A

PROJECT REPORT
ON
THE IMPACT OF TRAINING AND DEVELOPMENT
With Special Refee!ce t" M"the Dai#
For Partial fulfillment of the degree of
(Bachelor of Business Administration)
BBA
Supervisor Submitted by
Dr. Ashutosh Priya Awasthi Aastha Sui
(!.".D# $anagement Department) B.B.A %
Amrapali &nstitute of $anagement and 'omputer Applications
Shi(sha )agar# *amachaur# !aldwani
(Affiliated to +umaun ,niversity# )ainital)
ST$DENT DECLARATION
-his proect has been underta(en in partial fulfillment of the re.uirements for the award of
degree of Bachelor of Business Administration of +umaun ,niversity# )ainital.
-his proect was e/ecuted during the 0
th
semester under the able guidance of Dr. Ashutosh
Priya Awasthi (!.".D# $anagement Department)
Further# & declare that the dissertation entitled 1-he impact of training and development2
is my original wor( and not submitted for the award of any other degree or diploma.
C"%!te Si&!e' (#) * Na+e , F%ll Si&!at%e "f the St%'e!t
*********************** Aa-tha S%.i
/S%pe0i-"1
/Si&!at%e "f HOD2 Deptt "f Ma!a&e+e!t St%'ie-1
3
AC4NOWLEDGEMENT
& feel myself privileged at having an opportunity to than( the people who helped me at all
stages of my research wor(. &t is with a deep sense of gratitude that & ac(nowledge
valuable guidance and timely suggestions offered to me by Proect 3uide Dr. Ashutosh
Priya Awasthi.
& am indebted to all staff and operational people At $other Dairy for giving me full
support and encouragement. &t4s my sheer pleasure to ac(nowledge who have directly or
indirectly guided and cooperated in one way or other.
5
PREFACE
-oday it is ac(nowledged and widely accepted facts that beside money# material and
machinery the success of an organi5ation greatly depend upon the .uality of a human
resource.
&n the wa(e of increasing competion and the opening of the economy# people have
become the pivot around which any successful organi5ation rotates.
&n the light of above# training and development function in an organi5ation has become
more important tool for prolonged development.
-o develop people to grow in their respective organi5ation.
-o help establishment retain their staff.
As a part of curriculum of my B.B.A % Semester & undertoo( my research proect in
$other Dairy# Delhi.
6
CONTENTS
CHAPTER 7
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P86&"D "F S-,D9
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S'"P8 "F S-,D9
CHAPTER 3
&)D,S-69 P6"F&*8
'"$PA)9 P6"F&*8
CHAPTER 5
DA-A A)A*9S&S : &)-86P68-A-&")
F&)D&)3S
CHAPTER 6
'")'*,&")
S,338S-&")
(I(LIOGRAPH8
ANNE9$RE
:
;
INTROD$CTION
-his proect wor( provides me an opportunity to understand the company4s training :
development strategies and the various training program launched by the company
through an enriched environment and e/perts faculty to help them to achieve ma/imum
growth and development .
&t analy5e various methodologies and training procedure adopted by the company to
identify the training needs of its employees and thus based on these re.uirements# the
training imparted to the employees in order to correct deficiencies and to further
strengthen their strong points.
<
CHAPTER ARRANGEMENT
CHAPTER 7)
&)-6"D,'-&")
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P86&"D "F S-,D9
68S86'! $8-!"D"*"39
S'"P8 "F -!8 S-,D9
*&$&-A-&") "F -!8 S-,D9
CHAPTER 3)
&)D,S-69 P6"F&*8
'"$PA)9 P6"F&*8
CHAPTER 5)
DA-A A)A*9S&S A)D &)-86P68-A-&")
CHAPTER 6)
F&)D&)3S
S,338S-&")S A)D 68'"$$8)DA-&")S
'")'*,S&")
=
O(JECTIVE OF THE ST$D8
-he principle obectives are as follows; <
-o understand the training and development activities of the company.
-o find out the impact on the performance of the individual after training.
6eport the feedbac( of the employees of the training activity carried on.
-o (now the training methods used in the organi5ation.
-o (now the reasons for employee4s training and development.
>
PERIOD OF ST$D8
-he period of study comprises of -wo $onths (= wee(s) i.e. from 0
th
7uly >??@ to A?
th
August >??@ in $other Dairy &ndia *td# )DDB !ouse# )ew Delhi.
RESEARCH METHODOLOG8
-o conduct any research a scientific method must be followed. -he universe of study is
very large in which it is difficult to correct information from all the employees. So# the
sampling method has been followed for the study. -he analysis is based on primary as
well as secondary data.
Re-each Aea ) $other Dairy# )ew Delhi
Sa+ple -i?e ) 0?
Data c"llecti"!
Pi+a# 'ata ) -he data was collected using an appropriate .uestionnaire
and observing employees at $other Dairy.
Sec"!'a# 'ata ) &nternet# boo(s
Meth"' "f a!al#-i- ) Pie chart
7@
SCOPE OF ST$D8
-he strength of any organi5ation is its people. &f people are attended to properly by
recogni5ing their talents# developing their capabilities and utili5ing them appropriately#
organi5ations are li(ely to be dynamic and grow fast. ,ltimately the variety of tas( in any
organi5ation has to be accomplished by the people. Some of them have capabilities to do
certain tas(s better than other tas(s# and some of them may not have capabilities to do the
tas( assigned to them. &n any case one of the important process goals of any dynamic
organi5ation is to assure that its people are capable of doing the variety of tas(s associated
their roleBposition.
Development of their capabilities (eeps them psychologically vital. -his development
needs to be monitored in terms of matching it with the organi5ational re.uirements.
-herefore# any organi5ationC interested in developing the capabilities its employee should
understand the nature of capabilities re.uired to perform different functions as well as
dynamics underlying the development of these capabilities in an and organi5ational
conte/t. -hus proper and timely training programs should be conducted in an
organi5ation.
&n this report & have presented by study on -:D at D$other Dairy4. -he study limit to
understanding the e/isting system and through a survey of employees to (now their
feedbac( of the -:D system : procedure. -he study for time and other resources is
limited in its scope but is a sound preliminary wor( for a researcher in this field.
77
LIMITATION OF THE ST$D8
Besides the success of my research wor(# there are certain limitations which & faced
during the tenure of my wor(. -hese are; <
-raining re.uirements can change so rapidly.
-he employees were not interested in filling .uestionnaire because of their busy
schedule.
$oreover the whole procedure of data collection was too much time consuming as
direct and accurate information was nowhere found in totality. Further it re.uired a
detailed consultation of various boo(s# websites that really needed a lot of time.
Data collected during a research# can become outdated fairly .uic(ly.
73
75
IND$STR8 PROFILE
F$'3 is an acronym for Fa-t M"0i!& C"!-%+e G""'-# which refer to things that we
buy from local supermar(ets on daily basis# the things that have high turnover and are
relatively cheaper.
STAT$S OF FMCG SECTOR
-he &ndian F$'3 sector is an important contributor to the countryEs 3DP. -he F$'3
sector is the fourth largest sector of &ndian economy.
-he F$'3 mar(et is estimated to treble from its current figure in the coming decade.
Penetration level as well as per capita consumption in most product categories li(e ams#
toothpaste# s(in care# hair wash etc in &ndia is low indicating the untapped mar(et
potential. Fith growing &ndian population# particularly the middle class and the rural
segments# presents an opportunity to ma(ers of branded products to convert consumers to
branded products. -he &ndian rural mar(et with its vast si5e and demand base offers a
huge opportunity for investment. 6ural &ndia has a large consuming class with GH per cent
of &ndiaEs middle<class and 0= per cent of the total disposable income.
-his report on the &ndian F$'3 sectors covers all the important aspects of the &ndian
F$'3 sector with valuable information and data to help the busy managers and investors
to arrive at an informed decision.
76
-he &ndian F$'3 sector is the fourth largest sector in the economy with a total mar(et
si5e in e/cess of ,SI HA.H billion. &t has a strong $)' presence and is characteri5ed by a
well established distribution networ(# intense competition between the organi5ed and
unorgani5ed segments and low operational cost. Availability of (ey raw materials# cheaper
labour costs and presence across the entire value chain gives &ndia a competitive
advantage.
-he F$'3 mar(et is set to treble from ,SI HH.J billion in >??A to ,SI AA.G billion in
>?H0. Penetration level as well as per capita consumption in most product categories li(e
ams# toothpaste# s(in care# hair wash etc in &ndia is low indicating the untapped mar(et
potential. Burgeoning &ndian population# particularly the middle class and the rural
segments# presents an opportunity to ma(ers of branded products to convert consumers to
branded products. 3rowth is also li(ely to come from consumer EupgradingE in the matured
product categories. Fith >?? million people e/pected to shift to processed and pac(aged
food by >?H?# &ndia needs around ,SI >= billion of investment in the food<processing
industry.
INDIA A A LARGE DOMESTIC MAR4ET
&ndia is one of the largest emerging mar(ets# with a population of over one billion. &ndia is
one of the largest economies in the world in terms of purchasing power and has a strong
middle class base of A?? million.
R$RAL AND $R(AN POTENTIAL
,rban 6ural
Population >??H<?> (mn household) 0A HA0
7:
Population >??K<H? (mn household) JK H0A
L Distribution (>??H<?>) >= @>
$ar(et (-ownsB%illages) A#@J= J>@#???
,niverse of "utlets (mn) H A.A
Around @? per cent of the total households in &ndia (H== million) reside in the rural areas.
-he total number of rural households is e/pected to rise from HA0 million in >??H<?> to
H0A million in >??K<H?. -his presents the largest potential mar(et in the world. -he annual
si5e of the rural F$'3 mar(et was estimated at around ,SI H?.0 billion in >??H<?>. Fith
growing incomes at both the rural and the urban level# the mar(et potential is e/pected to
e/pand further.
7;
PRESENCE ACROSS VAL$E CHAIN
&ndian firms also have a presence across the entire value chain of the F$'3 industry from
supply of raw material to final processed and pac(aged goods# both in the personal <care
products and in the food processing sector. For instance# &ndian firm AmulEs product
portfolio includes supply of mil( as well as the supply of processed dairy products li(e
cheese and butter. -his ma(es the firms located in &ndia more cost competitive.
INCOME DISTRI($TION
$ost &ndian F$'3 companies focus on urban mar(ets for value and rural mar(ets for
volumes. -he total mar(et has e/panded from ,SI [email protected] billion in HKK><KA to ,SI >>
billion in HKK=<KK at current prices. 6ural demand constituted around 0>.0 per cent of the
total demand in HKK=<KK. !ence# rural mar(eting has become a critical factor in boosting
bottom lines. As a result# most companiesE have offered low price products in convenient
pac(aging. -hese contribute the maority of the sales volume. &n comparison# the urban
elite consume a proportionately higher value of F$'3s# but not volume.
Demand for F$'3 products is set to boom by almost J? per cent by >??@ and more than
H?? per cent by >?H0. -his will be driven by the rise in share of middle class (defined as
the climbers and consuming class) from J@ per cent in >??A to == per cent in >?H0.
-he boom in various consumer categories# further# indicates a latent demand for various
product segments. For e/ample# the upper end of very rich and a part of the consuming
class indicate a small but rapidly growing segment for branded products.
-he middle segment# on the other hand# indicates a large mar(et for the mass end
products. -he B6&'s report indicates that &ndiaEs per capita disposable income# currently
7<
at ,SI 00J per annum# will raise to ,SI HH0? by >?H0 < another F$'3 demand driver.
Spurt in the industrial and services sector growth is also li(ely to boost the urban
consumption demand.
E9PORTS
&ndia is one of the worldEs largest producers for a number of F$'3 products but its
e/ports are a very small proportion of the overall production. A total e/port of food
processing industry was ,SI >.K billion in >??H<?> and marine products accounted for G?
per cent of the total e/ports. -hough the &ndian companies are going global# they are
focusing more on the overseas mar(ets li(e Bangladesh# Pa(istan# )epal# $iddle 8ast and
the '&S countries because of the similar lifestyle and consumption habits between these
countries and &ndia. !**# 3odre 'onsumer# $arico# Dabur and %icco laboratories are
amongst the top e/porting companies.
SECTORIAL OPPORT$NITIES
7=
According to the $inistry of Food Processing# with >?? million people e/pected to shift
to processed and pac(aged food by >?H?# &ndia needs around ,SI >= billion of investment
to raise food processing levels by =<H? per cent. &n the personal care segment# the lower
penetration rate also presents an untapped potential. +ey sectoral opportunities are
mentioned below;
M Staple) Ba!'e' a!' %!Ba!'e') Fhile the e/penditure on mass<based# high volume#
low margin basic foods such as wheat# wheat flour and homogeni5ed mil( is e/pected to
increase substantially with the rise in population# there is also a mar(et for branded staples
is also e/pected to emerge. &nvestment in branded staples is li(ely to rise with the
popularity of branded rice and flour among urban population.
M Dai# Ba-e' p"'%ct-) &ndia is the largest mil( producer in the world# yet only H0 per
cent of the mil( is processed. -he ,SI >.G billion organi5ed dairy industry re.uires huge
investment for conversion and growth. &nvestment opportunities e/ist in value<added
products li(e desserts# puddings etc. -he organi5ed li.uid mil( business is in its infancy
and also has large long<term growth potential.
M PacCa&e' f""') "nly about =<H? per cent of output is processed and consumed in
pac(aged form# thus highlighting the huge potential for e/pansion of this industry.
'urrently# the semi processed and ready to eat pac(aged food segment has a si5e of over
,SI @? billion and is growing at H0 per cent per annum. 3rowth of dual income
households# where both spouses are earning# has given rise to demand for instant foods#
especially in urban areas. &ncreased health consciousness and abundant production of
.uality Soya bean also indicates a growing demand for soya food segment.
7>
M Pe-"!al cae a!' h#&ie!e) -he oral care industry# especially toothpastes# remains
under penetrated in &ndia with penetration rates below G0 per cent. Fith rise in per capita
incomes and awareness of oral hygiene# the growth potential is huge.
*ower price and smaller pac(s are also li(ely to drive potential up trading. &n the personal
care segment# according to forecasts made by the 'entre for &ndustrial and 8conomic
6esearch ('&86)# detergent demand is li(ely to rise to G#H=?# ??? metric tonnes by >?HH<
H> with an annual growth rate of @ per cent between >??J and >?H>. -he demand for toilet
soap is e/pected to grow at an annual rate of G per cent between >??J<H> to =@?#???
metric tonnes by >?HH<H>. 6apid urbani5ation is e/pected to propel the demand for
cosmetics to H??#??? metric tonnes by >?HH<H># with an annual growth rate of H? per cent.
M (e0ea&e-) -he ,SI > billion &ndian tea mar(et has been growing at H.0 to > per cent
annually and is li(ely to see a further rise as &ndian consumers convert from loose tea to
branded tea products. &n the aerated drin(s segment# the per capita consumption of soft
drin(s in &ndia is J bottles compared to Pa(istanEs H@ bottles# Sri *an(aEs >H# -hailandEs
@A# the Philippines H@A and $e/icoEs J?0. -he demand for soft drin( in &ndia is e/pected
to grow at an annual rate of H? per cent per annum between >??J<H> with demand at =?0
million cases by >?HH<H>. Per capita coffee consumption in &ndia is being promoted by the
coffee chains and by the emergence of instant cold coffee. According to '&86# demand
for coffee is e/pected to rise to 0A0#??? metric tonnes by >?H># with an annual growth rate
of 0 per cent between >??J<H>.
D E'iBle "il) -he demand for edible oil in &ndia# according to '&86# is e/pected to rise to
>H million tonnes by >?HH<H> with an annual growth rate of @ per cent per annum.
3@
M C"!fecti"!a#) -he e/plosion of the young age population in &ndia will trigger a spurt
in confectionary products. &n the long run the industry is slated to grow at = to H? per cent
annually to =@?#??? metric tonnes by >?HH<H>.
37
COMPAN8 PROFILE
33
$NIT PROFILE
$other Dairy mar(ets : sells dairy products under the $other Dairy brand (li(e *i.uid
$il(# Dahi# &ce creams# Dairy Fhitener# 'heese and Butter)# Dhara range of edible oils
and the Safal range of fresh fruits : vegetables# fro5en vegetables and fruit uices at a
national level through its sales and distribution networ(s for mar(eting food items.
$other Dairy sources its entire re.uirement of li.uid mil( from dairy cooperatives.
$other Dairy sources fruits and vegetables from farmers B growers associations.
-he company mar(ets more then >.> million litres of mil( daily in Delhi and surrounding
areas of Festern ,.P. and !aryana# $umbai and !yderabad. $other Dairy $il( has a
mar(et share of JJL in the branded sector in Delhi where it sells > million litres of mil(
daily and underta(es its mar(eting operations through more then H?#??? retail outlets.
-here are @=? e/clusive outlets of mother Dairy out of this.
-he company4s uni.ue distribution networ( of bul( vending booths# retail outlets and
mobile units give it a significant competitive advantage. $other Dairy ice creams
launched in the year HKK0 have been showing a continuous growth over the years# and
today boasts of appro/imately J>L mar(et share in Delhi and )'6. "ther than Delhi and
)'6# $other Dairy ice creams are now also available in the mar(ets of ,P# Punab#
6aasthan# ,ttaranchal# $umbai and +ol(ata.
35
$other Dairy also manufactures and mar(ets a wide range of dairy products that
include Butter# Dahi# 3hee# 'heese# ,!- $il(# Dairy Fhitener# *assi : Flavoured $il(.
$other Dairy4s dairy products are available in the mar(ets of )ortherm &ndia# 8astern
&ndia# $umbai# : Port Blair.
-he company mar(ets an array of fresh and fro5en fruit and vegetable products under the
brand name SAFA* through a chain of >K0 owned Fruit and %egetable shops and more
than >?#??? retail outlets in various parts of the country. Fresh produce form the producers
is handled at the 'ompany4s modern processing facility in Delhi with an annual capacity
of H# >?#??? $-. A state<of<the<art fruit processing plant# a H?? percent 8",# setup in
HKKJ at $umbai supplies .uality products in the international mar(et. Fith increasing
demand another state<of<the<art fruit processing plant has been set up at Bangalore this
year.
$other Dairy has also been mar(eting the Dhara range of edible oils for the last few
years. -oday it is a leading brand of edible oils and is available across the country in over
># ??#??? outlets. -he brand is currently available in the following variants; 6efined
%egetable "il# 6efined Soybean "il# 6efined Sunflower "il# +achi 3hani $ustard "il
and Filtered 3roundnut "il.
$other Dairy has over the last A decades# harnessed the power of farmer cooperatives to
deliver a range of delicious products and bring a smile on your face.
1$other Dairy2 is the single largest brand of mil( in Delhi# &ndia as well as in
Asia# mar(eting about H.K million litres of mil( per day. $other Dairy commands G?L
mar(et share in the organi5ed sector in and around Delhi# primarily because of consistent
36
.uality and service what ever be the crisis<floods# transport stri(e# curfew etc. $other
Dairy# Patpargan# Delhi# is presently manufacturing : selling around =.0 la(h litres of
tonned mil( through bul( vending shops.
$other Dairy# Delhi is an &SB&S"<K??H;>??? and !a5ard Analysis 'ritical 'ontrol Points
(!A''P) and &S"< HG??H;HKKJ 8nvironment $anagement System (8$S) 'ertified
organi5ation. $other Dairy was the first industry in country to implement &S"<
HG?AH(8nvironment Performance 8valuation) proect. -he company4s Nuality Assurance
*aboratory is &S"B&8'<H@?>0;HKKK certified by )AB* ()ational Accreditation Board for
-esting and 'alibration *aboratory)# Department of Science : -echnology# &ndia. -his
provides assurance to the consumer in respect of Nuality and Safety of products
manufactured and mar(eted by $other Dairy. 3arths < -he )ational Dairy Development
Board ()DDB) commissioned $other Dairy in the first phase of "peration Flood in HK@G.
'onsidering the success of Dairy industry )DDB established Fruit : %egetable Proect in
Delhi in HK== with 1SAFA*2 as its umbrella brand. Fith a view to separating the
commercial activities from developmental activities# the )DDB merged $other Dairy and
the Fruit : %egetable proect into a wholly owned company named $other Dairy Fruit :
%egetable *td ($DF%*) in April >???. -his becomes the holding company of $other
Dairy &ndia *td ($D&*) < a mar(eting company and $other Dairy Foods Processing *td
($DFP*)< a processing company. $DFP* is a multi unit company# with units at various
locations in &ndia. $other Dairy# Delhi is one of the units of $DFP*.
-he company is a highly trusted household name for its wide range of mil( products li(e
$il(# Flavoured $il(# &ce<'ream# Dahi# *assi# -able Butter# Dairy Fhitner# 3hee etc.
$other dairy has ta(en up the concept of -otal Productive $aintenance (-P$) whole
3:
heartedly. -he number of employees involved in +A&O8)S and the no.of +A&O8)S per
employee are very encouraging.
$other Dairy is a member of '&&<-P$ 'lub and the +A&O8)S done by $other Dairy
employees have been selected and presented in >nd and Ard )ational +ai5en 'onferances
held on @<= "ctober# >??A : H<> September# >??G respectively. -he -P$ efforts have
resulted in increase in $-BF and decrease in $--6.
$other Diary has received PBest Productivity PerformanceP award for three consecutive
years starting from HK=@<== to HK=K<K? and again from HKK0<KJ to HKK@<HKK= from
)ational Productivity 'ouncil and a commendation 'ertificate for 6aiv 3andhi )ational
Nuality Award.
MANAGEMENT S8STEMS POLIC8
"ur commitment is to e/cellence. -he evolving needs of our customers drive us to
continual improvement in our processes and systems. Fe are committed to; <
Apply state of the art technology and processes to enhance productivity that
ensures .uality at competitive price.
Apply processes for clean production# pollution prevention and optimi5e resource
utili5ation in all operations.
Follow food safety management system and apply !A''P (!a5ard Analysis
'ritical 'ontrol Points) principles to provide safe products to customers.
'omply with applicable regulations and legislations.
Fe pledge to provide .uality and safe products under clean and hygienic
environment.
3;
E!0i"!+e!t a!' Safet#
$other Dairy# Delhi is committed to the protection of environment by Prevention of
Pollution and continual improvement in our processes and systems to improve
8nvironmental Performance. -he company is &S"HG??H;HKKJ (8$S) certified by
B%N&.$other Dairy was the first industry in country to implement &S"<
HG?AH(8nvoirnment Performance 8valuation) proect.
-he following steps are ta(en and on going efforts are continuously made as per our
P$anagement Systems PolicyP
M $inimise Faste generation
M 'onservation of resources
M ,se of renewable energy
M 6ecycling : re<use
-he 8ffluent -reatment Plant (8-P) was installed at the inception of the Dairy Plant. -he
company complies with applicable regulations and legislations of Delhi Pollution 'ontrol
'ommittee (Department "f 8nvironment# 3ovt. of )'- of Delhi). -he Dairy has reduced
total effluent generation by >GL and water consumption by >KL during the period >??H<
?> to >??A< ?G. -he water consumption has been reduced over the year as a result of the
implementation of following initiatives;
&nstallation of water recuperation system in the year >??H<?> where in the
final water rinse .uantity after 'leaning &n Place ('&P) is ta(en in the water
recuperation tan( for reuse as the initial rinse in the subse.uent '&P operation.
&n<house water audit is carried out every year and by a continual process of
educating the employees about the importance of water conservation and
motivating those to do +A&O8)S directed to reduce water consumption.
3<
Fater consumption in all the activities in the Dairy is regularly monitored with the
help of data furnished by magnetic flow meters installed at various locations.
-he Dairy has installed a Solar Plant for hot water generation and solar heat
recovery to the tune of >?? to >0? $(cal per annum is achieved through it.
-he Dairy has constructed 6ain Fater !arvesting by dividing the entire premises
into si/ 5ones to harvest ma/imum possible potential of rain water run<off
available in the campus. Accordingly unit has constructed rain water harvesting
structures at the locations that e/perience water logging in each of the 5ones
during rainy season. By this unit has achieved increase in water table ranging from
A? cms to H0? cms in our e/isting tube wells in the Dairy.
&ndustrial safety is of paramount importance at $other Dairy. A Safety
'ommittee headed by Sr.$anager($fg.) as 'hairman and members drawn from
wor(men and officers cadre from different sections meet regularly to review and
initiate safety measures in all the activities of the Dairy. )umber of moc( drills is
carried out from time to time. &nternal safety audits are carried out to locate unsafe
conditions# acts and thorough investigation of accidents if any# strict enforcement
of safety rules and procedures including wor( permit system and use of Personal
Protective 8.uipment(PP8).
-he Dairy is member of )ational Safety 'ouncil and also celebrates safety wee( every
year. -he Dairy has O86" fatal accident since the date of its inspection.
3=
3>
TRAINING AND DEVELOPMENT
$DF:% Pvt *td
$DFP*
MDIL
MilC ,
Dai#
P"'%ct-)
$other Dairy
,nit
Pil(huwa
Dairy
%ashi Dairy
F%it ,
Ve&etaBle-)
Fruit : %egetable
,nit#
$angolpuri
Fruit Processing
Plant# $umbai
)eem Biocide
Plant. Anand
6amgarh ,nit
S($
MaCeti!&
, Sale-
f")
Dairy Products
&ce 'ream#
Safal
Dhara
S($
MaCeti!&
, Sale-
f")
Fresh $il(
Fresh Fruit :
%egetables
MOTHER
DAIR8 GRO$P
5@
INTROD$CTION
I f you don' t know wher e you ar e goi ng, any r oad wi l l
t ake you t her e.
* LeEi- Ca"ll i! AliceF- A'0e!t%e i! W"!'ela!' /7=;:1G
Gi0e a +a! a fi-h2 a!' #"% ha0e &i0e! hi+ +ealG Teach +a! t" catch fi-h2 a!' #"%
ha0e &i0e! hi+ a li0elih""'G -his ancient 'hinese proverb seems to describe the
underlying rationale of all training and development programme. )o industrial
organi5ation can long ignore the training and development needs of its employees without
seriously inhibiting its performance. 8ven the most careful selection does not eliminate
the need for training# since people are not moulded to specifications and rarely meet the
demands of their obs ade.uately.
Poverty stric(en &ndia spends IG0 billion on training each year. 8/penditures of such
magnitudes call for a periodic sharp loo(. -raining in particular needs such scrutiny.
TRAINING
&t refers to the ac.uisition of (nowledge# s(ills# and competencies as a result of the
teaching of vocational or practical s(ills and (nowledge that relates to specific useful
s(ills. &t forms the core of apprenticeships and provides the bac(bone of content at
technical colleges and polytechnics. -oday it is often referred to as 1professional
development2.
-raining is primarily concerned with preparing people for certain activities delineated by
technology and by the organi5ation and settings in which they wor(. 8ducation helps
57
students to choose their activities. -raining helps participants to improve their
performance. 8ducation deals mostly (nowledge and understanding. -raining deals
mostly with understanding# s(ill and action. -raining embraces an understanding of the
comple/ processes by which various factors that ma(e up a situation interact.
-raining is the most important activity or plays an important role in the development of
human resources. -o put the right man at the right place with the trained personnel has
now become essential in todays globali5e mar(et. )o organi5ation has a choice on
whether or not to develop employees. -herefore training has nowadays become an
important and re.uired factor for maintaining and improving interpersonal and inter<
group collaboration.
!uman resource is the life blood of any organi5ation. "nly through well<trained
personnel# can an organi5ation achieve its goals.
-raining is defined as learning that is provided in order to improve performance on the
present ob.
A personEs performance is improved by showing her how to master a new or established
technology. -he technology may be a piece of heavy machinery# a computer# a procedure
for creating a product# or a method of providing a service.
-raining is provided for the present ob. -his includes training new personnel to perform
their ob# introducing a new technology# or bringing an employee up to standards.
-raining is mainly concerned with the meeting of two of these inputs << people and
technology. -hat is# having people learn to master a given technology.
53
DEVELOPMENT
-his term is often viewed as a broad# ongoing multi<faceted set of activities (training
activities among them) to bring someone or an organi5ation up to another threshold of
performance. -his development often includes a wide variety of methods# e.g.# orienting
about a role# training in a wide variety of areas# ongoing training on the ob# coaching#
mentoring and forms of self<development. Some view development as a life<long goal and
e/perience.
-raining : Development is the field concerned with wor(place learning to improve
performance. Such training can be generally categori5ed as "!*the*."B " "ff*the*."BG
O!*the*."B describes training that is given in a normal wor(ing situation# using the actual
tools# e.uipment# documents or materials that they will use when fully trained. "n<the<ob
training is usually most effective for vocational wor(.
Off*the*."B training ta(es place away from normal wor( situation which means that the
employee is not regarded as productive wor(er when training is ta(ing place. An
advantage of off<the<ob training is that it allows people to get away from wor( and totally
concentrate on the training being given. -his type of training is most effective for training
concepts and ideas.
At a glance# we find that training gives the following results;
1) 3rowth# e/pansion and moderni5ation cannot ta(e place without trained
manpower.
2) &t increases productivity and profitability# reduces cost and finally enhances s(ill
and (nowledge of the employee.
3) Prevents obsolescence.
4) !elps in developing a problem solving attitude.
55
5) 3ives people awareness of rules and procedures.
J) Builds better communications s(ills.
@) Develops hidden talent.
=) 8nsures consistent .uality.
K) Provides greater focus.
H?) Produces more effectiveBproductive efforts.
HH) 'larifies the concept of mar(eting as a business process.
T8PICAL REASONS FOR EMPLO8EE TRAINING AND DEVELOPMENT
-raining and development can be initiated for a variety of reasons for an employee or
group of employees# e.g.
Fhen a performance appraisal indicates performance improvement is needed.
-o Pbenchmar(P the status of improvement so far in a performance improvement
effort.
As part of an overall professional development program.
As part of succession planning to help an employee be eligible for a planned
change in role in the organi5ation.
-o PpilotP# or test# the operation of a new performance management system.
-o train about a specific topic.
GENERAL (ENEFITS FROM EMPLO8EE TRAINING AND DEVELOPMENT
-here are numerous reasons for supervisors to conduct training among employees. -hese
reasons include;
56
&ncreased ob satisfaction and morale among employees
&ncreased employee motivation
&ncreased efficiencies in processes# resulting in financial gain
&ncreased capacity to adopt new technologies and methods
&ncreased innovation in strategies and products
6educed employee turnover
8nhanced company image# e.g.# conducting ethics training.
6is( management# e.g.# training about se/ual harassment# diversity training
DETERMINATION OF TRAINING NEEDS
&n order to determine the training needs of an organi5ation the !6D manager should see(
information on the following points;
a1 Fhether training is neededQ
B1 Fhere training is neededQ
c1 Fhich training is neededQ
Whethe tai!i!& i- !ee'e'H
-raining result from problems such as;
Standards of wor( performance not being metC
AccidentsC
8/cessive scrapC
!igh rate of transfer and turnoverC
5:
-oo many low ratings on employee evaluation reportsC
$any people using different methods to do the same obC
8/cessive fatigue# fumbling# struggling with the obC
Bottlenec(s and deadlines not being metC
&n many organi5ations the determination of training needs is predominantly done through
observations. "ne common method for recording observations is the chec(< list of training
needs. &t provides for indicating by a 19es2 or 1)o2 chec(.
Whee tai!i!& i- !ee'e'H
After determining the need for training the manager should determine where the
organi5ation training emphasis can and should be placed. -his involves a detailed analysis
of the following factors;
iG Structure of the organi5ation#
iiG "bectives#
iiiG !uman resource and future plans# and
i0G 'ultural milieu.
Which tai!i!& i- !ee'e'H
5;
-he last .uestion to be answered by the personnel manager is about the type of training
needed. -his involves determining what (nowledge# s(ills or attitudes each individual
employee should develop to be able to perform his tas( in an effective way.
-he three maor s(ills which the employees of any organi5ation need to successfully
discharge their duties are; the conceptual s(ill# the human relations s(ill and the technical
s(ill. 'onceptual s(ill deals with ideas# technical s(ill with things and human s(ill with
people.
WHAT IS GOOD TRAINING
-he three typical beneficiaries of a training programme are the managers and supervisors
of trainees# trainees themselves and e/ternal customers. 8ach beneficiary has his own
re.uirements and perception of what is good training. -hus# the senior managers and
supervisors want training to be low in cost# to increase employees4 ob performance# to
improve their attitudes and morale and to be minimally disruptive to the wor( in terms of
promotion or compensation. -rainees want the training to be of high .uality which can be
easily transferred to the ob. -hey want the training venue to be more pleasant than the ob
venue and e/pect training wor( place to benefit them personally. *ast# though not the least
important are e/ternal beneficiaries who want the training to result into high R .uality
products and services# but do not want training to interfere with the fulfillment of their
needs for e/ample# a ban( customer wants high .uality customer service from tellers but
does not want a Dtrainee4 teller to ta(e a few moments longer than usual with a transaction.
-he !6D manager must address all the above needs of different beneficiaries throughout
the training process.
5<
METHODS OF TRAINING
)o simple formula defines the form of training to be used for a given purpose. -he s(ills
needs of operatives# the si5e and traditions of the company# the abilities of trainers# the
time and the money available for training and the e/perience of the company about the
training activities that have been carried on in the past# will affect the type of training that
will be most successful in a given situation. )evertheless it will be helpful to indicate
briefly the principal alternatives from which the manager may choose;<
71 O!* the* ."B tai!i!& A -he most important type of training is "n< the ob
training. -he e/perience of actually doing something ma(es a lasting impression
and has a reality that other types of training cannot provide. -he wor(er in this
method learns to master the operations involved on the actual ob situation under
the supervision of his immediate boss. Some important advantages of this type of
training are as follows ;<
a1 &t can be learned in a relatively short period of time# say# a wee( or two.
B1 &t is highly economical.
c1 &t is not located in an artificial situation# either physically or
psychologically and# therefore# eliminates the possible problem of transfer
of learning.
-here are several types of training programmes which ma(e use of on<the<ob
training concept. Some of them are described below;<
7ob rotation
5=
&nternship training
Apprenticeship
31 Ve-tiB%le Tai!i!&) * -his method attempts to duplicate on the ob situation in a
company classroom training# which is often imparted with the help of e.uipment
and machines# which are identical with those in use in the place of wor(. &t is very
efficient method of training semis(illed personnel# particularly when many
employees have to be training for the same (ind of wor(.
51 Lea!i!& B# -eei!& " 'e+"!-tati"! +eth"' )< &n this method # the trainer
describes and display something #as when he teaches an employee how to do
something by actually performing the activity himself and by going through step
by step e/planation of 1why2 and 1how2 he is doing .
Demonstration are very effective in teaching because it is much easier to show a
person how to do a ob then as( him to gather instructions from the reading
materials# discussion etc.
61 Si+%lati"!) * Simulation is a techni.ue# which duplicates# as nearly as possible#
the actual conditions encountered on the ob. -he training is essential in cases
which actual on the ob practice might result in a serious inury# a costly error# or
the destruction of valuable materials or resources.
:1 Cla--*""+ " "ff*the*."B tai!i!&) * 1"ff<the ob2 training is not a part of
everyday ob activity. -he actual location may be in the company classroom or in
places which are owned by the company. -hese methods consists of ;<
5>
*ectures
'onferences
3roup discussions
'ase studies
6ole<playing
Programmed instructions
*aboratory trainings
TRAINING PLA8S THE FOLLOWING ROLES IN AN ORGANIIATION
71 I!cea-e i! efficie!c#) -raining plays active role in increasing efficiency of
employees in an organi5ation. -raining increases s(ills for doing a ob in better
way. -hough an employee can learn many things while he is put on a ob# but he
can do much better if he learns how to do the ob. -his becomes more important
specially in the conte/t of changing technology because the old method wor(ing
may not be relevant.
31 I!cea-e i! +"ale "f e+pl"#ee-) * $orale is a mental condition of an individual
or group# which determines the willingness to cooperate. !igh morale is evidenced
by employee enthusiasm voluntary conformation with regulations and willingness
to cooperate with others to achieve organi5ational obectives. -raining increases
employee morale by relating their s(ills with their ob re.uirements. -rained
employees can see ob in more meaningful ways because they are able to relate
their (ills with ob.
6@
51 Re'%ce' S%pe0i-i"!) -rained employees re.uire less supervision. -hey re.uire
more autonomy and freedom. Such autonomy and freedom can be given if the
employees are trained properly to handle their obs without the help of supervision.
61 I!cea-e' "&a!i?ati"!al 0iaBilit# a!' fleJiBilit#) -rained people are necessary
to maintain organi5ational viability and fle/ibility. %iability relates to survival of
the organi5ation during bad days# and fle/ibility relates to sustain its effectiveness
despite the loss of its (ey personnel and ma(ing short<term adustment with the
e/isting personnel. Such adustment is possible if the organi5ation has trained
people who can occupy the positions vacated by (ey personnel.
(ENEFITS OF TRAINING
Tai!i!& Be!efit- the "&a!i?ati"! i! +a!if"l' Ea#-) *
7G (e!efit- t" "&a!i?ati"!) *
*eads to improved profitability and more positive attitudes toward profit
orientation.
&mproves the ob (nowledge and s(ills at all levels of the organi5ation.
&mproves the morale of the wor(force.
!elps people identify with organi5ational goals.
!elps create a better corporate image.
Fosters authenticity# openness# and trust.
Aids in organi5ational development.
*earns from the training.
67
!elps (eep costs down in many areas# e/ample production# personnel#
administration etc.
Develops a sense of responsibility to the organi5ation for being competent
and (nowledgeable.
&mproves labour management relations.
!elps employee adust to change.
Aids in handling conflict# thereby helping to prevent stress and tension.
3G (e!efit- t" the i!'i0i'%al Ehich i! t%! %lti+atel# Be!efit the "&a!i?ati"!) *
!elps the individual in ma(ing better decisions an effective problem
solving.
-hrough -:D# motivational variables of recognition# achievement# growth#
responsibility and advancement are internali5ed and operationali5ed.
Aids in encouraging and achieving self R development and self R
confidence.
!elps a person handle stress# tension# frustration and conflict.
Provides information for improving leadership (nowledge# communication
s(ills and attitudes.
&ncrease ob satisfaction and recognition.
Satisfy personal needs of the trainer.
!elps eliminate fear in attempting new tas(.
63
5G (e!efit- i! pe-"!!el a!' h%+a! e-"%ce-)
&mproves communication between groups and individual.
Aids in orientation for new employees and those ta(ing new obs through
transfer and promotion.
Provides information on e.ual opportunity and affirmative action.
&mproves inter R personal s(ills.
&mproves morale.
Builds cohesiveness in groups.
Provides a good climate for learning# growth and co Rordination.
$a(es organi5ation policies# rules and regulations viable.
$a(es the organi5ation a better place to wor( and live.
TRAINING PROCED$RE
71 I'e!tif# tai!i!& !ee'-) * -hese are certain steps that are performed for training
the employees. -he first step is to identify -:D needs. &n this step we arrange and
obtain support for the contribution of -:D to organi5ational strategy. -hen we
identify organi5ational -:D needs. -hereafter we agree priorities for developing
the -:D function. -hese sub steps are followed by identifying the current
competence of individuals of individuals and agreeing individuals and group
priorities or learning.
31 De-i&! T,D -tate&ie- a!' pla!-) < -he second step is to design -:D strategies
and plans. &n this step first we identify resources re.uired to implement a strategic
65
plans and specify an operational plan that meets organi5ational re.uirements and
further designing learning programs that meet learning needs and test# adapt and
agree learning program designs.
51 P"0i'e lea!i!& "pp"t%!itie- e-"%ce- a!' -%pp"t) < -he third step is to
provide learning opportunities resources and support. &n this we obtain and
allocate resources to meet the re.uirement of -raining and development plans.
-hen prepare and present demonstrations and information to co<ordinate and assist
the preparation and delivery of learning opportunities.
61 E0al%ate effecti0e!e-- "f T,D)<Fourth step in training is to evaluate the
effectiveness of -:D# which involves plan setup# evaluate# and modify the
learning plans. -hen assess# co<ordinate# verify and identify previously ac.uired
competence.
:1 S%pp"t T,D a'0a!ce- a!' pactice) * And last step is to support -:D
advances and practice. -his includes evaluating and disseminating advances in
-:D. -hen we administer training facilities and after that establish and maintain
information system.
(LOC4 DIAGRAM OF TRAINING PROCED$RE
66
I'e!tif# Tai!i!& a!'
De0el"p+e!t Nee'-
&dentify organi5ational re.uirements for
-:D
&dentify the learning needs of individuals
and groups.
6:
De-i&! T, D -tate&ie- a!'
pla!-G
P"0i'e lea!i!&
"pp"t%!itie-2 e-"%ce- a!'
-%pp"t
E0al%ate the effecti0e!e-- "f
T, D
S%pp"t T ,D a'0a!ce- a!'
pacticeG
Design organi5ational -:D strategies
and plans
Design strategies to assist individuals and
groups to achieve their obectives.
"btain and allocate resources to deliver
-:D plans
Provide learning opportunities and
support to enable individuals and groups
to achieve their obectives
8valuate the effectiveness of -:D
8valuate individual and group
achievements against obectives.
Assess achievements for public
certification.
'ontribute to advances in -:D
Provide services to support -:D
practice.
DATA ANAL8SIS AND INTERPRETATION
7G D"e- Re&%la tai!i!& -e--i"!- ae aa!&e' i! #"% "&a!i?ati"!H
(a)9es (b) )o
6;
9es H??
)o ?
TA(LE 7
TRAINING SESSION
100%
0%
Yes
No
FIG$RE 7
INTERPRETATION) * According to all employees training sessions are arranged in
their organi5ation.
3G I! #"% c"+pa!# Ehich "f the f"ll"Ei!& tai!i!& +eth"'- ae pefee' )*
(a) "n the ob (b) "ff the ob
(c) Any other
6<
"n the ob J?
"ff the ob >0
Any other H0
TA(LE 3
TRAINING METHODS
60%
25%
15%
On the job
Of f the job
Any other
FIG$RE 3
INTERPRETATION) * J?L on the ob training methods are used while >0L off the ob
methods and H0L other methods.
5G Afte atte!'i!& -%ch p"&a++e- '" #"% feel cha!&e i! #"% )*
(a) +nowledge (b) S(ill
(c) Nuality of wor( (d) All of the above
6=
+nowledge A?
S(ill H?
Nuality of wor( H?
All of the above 0?
TA(LE 5
CHANGES FELT AFTER THE PROGRAMMES
30%
10%
10%
50%
Knowledge
Skill
Qulity of work
All of the bo!e
FIG$RE 5
INTERPRETATION) * A?L of employees feel change in their (nowledge# H?L in their
s(ills# H?L in .uality of wor( and 0?L in all of the above.
6G H"E +a!# tai!i!& p"&a++e- #"% ha0e atte!'e' Eithi! "!e #eaH
(a) *ess than > (b) *ess than 0
(c) *ess than H?
6>
*ess than > A?
*ess than 0 A?
*ess than H? G?
TA(LE 6
TRAINING PROGRAMMES ATTENDED IN A YEAR
30%
30%
40%
"e## thn 2
"e## thn 5
"e## thn 10
FIG$RE 6
INTERPRETATION) * A?L of employees have attended less than > training
programmes in a year# other A?L have attended less than 0 and G?L have attended less
than H? programmes.
:G What Ea- the i+pact "f tai!i!&H
:@
(a) &ncreased morale (b) &ncreased speed of wor(
(c) Both
&ncreased morale H?
&ncreased speed of wor( H?
Both =?
TA(LE :
INPACT OF TRAINING
10%
10%
$0%
%n&re#ed 'orle
%n&re#ed #(eed of work
)oth
FIG$RE :
INTERPRETATION) * H?L of employees feel change in their morale# H?L feel change
in their speed of wor( while =?L feel change both in their morale and speed of wor(.
;G H"E +a!# p"+"ti"! #"% ha0e ha' afte #"% tai!i!&H
:7
(a) "ne (b) $ore than one
(c) )o promotion
"ne >?
$ore than one @?
)o promotion H?
TA(LE ;
PROMOTIONS AFTER TRAINING
20%
*0%
10%
One
+ore thn one
,o (ro'otion
FIG$RE ;
INTERPRETATION) * >?L of employees have got only one promotion after attending
training# @?L have got more than on promotion while H?L of employees have not been
promoted.
<G D" #"% a&ee that the p"&a++e E"%l' ha0e Bee! +"e Be!eficial if -"+e
+"e BacC&"%!' +ateial E"%l' ha0e Bee! -e!t i! a'0a!ceH
(a) Strongly agree (b) Agree
:3
(c) Difficult to say (d) )ot at all
Strongly agree @?
Agree H?
Difficult to say H0
)ot at all 0
TA(LE <
BENEFIT OF BACKGROUND MATERIAL
*0%
10%
15%
5%
Strongly gree
Agree
-iffi&ult to #y
,ot t ll
FIG$RE <
INTERPRETATION) * @?L of employees strongly agree# H?L of employees agree#
H0L of employees feel that it is difficult to say# 0L feel no use of bac(ground material.
=G D" #"% feel tai!i!& al-" c"!tiB%te- t" pe-"!al &"Eth "f a! e+pl"#eeH
(a) 9es (b) )o
:5
9es K0
)o 0
TA(LE =
CONTIBUTION TO PERSONAL GROWTH
.5%
5%
/e#
,o
FIG$RE =
INTERPRETATION) * K0L of employees feel that training programmes contribute to
their personal growth while 0L feel that it does not contribute to their personal growth.
>G D" #"% feel tai!i!& p"&a+- helpe' the c"+pa!# t" achie0e it- "B.ecti0e-H
:6
(a) 9es (b) )o
9es H??
)o ?
TA(LE >
CONTRIBUTION TO ORGANIATION!S
OB"ECTI#E
100%
0%
/e#
,o
FIG$RE >
INTERPRETATION) * H??L employees feel that training programs helped the
company to achieve its obectives.
7@G H"E Eell the p"&a++e Ea- "&a!i?e'H
::
(a) %ery badly (b) Badly
(c) Fell (d) %ery well
(e) 8/ceptionally well
%ery badly ?
Badly 0
Fell J?
%ery well >0
8/ceptionally well H?
TA(LE 7@
ORGANIATION OF TRAINING PROGRAMMES
0%
5%
00%
25%
10%
1ery bdly
)dly
2ell
1ery well
34&e(tionlly well
FIG$RE 7@
INTERPRETATION) * ?L of employees feel that the training programme was very
badly organi5ed# 0L of employees feel that it was badly organi5ed# J?L feel that it was
well organi5ed# >0L feel that it was very well organi5ed while H?L feel that the training
programme was e/ceptionally well organi5ed.
FINDINGS
:;
-he data which we analy5ed from the .uestionnaire of $other Dairy has the following
findings; <
71 0?L of employees feel change in their (nowledgeC s(ills and .uality of wor(
collectively while A?L in their (nowledge# H?L in their s(ills and H?L in their
.uality of wor(.
31 =?L of employees have increased their morale and speed of wor(# H?L of
employees have only increased their morale while remaining H?L increased their
speed of wor( after attending training programmes.
51 @?L of employees have been promoted more than ones after attending training
programmes.
61 @?L of employees strongly agree with the fact that training sessions would be
more beneficial if# some bac(ground material is provided to them.
:1 K0L of employees thin( that training contributes to their personal growth.
:<
CONCL$SION
:=
& conclude that through proper training an employee can become multi s(illed and this &
have practically noticed through my analysis. -hus# training endeavors to impart
(nowledge# s(ill and attitudes necessary to perform ob related tas(.
& have found out that because of the training employees are more able to perform their
wor( very effectively. By imparting suitable training to employees the company achieves
the target of; <
*ow cost
!igh .uality
-imely delivery
6eliability
%alue for money
'ustomer satisfaction
S$GGESTIONS
:>
71 -he training circular form can also include a brief introduction about the subect
for which the training programme has been organi5ed so that the participants are
able to understand the topics being covered in the training programme in advance.
31 &t is easier for the trainee to understand the material that is meaningful so all the
material should be meaningful and theory can also be made interesting if they
include; <
Fhen material is presented to the employee a variety of similar e/ample
should be used.
-he term and concept that are already familiar to the trainee should be
used.
51 -raining material should be organi5ed in a logical manner and has meaningful
units.
61 A company should implement their training programmes in a manner that H??L
of their employees agree that their personal growth increases with training and
development.
K$ESTIONNAIRE
;@
SirB$am#
As a student of Amrapali &nstitute# !aldwani & am wor(ing on IMPACT OF
TRAINING AND DEVELOPMENTG Present .uestionnaire is a part of my proect
mentioned above. Please cooperate with me by answering following .uestions.
7G D"e- Re&%la tai!i!& -e--i"!- ae aa!&e' i! #"% "&a!i?ati"!H
(a)9es (b) )o
3G I! #"% c"+pa!# Ehich "f the f"ll"Ei!& tai!i!& +eth"'- ae pefee' )*
(a) "n the ob (b) "ff the ob
(c) Any other
5G Afte atte!'i!& -%ch p"&a++e- '" #"% feel cha!&e i! #"% )*
(a) +nowledge (b) S(ill
(c) Nuality of wor( (d) All of the above
6G H"E +a!# tai!i!& p"&a++e- #"% ha0e atte!'e' Eithi! "!e #eaH
(a) *ess than > (b) *ess than 0
(c) *ess than H?
:G What Ea- the i+pact "f tai!i!&H
(a) &ncreased morale (b) &ncreased speed of wor(
(c) Both
;G H"E +a!# p"+"ti"! #"% ha0e ha' afte #"% tai!i!&H
(a) "ne (b) $ore than one
(c) )o promotion
<G D" #"% a&ee that the p"&a++e E"%l' ha0e Bee! +"e Be!eficial if -"+e
+"e BacC&"%!' +ateial E"%l' ha0e Bee! -e!t i! a'0a!ceH
;7
(a) Strongly agree (b) Agree
(c) Difficult to say (d) *ittle
(e) )ot at all
=G D" #"% feel tai!i!& al-" c"!tiB%te- t" pe-"!al &"Eth "f a! e+pl"#eeH
(a) 9es (b) )o
>G D" #"% feel tai!i!& p"&a+- helpe' the c"+pa!# t" achie0e it- "B.ecti0e-H
(a) 9es (b) )o
7@G H"E Eell the p"&a++e Ea- "&a!i?e'H
(a) %ery badly (b) Badly
(c) Fell (d) %ery well
(e) 8/ceptionally well
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