsequent programs.
Feedback on the effectiveness of the training imparted to employee is obtained from the
concerned head of the department (HOD) within a quarter after completion of the training
program.
In addition to in-house training programs, as per the recommendation of departmental heads
and/or functional heads, employees will be sent for external training programs, conferences,
seminars, study tours and workshop to hone up their skills and improve the competency
levels.
Feedback is obtained from the participants as well as HODs on the effectiveness of external
programs attended by the employees.

50
 Head (HR) will review the training calendar at the end of the calendar period and
intermittently, if necessary, and act upon as deemed fit to meet the organizational
requirements.

In case of employees stationed at corporate office and regional offices, the concerned
departmental heads will arrange for the required training and maintain the training records of
their respective personnel under their control. However, where and when ever the services of
HRD is required, the same will be extended from fulfilling the training needs.

51
 DATA ANALYSIS & INTERPRETATION

S.no Response No. of Response Total response Percentage

1 Lecture method 24 100 24

2 Interactive training 51 100 51

Session

3 Role Play 15 100 15

4 All 10 100 10

Method of training follows frequently

Table-1

Methods of Training

52
 60
50
40
30
20
10
0

Graph-1

Interpretation:

From the above graph, it shows that 24% of the employees are interested in lecture
method, 51% of the employees are interested in interactive training sessions, 15% of the
employees are interested in role play and 10% of employees are interested in all of them.

53
 Maximum numbers of employees are satisfied with the interactive training sessions
because it helps the employees to easily grab the new things.

Recently, employee development programs are conducted by the management

How far it is useful to you

Table-2

SNO RESPONSE NO.OF TOTALRESPONSE PECENTAGE

RESPONSE
1 ToLarge extent 33 100 33

2 Tosome 54 100 54

extent

3 Not at all 13 100 13

Employee Development Programs

54
 No .of Response
60

50

40
No .of Response
30

20

10

0
To Large Extent To some extent Not at all

Graph-2

Interpretation:

From the above graph, it shows that 33% of the employees think that the employee
development program is useful, 54% of the employees think that the employee development

55
program is useful but up to some extent only, 13% of the employees think that the employee
development program is not useful.

Maximum number of employees agreed that the employee development program

conducted by management is useful to improve their skills

Training given by management by recognizing your needs or only for

numbers sake:

56
 Table-3

S. No Response No .of Response Total Percentage

Response

1 Only for number 20 100 20

2 Improve skills 42 100 42

3 Both a & b 25 100 25

4 Recognize your needs 13 100 13

Analysis:

From the above table , we can observe that maximum number of employees agreed that
the training given by management is to improve their skills.

Training given by Management

Graph-3

57
 Chart Title
45
40
35
30
25
20
15
10
5
0

Interpretation:

From the above graph, it shows that 20% of the employees think that training given by
management is for number sake, 42% of the employees think that training given by management
is to improve skills, 25% of the employees think that training given by management is for
number sake and to improve skills, 13% of the employees think that training given by
management is recognizing their needs.

58
 Maximum number of employees agreed that the training given by management is to
improve their skills.

Is your employee motivation done by the trainer or by the theme of the

programs?

Table-4

S. No. Response No .of Total Response Percentage

Response

1 Theme of the 51 100 51

program

2 Trainer 19 100 19

3 Both a & b 30 100 30

Analysis:

From the above table, we can observe that maximum number of employees agreed that
they have been motivated by the theme of the program.

59
 Employee Motivation

Graph-4

Chart Title
60
50
40
30
20
10
0

60
Interpretation:

From the above graph, it shows that 51% of the employees are motivated by the theme of
the program, 19% of the employees are motivated by the trainer and 30% of the employees are
motivated by both theme of the program and trainer.

Maximum number of employees agreed that they have been motivated by the theme of
the program.

Do you require on the job training or off the job training:

Table-5

S.No Response No .of Response Total Percentage

Response

1 On the job training 66 100 66

2 Off the job training 20 100 20

3 Both a & b 14 100 14

4 Recognize your needs 0 100 0

Analysis:

61
 From the above table, we can observe that maximum number of employees agreed that
they require on the job training because it is helpful for their job.

On the Job Training or Off the Job Training

Chart Title
70
60
50
40
30
20
10
0

Graph-5

62
Interpretation:

From the above graph, it shows that 66% of the employees think that they require on the
job training, 20% of the employees think that they require off the job training and 14% of the
employees think that they require on the job training and off the job training.

Maximum number of employees agreed that they require on the job training because it is
helpful for their job.

Training requires only new employees or existing employees?

Table-6

S .No Response No. of Response Total Response Percentage

1 New Employees 28 100 28

63
 2 Existing employees 5 100 5

3 Both a & b 61 100 61

4 No comment 6 100 6

Analysis:

From the above table, we can observe that maximum number of employees agreed that
they training given by management should be given to both new and existing employees.

Training required to only new employees or existing employees

64
 Chart Title
70
60
50
40
30
20
10
0

Graph-6

Interpretation:

From the above graph, it shows that 28% of the employees think that only new
employees require training, 5% of the employees think that only existing employees require
training, 61% of the employees think that new and existing employees require training and 6% of
the employees dont want to comment it.

65
 Maximum number of employees agreed that they training given by management should
be given to both new and existing employees.

The training which is provided by Jeypore sugars company Ltd on the safety
programs is very much helpful for your personal life or at the work place?

Table-7

S
No
Response No. of Total Percentage
response Response

1 Only for personal life 16 100 16

2 Only for work place 16 100 16

3 Both a & b 62 100 62

4 No Comment 6 100 6

66
Training which is Provided by Jeypore Sugars Company Ltd

Graph-7

Chart Title
70
60
50
40
30
20
10
0

67
Interpretation:

From the above graph, it shows that 16% of the employees think that the safety programs
helpful for only for personal life, 16% of the employees think that the safety programs helpful
for only at work place, 62% of the employees think that safety programs helpful for both
personal life and at work place and 6% of the employees do not want to comment on it.

Maximum number of employees agreed that the safety programs conducted by

management are helpful for their personal life and at work place.

Training given by management in Audio form or in Video Form?

Table-8

S .No Response No. Of Total Percentage

Response Response

1 Audio form 13 100 13

2 Video form 15 100 15

3 Both a & b 72 100 72 68

Analysis:

From the above table, we can observe that maximum number of employees agreed that
the training given by management should be in both Audio and Video forms.

Training given by Management in Audio Form or in Video

Graph-8

Chart Title
80
70
60
50
40
30
20
10
0
Response Audio form Video form Both a & b

69
Interpretation:

From the above graph, it shows that 13% of the employees think that the training given
by management should be given in Audio form, 15% of the employees think that the training
given by management should be given in Video form, 72% of the employees think that the
training should be in both Video and Audio forms.

Maximum number of employees agreed that the training given by management should
be in both Audio and Video forms.

Usages of latest technology in T & D program a disable?

Table-9

70
 .
S .No
Response No. of Response Total Response Percentage

1 To Large Extent 39 100 39

2 To some extent 47 100 47

3 Not at all 14 100 14

Usages of latest technology in training and development

Graph-9

No. of Response
50
45
40
35
30
25
20 No. of Response
15
10
5
0

71
Interpretation:

From the above graph, it shows that 39% of the employees are willing to use latest
technology to large extent in T & D program, 47% of the employees are willing to use latest
technology in T & D program but up to some extent only and 14% the employees are not willing
technology in T & D program.

Maximum number of employees agreed that the usage of latest technology in T & D
program is advisable and the above analysis proves

Do you require only safety measures training or technical training?

Graph-9(A)

72
 No. of Response
50
45
40
35
30
25
20 No. of Response
15
10
5
0

From the above table, we can observe that maximum number of employees agreed that
they require both safety measures and technical training.

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 Safety Measures Training or Technical Training

Chart Title
90
80
70
60
50
40
30
20
10
0

Graph-9(B)

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Interpretation:

From the above graph, it shows that 8% of the employees think that they require only
safety measures training, 12% of the employees think that they require only technical training
and 80% of the employees think that they require both safety measures and technical training.

Maximum number of employees agreed that they require both safety measures and
technical training

Are you feeling any burden about training?

Table-10

SNo. Response No. of Total Response Percentage

Response

1 Yes 28 100 28

2 No 56 100 56

3 No Comment 16 100 16

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 Burden about Training

Graph-10

No. of Response
60

50

40
No. of Response
30

20

10

0
Yes No No Comment

Interpretation:

From the above graph, it shows that 28% of the employees feel that it is burden about
training, 56% of the employees feel that its not a burden and 16% dont want to comment on it.

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 Maximum number of employees feel that the training programs is not a burden.

New technology creates tensions, fear of job security, pressure from

management, competition etc?

Table-11

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 S .No Response No .of Response Total Response Percentage

1 Strongly Agree 43 100 43

2 Agree 44 100 44

3 Disagree 13 100 13

Analysis:

From the above table, we can observe that maximum number of employees agreed that
the new technology does not create tension, fear of job security, competition and any pressure
from management.

New Technology

Graph-11

78
 Chart Title
50
45
40
35
30
25
20
15
10
5
0
Response Strongly Agree Agree Disagree

Interpretation:

From the above graph, it shows that 43% of the employees think that the new technology
creates tension, 44% of the employees think that the new technology does not create any tension
and 13% of the employees dont want to comment on it.

Maximum number of employees agreed that the new technology does not create tension,
fear of job security, competition and any pressure from management.

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 To which extent are the employees satisfied with opinion of training:

Table-12

S No Response No. of Total response percentage

response

1 To Large Extent 53 100 53

2 To some extent 41 100 41

3 Not at all 6 100 6

Analysis:

From the above table, we can observe that maximum number of employees opined that
the technical knowledge and skills of an employee are sophisticated through training.

80
 Technical Knowledge

Graph-12

Chart Title
60

50

40

30

20

10

0
Response To Large Extent To some extent Not at all

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Interpretation:

From the above graph, it shows that 53% of the employees opined to large extent of
training, 41% of employees opined to some extent only and 6% of the employees are not
interested.

Are you feeling it necessary that the management participates with you in
training program?

Table-13

SNO RESPONSE NO. OF TOTAL PERCENTAG

RESPONSE RESPONSE E

1 YES 86 100 86

2 NO 4 100 4

3 NO 10 100 10
COMMENT

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 Management Participates

Graph-13

No. Of Response
100
90
80
70
60
50
40 No. Of Response
30
20
10
0

Interpretation:

From the above graph, it shows that 86% of the employees think that the management has
to participate in the training program, 4% of the employees think that there is no need of

83
management to participate in the training program and 10% of the employees dont want to
comment on it.

Maximum number of employees felt it necessary that the management has to participate
with them in training program to pursue them.

After training your performance is being appraised by management and you

really deserve for it?

Table-14

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 No. of Response
S .No Response Total Percentage
Response

1 Yes 64 100 64

2 No 12 100 12

3 No 24 100 24
comment

After Training Employees Performance

Graph-14

No.of Response
70

60

50
No.of
40 Response
30

20

10

0
Response Yes No No comment

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Interpretation:

From the above graph, it shows that 64% of the employees think that the management is
appraising their performance after training, 12% of the employees think that the management is
not appraising their performance after training, 24% of the employees dont want to comment on
it.

Maximum number of employees agreed that the management is appraising their

performance after training and they really deserve for it.

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 FINDINGS

The Training and Development activities taken up in Jeypore Sugars Company Ltd .

are yielding favorable results.

The excepted return on the training programs is being achieved.

The workmen are given proper training before entrusting them in new work practices.

Almost the entire employees feel that training improves quality of work. Most of the

employees feel that training is given to both new as well as existing employees.

Majority of the employees responded that both types of training programs i.e., on-the-job

and off-the-job are given important in this organization.

Competency requirements based on defined job profile is not identified for operating personnel.

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 SUGGESTIONS

Feed back is important for the evaluation of any training program. But it is necessary that
the appraisal be free from bias.
The communication within the organization needs to be more effective and prompt.
The best idea is to help its employees through arrangement of counseling session and
make them understand their role more clearly.
It should take care in the training of semi skilled and unskilled employees along with
skilled, as there are chances of their becoming skilled employees, if proper training is
provided them.
JEYPORE SUGARS COMPANY Ltd is facing competition from other competitors in
sugar industry. JEYPORE SUGARS COMPANY Ltd has to develop proper strategy to
face this competition by improving the skills of the employees.
The company has to design a proactive training program that is training programs which
have an effect on the future growth of employees.
Safety measures taken at are JEYPORE SUGARS COMPANY Ltd yet to be increase by
keeping past incidents in mind.
While drawing annual training calendar with training programs with respect to job
profile needs addressed
The company must provide safety education and training to the employees to minimize
accidents.

88
 CONCLUSION

During my two months project ,I observed JEYPORE SUGARS COMPANY Ltd has gives
Training and development to their employees by using both the on the job and off the job
training techniques. After completion of my survey with the sample size of 100 members.I
conclude that the employees prefers mostly interactive training sessions also by audio and video
form of cases then the other methods of the job training techniques.

Finally the end result of my survey most of the employees feels satisfaction which are
conducted by the management of which JEYPORE SUGARS COMPANY gives motivation to
the employees , updating of technology, pressure relief etc.

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 QUESTIONNAIRE

Name of employee: Qualification:

Employee Code: Designation:

1) Which method of training follows frequently?

a) Lecture Method b) Interactive training sessions

c) Role play d) all

2) Recently, employee development programs are conducted by the

Management, How far it is useful to you?

a) To large extent b) To some extent c) Not at all

3) Training given by management by recognizing your needs or only for

Numbers sake:

a) Only for number b) Improve skills

c) Both a& b d) Recognize your needs

4) Is your motivation done by the trainer or by the theme of the program?

a) Theme of the program b) Trainer c) Both a & b

5) Do you require on the job training or off the job training?

90
 a) On the job training b) Off the job training

c) Both a & b d) Recognize your needs

6) Training requires only new employees or existing employees?

a) New employees b) Existing Employees

c) Both a & b d) No Comment

7) The training which is provided by JEYPORE SUGARS COMPANY Ltd on the safety
programs is very much helpful for your personal life or at the work place?

a) Only for personal life b) Only for work place

c) Both a& b d) No Comment

8) Training given by management in Audio form or in Video form?

a) Audio form b) Video form c) Both a& b

9) To what extent the usage of latest technology in T & D program advisable.

a) To large extent b) To some extent c) Not at all

10) Do you require only safety measures training or technical training?

a) Safety training b) Technical training c) Both a & b

91
11) Are you feeling any burden about training?

a) Yes b) No c) No Comment

12) New technology creates tensions, fear of job security, pressure from

Management competition etc., Are you agree with this?

a) Strongly agree b) Agree c) Disagree

13) To which extent are the employees satisfied with opinion of training?

a) To large extent b) To some extent c) Not at all

14) Are you feeling it necessary the management participates with you in Training program?

a) Yes b) No c) No Comment

15) After training your performance is been appraisal by management and you really desires for
it?

a) Yes b) No c) No Comment

92
 BIBLIOGRAPHY

TEXT BOOKS

AUTHOR TITLE OF THE BOOK PUBLISHER

HUMAN RESOURCE
ASHWATHAPPA AND PERSONNEL TATA MCGRAW HILL
MANAGEMENT

GUPTA HUMAN RESOURCE KALYANI

MANAGEMENT

MEMORIA C.B PERSONNEL HIMALAYA

MANAGEMENT

PRASAD. L.M HUMAN RESOURCE SULTAN CHAND

MANAGEMENT

PERSONNEL AND
P.SUBBA RAO HUMAN RESOURCE KONARK
MANAGEMENT

Web sites:

www.jkpaper.com

Search Engines:

www.google.com

www.wikipedia.com

Journals:

Human Resource Capital

Harvard Business Review

93