SUMMER TRAINING REPORT

ON
“TRAINING AND DEVELOPMENT IN RUSAN
PHARMA LTD.”

Submitted to the Uttaranchal University in partial fulfillment of the

requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by
AYESHA NEGI
Enrollment No. UU150800286
Under the Guidance of:
Mrs. Madhu Arora
Faculty of Management

(Batch: 2018-2020)
FACULTY OF MANAGEMENT AND BUSINESS STUDIES
UTTARANCHAL UNIVERSITY, DEHRADUN

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Faculty of Management and Business Studies

Uttaranchal University

Dehradun

CANDIDATE’S DECLARATION

I Ayesha Negi, hereby declare that the summer training report, entitled “TRAINING
AND DEVELOPMENT IN RUSAN PHARMA LTD.” submitted to the Uttaranchal
University, Dehradun in partial fulfillment of the requirements for the award of the
Degree of Master of Business Administration is a record of original research work
undergone by me under the supervision and guidance of Uttaranchal University, and it has
not formed the basis for the award of any Degree/Fellowship or other similar title to any
candidate of any University/Institution.

Date: Signature of the Student

This is to certify that the statement made by the candidate is true to the best of my
knowledge and belief.

Signature of Guide

Date:

Countersigned

Dean

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 DECLARATION

I Ayesha Negi hereby declare that the study entitled “TRAINING AND DEVELOPMENT
IN RUSAN PHARMA LTD. is a record of my own work and efforts and is being submitted
by me to UTTARANCHAL UNIVERSITY in the partial fulfillment of M.B.A and this
work has not been submitted to any other institution for award of any degree.

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 ACKNOWLEDGEMENT

This report has been made possible with the cooperation of many persons whom I
wish to express my gratitude and appreciation. I am very grateful to the people who
supported me to transform the report in the materialistic form.

I am thankful to Mrs. Madhu Arora faculty management at Uttaranchal

University, Dehradun for his gratitude during my project and giving me full co-operation and
also valuable information and guidance, without which it would not be possible for me to
complete the manuscript.

I would also like to thanks the librarian and staff members of Uttaranchal
University, Dehradun for providing me the required books in this field and my friends who
were always there to assist me at odd hours also.

Ayesha Negi

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 . EXECUTIVE SUMMARY

The research project entitled ‘Training and Development’ is an attempt to understand

the opinion and attitudes of the various categories of employees of the Rusan and
Pharamaceuticals Limited towards the effectiveness of Training services provided by the
Company.

It also aims to know and study obstacles in the proper utilization and increase the
effectiveness of Training programs and try to suggest remedial measures wherever
possible.

The data was collected through well structured questionnaires. About 30 employees were
considered for the sample size out of 2000 employees, since the researchers are given very
limited time. This survey was carried out in various departments of the Company.

In the course of study, it was found that the training programmes analyzed were provided to
all the employees of Rusan and Pharamaceuticals Limited and was not specific to
particular category of employees. The in depth study of the welfare measures adopted
by the company revealed that majority of the employees were fairly satisfied with the
training and development programmes.

For the purpose of survey, the training was divided into two groups. A. On-job-training and
Off-job-training or Outbound Training..

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1. On job Training

• Apprenticeship Training
• Job Instruction Training

2. Off the Job Training (Outbound training)

Facilities needs for training types varies from classroom to an elaborate development
center, large halls with audiovisual aids etc.,

1. Classroom-programs – live
2. Workbooks / Manuals
3. Public Seminar
4. Self-study programs
5. Role plays
6. Case Studies
7. Games/simulations (not computer-based)
8. Outdoor experiential programs

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 TABLE OF CONTENTS

TITLE PAGE
NO.
Company Certificate

Certificate of Originality

Acknowledgement

Executive Summary

Table of Contents

Chapter 1: INTRODUCTION TO TOPIC

Chapter 2: COMPANY PROFILE

Chapter 3: RESEARCH OBJECTIVE AND METHODOLOGY

Chapter 4: FINDINGS,RECOMMANDATIONS,
CONCLUSION
Annexure :
a) Questionnaire
b) Bibliography

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 INTRODUCTION

1.1 Meaning and Definition:

After an employee is selected, placed and introduced, he or she needs to be provided

with training facilities. The training is the act of increasing the knowledge and skill of an
employee for doing the particular job. Training is a short term educational process and
utilizing systematic and organized procedure by which an employee is learned the
technical knowledge.

Definition:

Staimez: defines ‘Training is a short term process utilizing a systematic and organized
procedure by which non-managerial personnel to learn technical knowledge and skill”
Mamoria: defines “Development covers not only the activities which improve job
performance, but also those which bring about growth of personality, helps individual in the
process towards maturity and actualization of this potential capacities so that they become not
only good employees but also both good men and women.
S. P. Robbins: Defines “Training is a learning process which seeks a relatively permanent
change in behavior that occurs as a result of experience.

Dale Yoder: Defines “It is that deals with the effective control and use of manpower as a
distinguished from other source of m an power”

Meaning:

Training is part of Human Resource Development. It is concerned with concerned with

training, development, and education. Training has been defined as an organized learning
experience, conducted in a definite time period, to increase the possibility of improving job
performance and growth. Organized means that it is conducted in a systematic way.

Although learning can be incidental, training is concerned with the worker learning
clear and concise standards of performance or objectives.

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Training is the acquisition of technology which permits employees to perform their
present job to standards. It improves human performance on the job the employee is
presently doing or is being hired to do. Also, it is given when new technology in
introduced into the workplace.

Development is training people to acquire new horizons, technologies, or viewpoints.

It enables leaders to guide their organizations onto new expectations by being proactive
rather than reactive. It enables workers to create better products, faster services, and more
competitive organizations. It is learning for growth of the individual, but not related to
a specific present or future job. Unlike training, which can be completely evaluated,
development cannot always be fully evaluated. This does not mean that we should
abandon development programs, as helping people to grow and develop is what keeps an
organization in the cutting edge of competitive environments. Development can be
considered the forefront of what many now call the Learning Organization. Development
involves changes in an organism that are systematic, organized, and successive…and
are thought to serve an adaptive function. Training could be compared this metaphor - if
I miss one meal in a day, then I will not be able to work as effectively due to a lack of
nutrition. While development would be compared to this metaphor - if I do not eat, then I
will starve to death. The survival of the organization requires development
throughout the ranks in order to survive, while training makes the organization more
effective and efficient in its day-to-day operations.

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Principle of Training:

1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization Equity and fairness : T and D program must enjoy equal opportunity to
drive benefit out of such training and must have equal chance to undergo such training.
3. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification’/
4. Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
5. Top Management support: Top management support is essential to make Training
and Development effective.
6. Centralization: For economy of effective uniformity and efficiency, centralization
of training department is found more common and useful.
7. Motivation – Training and Development have motivation aspects like better career
opportunity, individuals & skill development etc.

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Importance of training in recent years:

Recent changes in the environment of business have made the Training and Development
function even more important in helping organization maintain competitiveness and prepare
for the future. Technological innovations and the pressure of global competition have
changed the ways organizations operate and the skills that their employee need. The tight labor
market has increased the importance of training in several ways. First higher employee
turnover means that more new employees need training. Second, it has been suggested
that frequent and relevant development experiences are an effective way to gain employee
loyalty and enhance retention of top-quality staff.

Need for Training:

Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in
implementing organization-wide culture-change efforts, such as developing a commitment
to customer service, adopting total quality management, or making a transition to self-
directed work teams. Pace-setting Human Resource Development departments have
moved from simply providing training on demand to solving organizational problem s.
Trainers see themselves as internal consultants or performance improvement specialists
rather than just instructional designers or classroom presenters. Training is only one of the
remedies that m ay be applied by the new breed of Human Resource Development
practitioners.

In an age of network organizations, alliances, and long-term relationships with just-in-time

suppliers, leading companies are finding that they need to train people other than their own
employees. Some organization offer quality training to their suppliers to ensure the quality of
critical inputs. Organisations with a strong focus on customer service may provide
training for purchasers to their product.

1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to improve
the skill and knowledge of the existing employees through Training and
Development.

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2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.

3. Personal Obsolesce: At the time of recruitment employees posses a certain

amount of knowledge and skill. As the time passes their knowledge becomes
obsolesce unless it is uploaded by proper training. This happens because of
changes take place in product methods procurement of better machines.

4. Organization Obsolesce: Modern management has introduced a number of

innovative steps in functioning of management like play organizing, controlling
to such change are bound to fail and become obsolete, to prevent obsolesce r
organization. Employees must be exposed to modern Technology through T & D

5. Increased Productivity: Instruction can help employees increase their level of

performance. Increase human performance often directly leads to operational
productivity and increase company profits.

6. Coercive Training by Government : In order to provide better employability

changes of unemployed youth, certain governments have taken initiatives to
mobilize resource available at public/government and private to provide training
to outside candidates. One such arrangement is called at “Apprenticeship
Training’ conducted by Government of India. A part of expenditure incurred for
this by the private sectors is reimbursed by government.

7. Human Capital: The latest thinking is to treat employees as ‘Human Capital’.

The expenditure involved in training and development are now being considered
as an investment. This is cause in globalization it is the knowledge and skill of
employees which determine complete advantages of firm.

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OBJECTIVES AND GOALS OF TRAINING:

Training and Development can help an organization in a number of ways. Ultimately, it is

employee knowledge and skill that produce the organization’s product or service. Training
facilitates the implementation of strategy by providing employees with the capability to
perform their jobs in the manner dictated by the strategy. Training also assists in solving
immediate business problems, such as when a team of Manager in an action learning
program studies a real problem and recommends a solution. Finally to keep ahead in a
highly competitive the turbulent environment, it has been suggested that the training
function must foster a continuous learning culture and stimulate managers to reinvent their
corporation.

Training enables employees to develop and train within the organization and increase the
market value, earning power and job security. It moulds the employee’s attitude and also
helps them to achieve better co-operation with the company and greater loyalty to it. The
management is benefited in the sense that higher standard of quality are achieved, a
satisfactory organization structure is built up, authority can be delegated and stimulus for
progress applied to employees.

• To increase productivity of employees or workers

• To improve quality of work and product
• To enhance and update knowledge and skill level of employee in the organization
• To promote better opportunity for the growth and promotion chances of employees
and thereby the employability
• To secure better health and safety standard
• To improve quality of life of employees
• To sustain competitive advantage
• To impart new entrants of knowledge and skill
• To build up a sound line of competent efficiency and prepare them as a part of their
career progress to occupy m ore responsible positions
• To impart customer education, help grading skills and knowledge and employees
estimate career planning of the company.

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HOW IS T & D RELATED TO HUMAN RESOURCE MANAGEMENT?

An effective use of materials, money, machines and human resource is essential for
achieving a high level of productivity in the industry. Whereas other resource have
limitation, the human resource has unlimited potential. Moreover this is the only activity
resource, other being passive. Its quality of human resource through training input is of vital
importance.

• Improves communication between group and individual

• Aids in orientation for new employees and taking new jobs throu8gh transfer or
promotion
• Provides information on equal opportunity and affirmation action
• Improves interpersonal skill
• Builders cohesiveness in groups
• Provides a good environment for learning, growth and co-ordination.
• Improves labour management relation
• Helps to create better corporate image
• Provides information for further needs in all areas of organization
• Moves a person towards personal goals while improve Human Resource and
Organization goals.

Training Methods and Techniques for Employees

Because of the objective of Human Resource Development is to contribute to the
organization’s overall goals, training programs should be developed systematically and with
the organization’s true needs in mind. Successful training begins with a thorough needs
assessment to determine which employees need to be trained and what they need to be
trained to do.

Allison Rossett and Joseph W. Arwady states ”The question is not whether you will solicit
this kind of information through needs assessment. It is how much of it you will do
and using which tools. The culmination for the assessment phase is a set of objectives
specifying the purpose of the training and the competencies required in trainees after they
complete the program.

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This section considers the choice of methods for employees training. With training
objectives defined and learning principles in mind, the trainer must be choose appropriate
training methods and design the sequence of events in the training program . Perhaps the
first decision to be made is whether to conduct the training on the job or away from the job. In
many cases, the decision is to do some of both.

1. On the Job Training: On the job training is conducted at he work site and in
the context of the actual job. The vast majority of all industrial training is conducted on the
job, often by the trainee’s immediate superior or a nominated peer trainer. On-the job
training has several advantages :
a) Because of training setting is also the performance setting, the transfer of
training to the job is maximized
b) The cost of a separate training facility and a full-time trainer are avoided or
reduced.
c) Trainee motivation remains high because it is obvious to trainees that what they are
learning is relevant to the job
d) Trainees generally find on-the-job training more valuable than classroom training.

Apprenticeship Training: This training is combination of on and off the job training. The
department of Labor regulates apprenticeship programs, and often
management and a union jointly sponsor apprenticeship training. This training is
normally given to artisans, electricians, plumbers, bricklayers etc., The duration is
normally vary from 2 to 6 years. Apprenticeship training is carried out under the
guidance and intimate supervision of master craftsman or expert worker/supervisor. During
apprenticeship training period, the trainees are paid less than that of a qualified worker.

Advantages:
i. Workmanship is good
ii. Immediate returns from training
iii. Economical, better loyalty
iv. Feed back is given quickly about the correctives of performance
Disadvantages:

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 i. It takes times to learn the skill
ii. Required job knowledge is too complex

• Job Rotation: In the job rotation, management trainee/employee is made to move

from one function to another at planned intervals. Job rotation is widely used as a
management executive development program which makes the employee or management
trainee, a multi-tasking individual. It can be done either vertical or horizontal.

• Coaching and Understanding method: Training under experienced worker they are
coached and instructed by skilled co-worker by supervisor by special trainee instructor.

Advantages:
i. Excellent for supervisor
ii. Quick and economical
iii. Sequences in logical and simple
iv. Instructions are clear and concise.

• Outbound Training: The outbound training is conducted in a location specifically

designated for training. It may be near the workplace or away from work, at a
customized training center or a resort. The purpose of conducting this kind of training
away from the work place is to minimized or avoid distractions of the employee from
their daily work routine and allows them to devote their full attention the specific subject.

Some of the outbound training methods and activities are:

Action planning: Often a closing activity asking participants to specify or set goals
about exactly what they will do differently back on the job
a) Behaviour-modelling training : use a videotape to demonstrate the steps in a
supervisory activity such as conducting a disciplinary interview, followed by role-
played skill practice and feedback
b) Behavioral Simulation: Large-scale multi person role-lay, noncomputerized
business game.
c) Brainstorming: Creative idea-generation exercise in which no criticism is
allowed.

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 d) Business Game: Computerised business simulation that requires participants to make
decisions about strategy and investments and then provides financial results based
on the decisions.
e) Buzz Group: Small-group discussion of several minutes, duration on an
assigned topic
f) Case Study: From a one-paragraph vignette to a fifty-page Harvard- style case.
g) Demonstration
h) Experiential exercise,
i) Field trip,
j) Group discussion,
k) Guest speaker ,
l) Guided teaching : Drawing from the group the points the lecturer otherwise
would make him or herself
m) Information search : asking trainees to locate the answers to question the
training materials or manuals provided
n) Intergroup exchange: small groups share their ideas of findings with another
group
o) Learning game: competition between teams in a quiz show format
p) Lecture
q) Mental imagery: asking participants to close their eyes and visualize or recall
something or engage in mental rehearsal of physical or interpersonal skills.
r) Outdoor leadership training : Team activities that may include hiking, rope
courses, or other physical challenges along with problem.-solving activities.
s) Problem-solving activities
t) Role-play
u) Self-assessment instrument or quiz. An example is a conflict resolution – style
inventory.
v) Team Building: A series of group activities and sometimes surveys used to
develop team skills and role clarify in a team of people who must work together
closely on the job
w) Videotapes: can be used alone but are most effective in discussion and
practice.
There are various other instructional methods used in training program:

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1. Classroom-program s – live
2. Workbooks / Manuals
3. Videotapes
4. Public Seminars
5. Self-assessment instruments
6. Role plays
7. Case Studies
8. Games/simulations (not computer-based)
9. Outdoor experiential programs

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Out of the above off job training techniques, the following are used in
general:

1. Classroom Lectures
2. Conference and seminars
3. Group discussions and case study analysis
4. Audio-visual and film shows
5. Simulation and computer modeling
6. Vestibule training
7. Programmed organizations
8. Games and Role playing
9. T-group training
10. Retraining

1. Classroom lectures : this is the simplest and from the off the job training. This is a best
form of instruction when the instruction is to convey information on rules, regulation,
policies and procedures.

Advantages :
• Simple and efficient
• Minimum cost
• Minimum time

Disadvantages :
• Monologues and one way communication
• Large trainees are participants
• Efficiency depends on ability of trainers in the use of correct expression better
participation
• Concentration and intent of majority of trainees fade off after short time or so
• No individual attitude is possible with result there is no feed back of
assimilation of knowledge.

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2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in
which individuals confer to discuss points of common interest for enriching their
knowledge and skill. This is group activity. It encourages group’s discussion and
participation of individuals for seeking clarification and offering explanation and own
experience. It is a planned activity with a leader or moderator to guide the proceedings,
which is focused on agreed agendas points prefixed
during planning stage of such conference.
There are three variables :

• Directed conference
• Training conference
• Seminars and workshops

2. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is
‘experiences is the best teacher’. Here several empirical structure are examined in detail
to find out commonalities to derive general discussion. Based on such studies and group
discussion are initiated to derive common lesson. This
method has, however limited use of worker but both use for supervisors. In case of workers,
areas of importance in this method are that the quality control.

3. Audio-visuals and Film Shows: In order to improve understanding very usual and
sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or process.
Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness,.

4. Simulation Computer Modeling: A training activity in which actual working

environment is artificially created as near and realistic and possible is called simulation
training. Case study, analysis, experiment exercise game playing computer model and
vestibule training etc come under this category. When the work environment is artificially
created by using computer-programming method well call it
‘computer method’

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5. Vestibule Training: In this training, employees are trained of the equipment they
are employed, but the training is conducted away from the place of work. In which all
necessary equipment and machines required as actual machined ship are duplicated

6. Programme Instruction: Programmed instruction is a stu5rctured method of

instruction aided through texts, handouts, book and computer aided instruction.

In this case the instruction materials and information is broken down in meaning full
unit and arranged in a proper sequenced from logical method of learning packages, the
learning ability is tested and evaluated in real time basis

Advantages:
• Materials of learning are broken down into meaning full modules
• Instruction are not key players
• Trainees learn at his/her own pace of learning. Individual difference are taken
care of
• No fear of evaluation and criticism
• Active interaction between the learner and the machine
• Immediate feedback is available
• Training can be undertaken at any time and any place
• It is highly flexible and motivated

Disadvantages:
• Costly method
• Advance topics are untouched

7. T. group Training: ‘T’ stand for training or laboratory training. T group training was
originated on 1940’s but only 1960’s it has opened to the industries. This Training has
both supporters and opponents. Unlike any other programmers discussed. T group
training is concerned with really problem existing within the other group itself.

8. Retraining: technology is advancing at rapid pace. Here obsolesce is a major

problem faced by the worker are the introduction of automation for such retraining

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programme to update their knowledge, which will further make them productivity useful
of the organization and restore this confidence.

TRAINING FOR PRODUCTIVTY IN INDUSTRY:

An effective use of materials, money, machines and human resources is essential for
achieving a higher level of productivity in the industry whereas other resources have
limitations. The human resource has unlimited potential. Moreover, this is the only
activating resources, to be being passive. Its quality can be improvement in the quality for the
human resources through training inputs is of vital importance.

Training of HR can be considered at the levels of

1. Workers
2. Supervisors
3. Trade Union Functionaries
4. Middle level Managers
5. Top Managers

1. Workers: From the point of raising industrial production the training of workers
essentially
• Improving job knowledge
• Attitudinal change

While job knowledge can be imparted through on the job training, attitudinal and behavioral
changes can be induced through training inputs intended to the understanding of his work, his
environment and his relations with his colleagues trade union and the management.

2. Trade Union Functionaries :

Effective use of HR in industry will not be possible without a positive approach on the
part of trade union functionaries. Where there could occasionally, be a great conflict of
interests as well as a role conflict of union functionaries in improving productivity and

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safe guarding workers interest, there is a need essentially to give the training on job
evaluation, work study and other productivity techniques. Out experience shows that
their appreciation of these techniques generate a favorable disposition towards the use of these
techniques.

The trade union and worker programmes (TUWP)_ OR THE national Productivity
Council is aimed at workers and TU functionaries. The objectives of the programme is to
create productivity consciousness amongst workers trading to a favorable climate in the
organization or enterprise for wider acceptance or productivity improvement efforts and
techniques. These programmes aimed at :

• Acquaint the participants with the concept, approach and techniques or

productivity
• Identifying areas in which employees could play an effective role in promoting
productivity in an organization.
• Develop a rational understanding of the economical and social circumstances and
constraints in which the workers and community are placed.
• Create a favorable climate for the promotion of productivity through positive and
constructive union management relations.
• Help participants in the proper understanding of the role and responsibilities of
the unions.
• These programmes highlight:
• Appreciation of organizational work in the context of micro and macro factors
of production.
• Appreciation of productivity techniques with special reference to manpower
requirements, workload assessment, wage differential (job evaluation) incentive
system etc.
• Appreciation of improved technological requirement for modernization

Thus, NPC programmes aim at educating and training the works in the concepts and
methods of productivity, stimulating the idea and thinking, levels of productivity. The
Central Board of Worker’s education (CBWE) on the other hand, has bordered objectives of
educating workers in trade unionism, good citizenship, leader qualities, etc., the CBWE

23
scheme adopts a three tier system with the long-term training for workers, teachers who
after their training are deputed to plants for workers education. While NPC programmes are of
short duration and are mostly tailor made, DBSE schemers are broadly both in
objectives and approach.

3. Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient workers. An
efficient worker need not be a good supervisor. The type soft skills required being an
efficient worker and the supervisor are quite different. A good supervisor needs a possess
human relations and administrative skills. Training in these areas seems to be
inadequate. The prime need therefore is to sharpen these skills through systematic
training inputs. An efficient use of training instruments should be made to develop these
skills among the promote supervisors.

• Provides for acquiring professional standards in supervision to those who may hold or
are in line for promotion to supervisory positions
• Induces existing supervisory personnel to acquire essentials of scientific
supervision through training and self-study, supplemented by the enterprise level
guidance wherever practicable.
• Test if he candidate possess sufficient skills, including management of men at
work, so as to be able to discharge supervisory duties effectively.

TOP MANAGEMENT:

It has to be trained essentially and primarily for bridging the gap between technology and
management. Scientific and technological knowledge has been growing, particularly
during the last decade, at an astonishing rate. It becomes vital or the top manager to have keen
appreciation of the widening scope of technology. In this way he will be able to
discharge his functions as an effective manager. Another area where he needs to be
trained and exposed is computers and electronic processes. The growing complexities of
companies internal operations, diversification and growth, and in some cases competitions,
have generated unprecedented pressures. The process of managerial decision-making can be

24
considerably improved by harnessing these electronic aids.

The top manager also needs to be exposed to the growing complexities of the
environment. He needs to examine the relationship of his job so such as the growing
influence of the government in business, the changing role of the organized labour, the
altered expectation of the public from the business and growing internal competitions as
well as possibilities for international co-operation.

Evaluation phase:

Donald Kirkpatrick developed the best-known and most widely used framework

• Reaction: The first level involves reaction measures, or the participants feelings
about the program. Reaction information is usually gathered by questionnaire during or
immediately after the program . At least two aspects of reaction should be
assessed: Did the trainee enjoy the program, and do they think the program will be
useful to them.

• Learning: The second level of evaluation has to do with learning. Learning measures
assess the degree to which trainees have mastered the concepts, information, and
skills that the training tried to impart. Learning is assessed during and or at the end of
the training program with paper and pencil tests, performance tests and graded
simulation exercises.

• Behaviour:- On-the-job behaviour is the third level of evaluation. Behaviour

measures ask whether employees are doing things differently on the job after
training, whether they are visibly using what they have been taught. In essence, this is
transfer of training.

• Results: The final level of evaluation involves results measures. At this level,
the impact of the training program on the work group or organization as a
whole is assessed objectively. The appropriate objective measures to use depend
25
on the content and objectives of the training. Samples measures of results
include cost savings, profit, productivity, quality, accidents, turnover, and employee
attitude.

26
RECOMMENDATIONS USING THE EVALUATION TO IMPROVE
TRAINING:

Information from the training evaluation can be used in making decisions about whether to
continue the training program or how to improve it. Modifying the training based on reaction
measures is fairly straightforward. A boring speaker can be replaced, a film rates as
irrelevant dropped, or a caterer changed, depending on the feedback received. If a sound
evaluation design was used, additional modification of the training might be suggested by
scores on the learning, behaviour or results measures.

If insufficient learning occurred, the training presentation itself may have been at fault.
Information may have been presented unclearly, or inadequate time and practice may have
been allowed for trainees to absorb the materials. Alternatively, trainee readiness or
motivation may be been deficient so that an otherwise well designed training experience
had no real impact on the trainees

If behavior on the job did not improve despite gains in learning, the fault could lie in
the needs assessment, the training program itself, or the work environment. If the initial needs
assessment was not performed correctly, trainees might have mastered material that was
not relevant to the demands of their jobs. Thus, while they might have learned something
from the training, what they learned is not something that they can use. Another possibility is
that the training content might have been appropriate, but there was insufficient
emphasis either on transfer of training to the job or on relapse prevention. Finally, the fault
could lie in the work environment if supervisors or the environment do no facilitate the use
of new skills.

When learning and behaviour change but results d no improve, the appropriateness of the
training or validity of the results measures should be scrutinized. If people are
behaving differently, but the behaviour has no impact on the bottom line, from a poor
needs assessment. If on the other hand, the trained behaviours are better and more effective
than the behaviours used previously, then the problem be simply that t6he results measures are
too coarse or contaminated to register their beneficial effect. Results measures like profit
and turnover are affected by many factors outside the organization, such as general

27
economic and labor market conditions. Perhaps a training program does have beneficial
impact, but he impact is simply not visible against larger trends in global results measures.

Utility of Training Programs:

Utility of Training is the net gain realized by an organization as a result of adopting a given
Human Resource Management practice, and it can be calculated for training programs as
well as which Jack Phillips has championed addition a fifth level to Krikpatrick’s
training evaluation hierarchy, return on investment. Phillips believes that the benefits of
training should be carefully quantified and compared to the cost of delivering the training in
order to justify training expenditures and evaluate the relative work of different training
programs.
Calculating utility or return on investment requires both assessing the costs of the training and
putting a dollar on the benefits of the training. Some cost categories associated with the
training are show in as below. They include one-time costs incurred in developing the
program initially, costs that the are incurred each time the program is repeated, and costs
incurred for each person trained. It is harder to put in terms of value on the benefits
of training that it is to assess the costs. First one must estimate how much better a
trained employee will perform than an untrained employee. The money payback of a
certain percentage of improvement in performance depends on the importance of the
job.
It is probably worth more to an organization to increase an than to increase a
secretary’s performance by 10%. He multiplies the amount gained per trainee per year no.
of persons trained.
Next the duration of the training impact must be estimated. Because the benefit of training an
employee is lot when that employee quits, turnover rates are often built into utility
calculations. However, even if an employee stays with the organization, the effects of some
kinds of training gradually wear off as trainees forget what they have learned or the
knowledge become obsolete. Thus as estimate of the half-life of the training intervention also
must be factored in.

28
One-Time Costs:

• Needs assessment costs

• Salaries of training designers or consultants
• Purchase for reusable training equipment and materials
• Full-scale evaluation of the program when first offered

Pre-Session Costs

• Trainer salaries, travel and lodging

• Facilities rental

Pre-Trainee Costs

• Trainee wages or salary during training

• Transportation, food and lodging for trainees during training
• No reusable training materials, handouts etc.

The final step in calculating utility is to subtract the total costs from the total benefits of a
particular training program given to a specified number of people. Estimating the necessary
parameters and calculating utility can be extremely complex, but by doing so, an employer can
build a solid justification for a training program on purely economic grounds.

Properly conceived and implemented training programs can have definite effects on
organization performance and profits. A recent extensive study of the utility of several
training programs in a large pharmaceutical company found that training programs varied
widely in their impact, Manager training programs had an average return on investment of
45% whereas sales and technical training had an average return on investment of 156%.
Information of this sort can be used to decide where to direct training resources to produce the
larges impact.
STATEMENT OF PROBLEM:
29
 • To study and analyze the effectiveness of the various Training and Development
reaction about them .
• To find out the obstacles in the proper utilization and increase the effectiveness of
Training programs and try to suggest remedial measures wherever possible.

SCOPE OF STUDY

• Study of the Training policy and various development programs being conducted at
Strides Arcolab

• To find out how much the employees perceive these training programs to be
effective and beneficial.

• To find out to what degree is the Training given to these employees catering to their
general as well as specific needs.

30
 COMPANY PROFILE

Welcome to Rusan
High-quality public health is vital for a functioning society and a country’s economic
growth. We, at Rusan Pharma Ltd, understand this and are committed to providing improved
solutions. Rusan Pharma Ltd. is a technology driven pharmaceutical company with interests
in research and development, manufacturing and marketing of formulations, APIs and their
intermediates. We specialize in opioid de-addiction, critical and acute pain management, anti-
tuberculosis and psychotropic drugs.

At Rusan, we are guided by professional leadership and experience, commitment towards

quality and delivery and a good understanding of business complexities. We work with
exemplary business practices and work ethics, and implement new ideas efficiently and
effectively. Rusan also believe that success is often achieved through close collaboration with
partners who share a common vision and possess complementary strengths. With the ever
changing industry trends we are ready to take on fresh challenges by embracing original
technologies, novel drug delivery systems, and biocatalysts. That is why we are confident that
with strong leadership, motivated partners and new technologies we can provide a better
quality service to our customers

31
Corporate Profile

We are a technology driven Pharmaceutical Company managed by a team of professional

technocrats. We specialize in the area of critical pain management, substitution treatment,
opioid de-addiction, anti- tuberculosis, psychiatric drugs and anti-infectives.

Our business spectrum includes:

 Pharmaceutical Research & Development

 Manufacturing and Marketing of Formulations

 Synthesis of niche APIs

 Synthesis of Drug Intermediates

 Providing contract research and analytical services to our partners

 Preventing HIV by providing substitution treatment to opioid dependents and

injecting drug users

We started our operations in 1994 by manufacturing commercial scale Buprenorphine

Hydrochloride. The Indian Process Patent for Buprenorphine Hydrochloride rests with our
Chairman, Dr. Navin Saxena. Our facilities include an ultra modern formulations unit
approved by UK MHRA, South Africa MCC, Zimbabwe MCAZ, WHO-GMP and Sudan
MOH. We market our products in Europe, Newzeland, Australia, South Africa, Russia,
Middle East, The CIS, South East Asia and The African countries through our own
independent offices, distributors and marketing joint ventures. Some of our products are
leaders in their respective therapeutic categories in The CIS and have established themselves
as household names. We have obtained the Certificate of Suitability (COS) for Buprenorphine
Hydrochloride Base from The European Directorate of Quality Medicine (EDQM) and
approvals for other products like Methodone Hydrochloride, Fentanyl Citrate, Bisoprolol
Fumarate and Tramadol are under way.

Our Vision & Mission

Chairman’s Vision:

32
Our vision is to be a worldwide leading pharmaceutical company & to become a significant
global player by providing high quality, affordable & innovative solutions in medicine &
treatment.

Rusan’s core foundation is based on the following values:

 Quality focused

 Research oriented

 Respect for people

 Providing better customer support

 Integrity and high standards of ethical conduct

 Superior performance in meeting current challenges and demand by providing

relevant medicines

Following these firm values, Rusan aims to be amongst the most admired pharmaceutical
company both in India & abroad, by the turn of this decade.

Mission

Rusan embraces a challenging & inspiring mission which is to

“Improve the health and quality of human life.”

This mission empowers each employee to help millions of people around the world. Rusan
expects returns, but only from work that satisfies the healthcare professional and patient
needs.

Rusan firmly believes that access to quality healthcare is a right, not a privilege. We will
endeavour to ensure the availability of world class, quality medicines at affordable prices,
across the globe and are committed to work toward a healthier & happier world.

Our experience and expertise in the field of pain management & addiction treatment has
already helped us to address these growing health problems by providing medicines of high
efficacy by using better drug delivery systems & innovative services.

Our People:
33
When I first started the company, I had the privilege of working closely with talented and
committed people across all levels of our organisation. I have seen Rusan grow from just a
few people with lots of ideas, fantastic imagination and above all a thirst to become a global
player in our business. Over the years, I have realised that our human resources will continue
to be the most valuable asset in this pursuit of leadership & the prime driving force for our
growth.

Today Rusan is at a very interesting point in its evolution, well on course on its intended
journey to emerge as a global generics powerhouse – a point in time where I find not only a
new level of energy and excitement brewing within, but most importantly a keen sense of
pointed urgency to achieve and excel.

Our Partners

At Rusan we believe that success is often achieved through close collaboration with partners
who share a common vision and possess complementary strengths. Fortunately, Rusan is
blessed with a number of good trustworthy partners and I am confident that with this new
synergy Rusan will be able to fulfil its mission.

Our Future:

Rusan aspires to provide customer satisfaction and be leader in all its markets across the
globe. With a world class research and development team, we are confident in providing
high-quality products & services.

Since its inception my prime focus has always been on high growth emerging markets, which
have shown double digit growth momentum in their economies. I have made sure that Rusan
has a strong presence in many countries, for example Russia, South Africa, India, China and
Brazil. Backed by a strong economy and growing middle class purchasing power, I believe
that Rusan is well poised to capitalise on the growing generic opportunities.

With the ever changing industry trends, I believe that Rusan is ready to take on fresh
challenges by embracing original technologies, novel drug delivery systems, stereo-selective
& bio-catalysts.

Rusan’s efforts extend beyond selling medicines. Corporate social responsibility is of utmost
importance to us, therefore we are determined to take on the challenge of protecting our

34
environment by reducing water and energy usage. As a responsible business enterprise we
understand that our profits are short lived if our planet and future are at risk.

In conclusion, I am confident that with the strong leadership, motivated employees,

trustworthy partners and a rich product pipeline we can not only provide better quality
products but also ensure a cleaner environment and a healthier planet.

35
Clients & Associates
Our Clients Our Associates

1. Alembic - India 1. Citi Medical - South Africa

2. Arrow - Global 2. Gen Care - UK

3. AOP Orphan - Austria 3. Quantis - Germany

4. Akrikhin - Russia

5. Arrow - New Zealand

6. Baragshun - Mogolia

7. City Med - South Africa

8. Compware - Germany

9. Dori Darmon - Uzbekistan

10. Dr. Reddy’s lab - India

11. Endocrine - Russia

12. Equity - South Africa

13. Farmalider - Spain

14. Gold Shield - UK

15. Genesis - UK

16. Glenmark - India

17. Jiri Horna - Czech

18. L Pharma - Kazakhstan

19. Molteni - Italy

20. Midas - Germany

21. Novartis - India

36
22. Ranbaxy - India

23. Ratio Pharma / Teva - Germany

24. Reckitt Benckiser - UK

25. Stada - Global

26. Script Pharma - Australia

27. Script - South Africa

28. Worth Pharma - UK

29. Vivatis - Germany

30. Zydus Cadila - India

37
 ABOUT DEHRADUN PLANT

Our manufacturing site at Dehradun is part of Selaqui Industrial Area, situated about 20 km
from the city.
The Selaqui industrial area is located in the picturesque Doon valley of Shivalik Hills range
which is considered as a non-polluting industrial belt where no dust, fly ash or fibre
generating units are permitted.

Formulation plant is a 15 meter high building with a 30000 sq ft floor area spread over a plot
area of 64800 sq ft.
The manufacturing areas are made of clean room panels constructed with CRCA polyester
coated polyurethane puffed walls and walkable ceiling panels and mirror polished kota
flooring system.

This kind of monolithic flooring helps avoid all gaps and crevices.
The unit is built as per the latest CGMP norms and is equipped with HVAC system.
Each processing area is provided with a separate air handling unit in order to create required
HVAC zones and air flow.
The powder processing area of oral dosage form is well equipped with vacuum transfer
system in order to avoid manual handling.
The oral dosage form area has a unique U shaped layout for man and material flow to ensure
minimum exposure only at the process points.
The sterile section is made of stainless steel panels.

38
The plant is equipped to produce,
 Tablets
 Capsules
 Trans Dermal Patches
 Lyophilized vial
 Ampoules
 Glass vials
 Plastic ampoules
 Powder in sachet

39
 RESEARCH METHODOLOGY

PROBLEM FORMULATION

The research to be conducted can be formulated as Training & Development at Rusan and
Pharmaceuticals Limited

RESEARCH OBJECTIVE

• Evaluate the effectiveness of Training & Development at Rusan and

Pharmaceuticals Limited

• General perception of members about T&D programme

• Suggest ways to makes it more effective

SOURCES OF DATA

The data collection for the project work from tow sources i e, primary and secondary
sources.

1) PRIMARY DATA

 Observation-Participant observation

 Interviews

- Structured interviews (Ques)

- In depth interviews

- Group interviews

40
2) SECONDARY DATA

 Websites

 Transcripts of Books

 Journals

 Handouts

RESEARCH DESIGN

Descriptive research design: It is concern with describing the characteristics of a particular

individual of a group.

SAMPLING DESIGN

SAMPLING TECHIQUE- The sampling method has been followed for this study is
RANDOM COVINCE SAMPLING.

SAMPLING SIZE- 30

SAMPLING UNITES- Workers, management, personnel and supervisors.

SAMPLE AREA- Rusan Pharmaceuticals Limited, Selaqui

LIMITATIONS

a) The organization is so big that it is not possible to collect information or data from
each department.

b) Employees are not ready to disclose the information.

c) Due to the restriction of time the sample size had to be kept small.

41
 DATA ANALYSIS AND INTERPRETATION
TABLE 1

SHOWING THE AGE DISTRIBUTION OF EMPLOYEES

42
AGE CLASS NO. OF RESPONDENTS PERCENTAGE

Less than 30 15 50%

30-35 6 20%

35-40 8 27%

40 & ABOVE 1 30%

TOTAL 30 100%

INTERPRETATION:
The above diagram indicates that 30% of the employees fall under age group of 35 years and
above who enjoy more experience with regard to their responsibility.

43
 TABLE 2

SHOWING THE RESPONSE OF RESPONDENTS ABOUT THE TRAINING

PROGRAM CONDUCTED LAST YEAR.

SL. NO RESPONSE NO OF RESPONDENTS PERCANTAGE

1 Yes 26 86%

2 No 4 23%

Total 30 100%

INTERPRETATION:
From the above, on-the-job training is given importance in Rusan and pharmaceutical ltd
being a Pharmaceutical Company major part of the work is involved in Laboratory.

44
 TABLE 3

SHOWING THE RESPONSE TOWARDS SATISFACTION LEVEL FOR

DURATION OF TRAINING :
RESPONSE No. OF RESPONDENTS PERCENTAGE

Satisfied 22 66%

Not Satisfied 0 0%

Moderately satisfied 5 15%

Can't say 3 9%

TOTAL 30 100%

INTERPRETATION:
Thus employees are satisfied with the Training duration extended by the Akums drug
and pharmaceuticals Limited since there is no particular training period for employees, since
training is given as and when required which calls for up gradation of technical, new
skills and knowledge being Research based industry.

TABLE 4

45
SHOWING THE EMPLOYEES SELECTION CRITERIA FOR TRAINING :

RESPONSE No. OF RESPONDENTS PERCENTAGE

Department 9 27%

Company 6 18%

Random 14 42%

Not known 1 3%

TOTAL 30 100%

INTERPRETATION:
The above vividly depicts the 42% of employees are selected randomly for the training
programme and no other proper method is followed.

46
 TABLE 5

SHOWING THE OPINION OF RESPONDENTS ABOUT RECEIVING TRAINING

REGULARLY :

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Yes 28 92%

2 No 2 8%

Total 30 100%

INTERPRETATION:
Thus, it is found that at Rusan and pharmaceutical ltd , training is a regular and continuous
process based on the training needs and general training guideline structure.

47
 TABLE 6

SHOWING AWARNESS ABOUT TRAINING OBJECTVIES WHEN BEING

SELECTED

48
SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Yes 26 87%

2 No 4 13%

Total 30 100%

INTERPRETATION
Thus is it clear that the most of the employees are aware about the Training
Objectives when being selected.

TABLE 7

SHOWING THE OPINIONS OF RESPONDENTS ABOUT THE TRAINEES

FEEDBACK

49
SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Yes 24 80%

2 Not at all 0 0%

3 To some extent 3 10%

4 Not known 3 10%

Total 30 100%

INTERPRETATION:
From the above analysis, it is found clearly that Trainees feedback is given importance
in Rusan and pharmaceutical ltd .

TABLE 8

SHOWING THE OPINION OF RESPONDENTS ABOUT SKILLS AND TACTICS

TAUGHT FOR EFFICIENT JOB EXECUTION
SL.No RESPONSE NO OF RESPONDENTS PERCENTAGE

1 To some extent 6 20%

50
2 To great extent 10 33%

3 Yes 11 37%

4 Not at all 0 0%

Total 27 100%

INTERPRETATION:
From the above analysis, it can be concluded that the majority of respondents accepts
that the Training helps in improving their skills and execute their job efficiently.

51
 TABLE 9

SHOWING THE MANAGEMENT CO-OPERATION DURING TRAINING AND

DEVELOPMENT

SL.No RESPONSE NO OF RESPONDENTS PERCENTAGE

1 Good 26 87%

2 Moderate 4 13%

3 Bad 0 0%

4 No support 0 0%

Total 30 100%

INTERPRETATION
From the above analysis, it is found that the majority of the respondents are of the
opinion that the Management is extending its full co-operation during Training and
Development program.
TABLE 10
52
SHOWING THE OPINION OF THE RESPONDENTS ABOUT KNOWLEDGE
DEVELOPMENT DURING TRAINING:
SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 To some extent 12 40%

2 To a great extent 12 40%

3 Yes 6 20%

4 Not at all 0 0%

Total 30 100%

INTERPRETATION
From the above analysis, it is found that the majority of the respondents saying that the
training helps to knowledge development during training program.

53
 TABLE 11

SHOWING THE OPINION OF THE RESPONDENTS OF SHOULDERNG ANY

HIGHER RESPONSIBILITY
SL.NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Confident 25 83%

2 To some extent 5 17%

3 Not at all 0 0%
4 Not known 0 0%

Total 30 100%

INTERPRETATION:
From the above analysis, they can conclude that majority of the respondents are
confident and ready to handle any higher responsibility

54
 TABLE 12

SHOWING THE OPINION ABOUT TRAINING COURSE CONTENT:

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Good 25 83%

2 Properly chose 5 17%

3 Bad 0 0%

Total 30 100%

INTERPRETATION:
From the above analysis, it is found that majority of the respondents opinion says that it
is properly chosen.

55
 TABLE 13

SHOWING THE OPINION OF THE RESPONDENTS TOWARDS THE

FACILITIES PROVIDED DURING TRAINING:

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 LCD 25 83%

2 OHP 5 17%

3 BOOKS 0 0%

4 AUDIO 0 0%

Total 30 100%

56
INTERPRETATION:
From the above chart, it is clear majority the respondents say that they are satisfied with the
existing facilities provided during the Training.

TABLE 14

SHOWING THE OPINION OF RESPONDENTS ABOUT THE TRAINER’S

THEORATICAL KNOWLEDGE

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Excellent 9 30%

2 Good 17 57%

3 Average 4 13%

4 Poor 0 0%

Total 30 100%

57
INTERPRETATION
From the above analysis they can conclude that majority of the respondents are
showing positive opinion about the Trainer’s theoretical knowledge is good.

TABLE 15

SHOWING OPINION TOWARDS THE SATISFACTION OF EXAMPLES BEING

QUOTED DURING TRAINING PROGRAMME

SL. NO RESP ONSE No. OF RESPONDENTS PERCENTAGE

1 Highly Satisfied 10 33%

2 Not satisfied 0 0%
3 Satisfied 20 67%
4 Highly dissatisfied 0 0%
Total 30 100%

58
INTERPRETATION
From the above analysis, they can conclude that the respondents are satisfied with the
examples being quoted during training.

59
 TABLE 16

SHOWING THE OPINION TOWARDS FEEDOM OF EXPRESSION GIVEN TO

TRAINEES
SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE
1 Good 29 97%
2 No freedom 0 0%
3 Average 1 3%
Total 30 100%

INTERPRETATION :
From the above, they can conclude that majority of the respondents are highly satisfied
with the freedom extended to them for expressing their doubts for clearance.

60
 TABLE 17

SHOWING THE OPINION OF THE READING MATERIAL DURING THE

TRAINING PROGRAM.

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Sufficient 25 83%
2 Not sufficient 0 0%
3 Moderately sufficient 5 17%
Total 30 100%

ANALYSIS
From the above table it is found that 83% of the respondents are of the opinion that the
reading materials given during training is sufficient while remaining 17% says
moderately sufficient.

61
 TABLE 18
SHOWING THE RESPONSE OF EMPLOYEES TOWARDS TRAINING AND
DEVELOPMENT PROGRAM IS REGULAR ACTIVITY AT RUSAN AND
PHARMACEUTICALS LIMITED

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Yes 30 100%

2 No 0 0%

Total 30 100%

INTERPRETATION :
From the above analysis they can conclude that the Training and Development
program is followed as regular activity at this Company.

62
 TABLE 19

SHOWING THE OPINION OF RESPONDENTS ABOUT THE INVESTMENT MADE

ON TRAINING GAINS MORE THAN THE EXPECTED RETURNS/RESULTS

SL. NO RESPONSE No. OF RESPONDENTS PERCENTAGE

1 Yes 30 100%

2 No 0 0%

Total 30 100%

INTERPRETATION:
The ROI – The return on investment made towards training and development activity is
difficult to measure. However, employees are made to be aware about the cost
invested by Company indirectly and they must be motivated to get the desired result
output. In Rusan ltd, the respondents feel that the return on investment made for
training is more than the expected gain.

63
 FINDINGS

• Training and development programs at Rusan Ltd is aimed at systematic

development of knowledge, skills, attitude and team work.

• The majority of employees fall under age group of 35 years and above who enjoys
more experience with regard to their responsibility.

• Maximum respondents have undergone training program in the last year. But it
is only showing 66% of the respondent are satisfied with the training duration

• The employees are not aware about the criteria of selection for Training. 42% of the
employees are selected randomly for the training programme and no other
proper method is followed

• The Trainee has to know the objectives of Training before selection. Only 87% of the
employees are aware about the objective of training when being selected.

• Knowledge is the important factor for any kind of learning. It gives an idea to
employee about the subject matter. 40% said that the training imparted is only
helping to some extent in gaining the knowledge, not to the full extent.

• Training is given to employees by recognizing their area of deficiency. No training is

imparted to the employees on the basis of giving promotion upon completion.

• The Return of investment made on the training and activity are not measured
properly. Employees are feeling that the return on investment made for training is
more than the expected gain.

64
 RECOMMENDATIONS

• The human resource executives should be exposed to lot of management programs

• More experienced and senior executive should be involved in training sessions and for
experience sharing sessions

• The duration of the Training programme should increase

• The employees should aware about the criteria for selection and they should aware
about the objectives of training when being selected.

• Training should be more relevant to the job and need contribute to trainees
knowledge to the fullest extent.

• The ROI – The return on investment made towards training and development
activity need to be measured. Employee has to be aware about the cost invested by
Company indirectly and they will be motivated to get the desired result output.

• The training Programme conducted in the organization should be transparent and free
from all basis.

• Employees should be provided enough time for attending training with proper liberty
for selection of the course.

• More and more employees should be encouraged to go for training & development
Programmes

• Making people aware of importance of training.

65
 CONCLUSIONS

This study was a learning experience for me and I came to know the training and

development programs in Rusan Pharma Ltd. was positive in response but still more training

and development is needed in Rusan Pharma Ltd.so that the employees are motivated time by

time and they should know their strength & weakness so that they can work on it & improve

their knowledge & skills for the betterment of their organization.

In the last but not the least I conclude that all the training and development programs of

company are highly effective & beneficial to the employees in giving their best contribution

to their personal growth & development as well to meet the organizational objective.

66
 QUESTIONNAIRE

Personal Data of the Employees

Age
Designation

Q1.What is the Training duration undergone?

a. Less than one month b. 1-3 months

c. 3-6 month d. 6 & above

Q2. Type of training undergone by you :

a. On the Job b. off the job

Q3. Are you satisfied with the duration of training programmes ?

a. Satisfied b. Not Satisfied

c. Moderately satisfied d. Not known

Q4. What is the selection criteria for Training ?

a. By the Department Head b. By the Supervisor

c. By the Company d. Not known

67
Q5. Do you get trainings periodically?

a. YES b. NO

Q6. Are you aware about the training objectives when being selected ?

a. YES b. NO

Q7. Is your feedbacks on training modules are considered ?

a. Yes b. Not at all

c. To some extent d. Not known

Q8. Does training helps you in improving skills and tactics for effective execution of job?

a. To some extent b. To a great extent

c. Yes d. Not at all

Q9. What Is the support you receive from your immediate reporting officer in the form of
feedback while implementing training inputs?

a. Good b. Moderate

c. Bad d. No support

Q10. How training helps you in your knowledge development ?

a. To some extent b. To a great extent

68
 c. Yes e. Not at all

Q11. What is your confidence level to shoulder any higher responsibility after the training?

a. Confident b. To some extent

c. Not at all d. Not known

If yes, what type of responsibility you would like shoulder for

Q12. Your opinion about relevancy of course syllabus ?

a. Good b. Bad

c. Properly Chosen

Q13. Are you satisfied with the facilities available?

a. Yes b. No

If no, please give your suggestions in providing better facilities during Training

Q14. How is the Trainer's theoretical knowledge?

a. Excellent b. Good

c. Average d. Poor

69
Q15. Are you satisfied with the relevant examples given during Training?

a. Highly satisfied b. Not satisfied

c. Satisfied d. Highly dissatisfied

Q16. How is the liberty of expressions given to trainees to clear their doubts?

a. Good b. No freedom at all

c. Average

Q17. About reading material given during the training

a. Sufficient b. Not sufficient

c. Moderately sufficient

Q18. Whether the company conducting training & development as a regular activity for the
growth of employees ?

a. Yes b. No

if yes, who prepares training requirements

Q19. Do you feel the investment made on training gains more than the expected returns?
a. Yes b. No
Your valuable suggestion are important for us to improve the efficiency of Training and
Development activity. Please suggest liberally.

70
 BIBLIOGRAPHY

 HUMAN RESOURCE MANAGEMENT – V. S. RA O

 HUMAN RESOURCE MANAGEMENT – GARY DESS LER

 STRATEGIC HUMAN RESOURCE MANAGEMENT – SRINIVAS R KANDULA

INTERNET
www.google.com
www.hr.com

MAGAZINES
Icfai magazine

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