IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE AND
PRODUCTIVITY AT DABUR INDIA LTD A CASE STUDY DISSERTATION
Submitted to partial fulfilment of the requirement for the
degree of MASTER OF PHILOSOPHY (Business Management) TO FACULTIES
OF MANAGEMENT STUDIES NICE MANAGEMENT COLLEGE SHOBHIT UNIVERSITY,
MEERUT
Under the guidance of Submitted By:- Dr. Neha Yajurvedi Manvi
Panchal M.phil(Management) (2014-2015)
DECLARATION
I MANVI PANCHAL Enrolment no: 2014050651 do hereby certify that
the Research project entitled IMPACT OF TRAINING AND DEVELOPMENT ON
EMPLOYEES PERFORMANCE AND PRODUCTIVITY AT DABUR INDIA LTD A CASE
STUDY submitted in requirement of fulfilment of M.Phil. degree is
an authentic record of my own work, under the guidance of Dr. NEHA
YAJURVEDI of Shobhit University Meerut. This is to further certify
that i have not submitted this Project Report to any other
institute for the award of any other degree.
(Signature) NAME: MANVI PANCHAL Enrol No: 2014050651 Batch:
M.phil. (2014-2015) Date:
CERTIFICATE
This is to certify that MANVI PANCHAL enrolment number :-
2014050651 is a bonafide student of M. phil( management )
(2014-2015), final semester of this university. The research
entitled IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES
PERFORMANCE AND PRODUCTIVITY AT DABUR INDIA LTD A CASE STUDY has
been prepared by her in partial fulfilment of the requirement of
the award of Master of Philosophy under the guidance of Dr NEHA
YAJURVEDI .
DATE :- DR. Neha Yajurvedi NICE Management College Shobhit
University Meerut
ACKNOWLEDGEMENT
Progress in life , business or any projects comes through taking
initiatives & continuing to progress on new concepts &
ideas. The original momentum is not enough to keep you moving
forward. Your progress will grit to halt unless you refill your
engine for inspiration with fuel of fresh ideas with enthusiasm and
proper guidance. Accomplishment requires the effort of many People
and this work no different. I would like to thank all those who
helped me directly or indirectly and whose diligent efforts made
this project successful.
I am grateful to Dr. SS CHAUHAN (HOD) of Nice management college
Shobhit University Meerut for creating a conducive environment in
the institute for a purposeful education. My thanks also goes to my
guide Dr. Neha Yajurvedi for her valuable suggestions and
directions for the project.
To Construct the project Impact of training and development on
employees performance and productivity at dabur india ltd A Case
Study . It has been great to work under her guidance.
I also take this opportunity to express my profound gratitude to
all those respondents who made this project successful by
cooperating with me.
MANVI PANCHAL
PREFACE
The following study Impact of training and development on
employees performance and productivity at dabur india ltd A Case
Study had a positive and significant on employees performance and
productivity at dabur india ltd . The research study reveals the
positive outcome of training and development. The employees were
able to improve their performance and were satisfied with the
training further it helped them to achieve their overall objectives
with in tune with organisational objectives and many of the
employees were ready to take keen interest in the training
process,further more the resources provided by the organisation
were good and utmost care had been taken to prove the objectives of
the employees as well. Training activities were over all good ,
directed and adequately focussed to serve the purpose of trainer
and employeesas well. Thus, the study emphasizes on the transparent
process for employees performance evaluation and also the training
and development process was quantitative and effective.
TABLE OF CONTENT
SSS S.NO. CHAPTERS Page no
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Company ProfileTraining and
Development policies at Dabur India Ltd.Objectives of the Research
studyHypothesis / Assumptions of the study Literature
ReviewResearch MethodologyData analysis and interpretation of Dabur
India Ltd. LimitationsFindings and
ConclusionsRecommendations/Suggestions Annexure(a) References /
Bibliography(b) Questionnaire
CHAPTER 2
TRAINING AND DEVELOPMENT POLICIES AT DABUR INDIA LTD
Dabur believes that happy employees help create a happy and
prosperous Company. Our people are our most valuable assets and
investing in our people has helped Dabur become a leading employer
brand in the country and across the globe. At Dabur, we measure
growth not just in terms of the value we deliver to our customers,
but also in terms of the growth of our employees. We believe that
the welfare of our employees is integral to our vision to become a
vibrant organisation. The Company today employs around9,000
employees in India and overseas locations. Employees engaged
through contractors account for nearly 38% of the total workforce
at Dabur. At Dabur, the Human Resources department supports the
business operations and helps enhance performance parameters for
each employee. Special care is taken in nurturing talent, promoting
entrepreneurship among employees and motivating employees to
innovate and improve their performance through an innovative reward
and recognition programme called Applause. The objectives of this
scheme are: to reward contribution of employees beyond normal
monetary rewards. to recognize and applaud for immediate
recognition to promote positive behaviours in the organization
Under this scheme, awards are presented in five categories,
namely:
Rising Star: Most promising new comer award. Trailblazers:
Employee of the half-year. Honors Club: Employee of the year. SPOT
Recognition: On the spot recognition for wonderful job done.
Eureka: An Idea Generation Award.At Dabur, we respect the right to
freedom of association, participation,collective bargaining, and
provideAccess to appropriate grievance redressal mechanisms. During
the year, the Companys HR departmentreceived 105 grievances, all of
which were promptly addressed. Employees are also encouraged
tocontribute to the various community initiatives through
volunteerism. Dabur has also institutionalizedHealth, Safety &
Environment policy (HSE), which describe an occupational health and
safety managementsystem based on seventeen elements
(OHSAS-18001:2007) that include: A clear statement of overall
health and safety objects. A commitment to the prevention of
occupational injuries and illnesses. A commitment to continual
improvement. A commitment to compliance with all applicable
Act/Rules & legislation. A commitment to training communication
and make it available to all interested partiesAll the provisions
of this HSE policy have been put on the Dabur Intranet for ready
reference of all employees.Talent Management:Dabur recognizes that
its people are the key to its continued expansion and growth.
Therefore, the Companyputs a great deal of emphasis on talent
acquisition, development, retention and motivation. Daburs Talent
Management strategy is focused on building future leaders and
creating a talent pool within the organization to ensure a pipeline
of high quality business leaders to steer the company forward on
its growth trajectory. Career Development Centre (CDC) is an
innovative HR initiative undertaken by Dabur in a bid to provide
career development and advancement opportunities for employees who
have been part of the Dabur India family for some time. This is an
assessment process for identifying the performers and rewarding
them through promotions to the next level of being supervisors or
managers. While a particular employee may be performing extremely
well in his/her current role and delivering an excellent
performance consistently, it does not assure that the same employee
may be at right fit for a larger role or may be able to perform
equally well in an enlarged role as a supervisor or a manager. CDC
helps the company identify talent and reward them by taking them to
the next level on the Corporate ladder. Generally, companies tend
to explore lateral hiring options at senior level. CDC, on the
other hand, gives existing employees an opportunity to move up the
Corporate ladder. CDC works on a nomination process where line
managers are required to identify and nominate the candidate based
on his/her past experience for a larger role. Under this assessment
conducted by separate panels of internal and external members
candidates are put through a battery of simulated situations. The
company also spends time in training nominees, besides hosting
structured feedback sessions both for successful and unsuccessful
candidates. These initiatives have brought about a high level of
transparency in our processes. The company has a well-developed
Young Managers Development Programme (YMDP), which is a
cross-departmental training programme designed for new recruits or
Management Trainees -- and ensures a regular talent flow within the
company.
Training & Development:On the training and development
front, Dabur has spent considerable time in enhancing skills of its
employees across the board. The HR team works closely with
individual departments in designing and implementing such
initiatives. Special programmes have been devised for the sales
force through audio-visual and real time sessions, the sales teams
are trained intensively on various nuances of different sales
channels. The entire process is highly proactive and
well-structured. In all, 1,034 training and skill upgradation
programmes were organized during the year for skilled and unskilled
employees.TRAINING & DEVELOPMENTAt Dabur, we firmly believe
that that continuous development is necessary to enable all
employees to face challenges and changes. In line with this belief,
many training programmes are organised to continuously bring out
the best in our employees and develop their talents. At every stage
of an employees career, we promote and organise regular training
sessions. Employee development and training is, in fact, the key to
achieving an environment of excellence at Dabur. We follow a
scientific process for identification of training needs, which
emphasises linkage between performance assessment and training
delivery. Training needs are identified through self assessment and
by immediate superior, programmes with business linkages and using
Critical Incidents methodology. Keeping in mind the needs of
different trainee groups, we employ a mix of diverse delivery media
to deliver training to our people such as classroom training,
outbound training, web-based training and audio visual training.
Leadership development continues to be one of the key initiatives
of the Company. Globally acclaimed programs are taken up on regular
basis under this initiative and exposure given to identified
talents. Our LEAD (Leadership Excellence @ Dabur) programme,
launched in 2011, is now being rolled out for the next fifty of our
top leaders. This process is being conducted with the help of a
global HR consulting firm. Over the years, this initiative has
helped us develop a Dabur. Leadership Framework for analyzing and
addressing individual and team performance development
opportunities. For the first time, Rural SPORT (Solution Selling;
Proactiveness; Objectivity; Relationship; Trust), a unique Audio
Visual based in-house training program for rural workforce was
conducted across all the zones. It demonstrates a person making a
sales call, capturing at every step the right and wrong actions.
This AV-based approach ensures that the training delivery is very
use friendly. SPORT has been selected to receive the ASTD (American
Society for Training & Development) Award for Excellence in
Practice Citation in the Organizational Learning and Development
category. In all, over 50 training and skill upgradation programmes
were organized during the year for skilled and unskilled employees.
Dabur, RUDSETI to offer free skill development training to rural
youth and their employees. We pay a lot of attention to honing
people skills: A Sudhakar, Senior Executive Director-HR, Dabur
India.
THE CORE VALUESOur human resource management policy focuses on
people development , one of our core principles being: 'People are
our most important asset. We add value through result-driven
training, and we encourage and reward excellence.' It's their
contribution that has enabled Dabur achieve its current status. We
take special care of our employees, and recognise and reward good
performance . There are special skill upgradation programmes to
keep our employees abreast of current business demands.TRAINING AND
DEVELOPMENT POLICIES BEING CONDUCTED BY DABUR TRAINING PROGRAM AT
DABUR:A general criteria to carry out training program at Dabur is
as follows: Training objectives
Training need assessment
Planning a training programme
Implementing the programme
Evaluation and follow up
Over the period, various training programs are organized at
Dabur India Limited. The purpose of these programs was to bring
awareness among the employees on the latest techniques&
technical up gradation &enhancement of their knowledge to
improve the productivity, efficiency, best resources utilization
& built positive attitude and culture in the
organization.TRAINING PROCEDURE AT DABUR INDIA LTD:In order to
achieve the desired objectives the Training procedure at Dabur can
be divided into three phases. These are explained as follows:PHASE
1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER. This phase
can be discussed as follows:1 .Needs assessment or identification
of the training needs : Needs assessment diagnoses present problems
and future challenges to be met through training and development in
the company. This is done to systematically determine who in the
organization require training and in what areas. After the annual
appraisal process is complete, the areas of training for each
individual are taken from the appraisal forms of the personnel and
a Data bank is prepared with the help of the same. This exercise is
a continuous and an ongoing process. Dabur spends vast amount of
money on Training and development of the employees. At times
external guide is also called to give training to the employees, as
in Kaizen training program.2. Developing the Training Calendar:
After identifying the need of training a major activity is
developing the training Programme Calendar. Dabur every year modify
its training calendar in accordance with the needs of the employee.
Based on the data bank, a list is prepared of the areas in which
most of the people require training these banks are then
incorporated in the training Calendar on the priority basis.
Training calendar consists the following details:a) Listing of the
training program during the year b) Faculty assigned to give the
trainingc) Target group to which training has to be given.d) Dates
are to be mentioned on which the training program has to be
accomplished. The training needs records will be maintained in a
manner suitable as decided by the HR department. TRAINING
CALENDERS.NO.TRAINING TOPIC NOV12 Dec-12 Jan-13 Feb-13 Mar-13
employee cover1 CLIT i ii 50 27 Type of Abnormalities i3 JH 3 Steps
ii ii 204 5'S ii 205 Nut and Bolts i ii6 Transmission System i iii
357 Lubrication ii 178 Hydraulics iii 369 Pneumatic iii 3610
Electrical i 2011 M/c Safety ii iii 22
3. Conducting the training programme : Two types of training
programs are conducted in Dabur: 1.Internal Training programs2.
External Training programsA) Conduction of the Internal Training
Programs:The Human Resource department of the company conducts the
Internal or In-housetraining programs. The following steps can do
it .The participants list is drawn up from the data bank listing,
the individuals who require training in that particular area
subject to their availability on the dates concerned.B) conduction
of the external training programms: For conducting the Training
programs either In house training faculty is used or External
faculty is invited to take some sessions like in Kaizen, an
external trainer Mr.J.M. Pant gives the training to the
employeesParticipants are informed about the training through
Emails sent by the concerned department heads giving the details
about the time and venue of the of the programme, the faculty, the
schedule and the final list of the participants at least three days
before the conduction of the programme.Any sudden changes in the
training program are accordingly informed to the concerned
department heads, to the participants and to the faculty.The
training programmes are either technical or non technical such
as-Health safety managementSix sigmaCreativity &innovationTPM
(Total Productivity ManufactureTelephone skills for building the
right company image.Training related to RO water treatment etc.
Copies of this nominations letters are sent one to each The
Accounts department (requesting them to make a cheque for the
participation fee) and One copy is retained for the records for
future reference. The organizer of the program. The Participants
The concerned head of the department. The Time office (to account
for the attendance)PHASE 3 : EVALUATION OF THE TRAINING PROGR AMMES
After the completion of the training program, the participants are
given feedback forms to fill up in which they evaluate: -The course
contentObjectives met by the training programApplicability and
feasibility of the program to their jobTechniques used by the
trainerThe FacultyTime limit of the program employees also give
their suggestions for the organized training program, they tell
abou tthe scope of improvement in the program. Based on the
suggestions given by the employees ,necessary amendments are done
for the future. The respective employees duly attest evaluation
forms and the records of the feedback summary are maintained as a
part of the training records. In the event of an immediate need of
the training to be provided to an individual where by the standard
procedure cannot be followed the required training will be provided
to an individual on the discretion of the head of the department
and the Manager-HR.VAR IOUS LEVELS AT WHICH TRAINING IS PROVIDED AT
DABUR INDIA LTD. There are five grades at which the training is
given these are as follows: GRADE VI : Supervisors GRADE VII :
Senior Assistants. GRADE VIII : Assistants GRADE IX : Junior
Assistants GRADE X : Permanent workers Subdivisions of these groups
are: OC : Assistant officer OB : Officer OA : Senior Officer 7C :
Senior Executive 7B : Assistant Manager 7A : Deputy Manager 6B :
Manager 6A : Senior Manager Grade OC and above are high-grade
employees, they are also provided with the training e.g. On
Attitudinal changes. Now for the next one year i.e. 2007 Dabur is
focusing on Kaizen, which is discussed in detail in the later
sections.Besides this, Dabur conduct other various training
programme:-Dabur use ON THE JOB training and OFF THE JOB
training
ON THE JOB TRAINING:Under these methods new or inexperienced
employees learn through observing peers or managers performing the
job and trying to imitate their behaviour. These methods do not
cost much and are less disruptive as employees are always on the
job, training is given on the same machines and experience would be
on already approved standards, and above all the trainee is
learning while earning. Some of the commonly used methods are:1.
Coaching:Coaching is a one-to-one training. It helps in quickly
identifying the weak areas and tries to focus on them. It also
offers the benefit of transferring theory learning to practice. The
biggest problem is that it perpetrates the existing practices and
styles. In India most of the scooter mechanics are trained only
through this method.2. Mentoring:The focus in this training is on
the development of attitude. It is used for managerial employees.
Mentoring is always done by a senior inside person. It is also
one-to- one interaction, like coaching.3. Job Rotation:It is the
process of training employees by rotating them through a series of
related jobs. Rotation not only makes a person well acquainted with
different jobs, but it also alleviates boredom and allows to
develop rapport with a number of people. Rotation must be
logical.4. Job Instructional Technique (JIT):It is a Step by step
(structured) on the job training method in which a suitable trainer
(a) prepares a trainee with an overview of the job, its purpose,
and the results desired, (b) demonstrates the task or the skill to
the trainee, (c) allows the trainee to show the demonstration on
his or her own, and (d) follows up to provide feedback and help.
The trainees are presented the learning material in written or by
learning machines through a series called frames. This method is a
valuable tool for all educators (trainers). It helps employess
to:a. To deliver step-by-step instructionb. To know when the
learner has learnedc. To be due diligent (in many work-place
environments).
OFF THE TRAINING:Off-the-job training methods are conducted in
separate from the job environment, study material is supplied,
there is full concentration on learning rather than performing, and
there is freedom of expression. Important methods include:1.
Lectures and Conferences:Lectures and conferences are conducted by
dabur. Dabur training programme starts with lecture and conference.
Its a verbal presentation for the employees. However, the lectures
are motivating and create interest among trainees. 2. Vestibule
Training:Vestibule Training is a term for near-the-job training, as
it offers access to something new (learning). In vestibule
training, the workers are trained in a prototype environment on
specific jobs in a special part of the dabur plant. An attempt is
made to create working condition similar to the actual workshop
conditions. After training workers in such condition, the trained
workers are put on similar jobs in the actual workshop. Duration
ranges from few days to few weeks. It prevents trainees to commit
costly mistakes on the actual machines.BUSINESS BUILDING
OBJECTIVESDabur conduct BBO (business building objectives) instead
of MBO (management by objectives)Dabur aims to achieve objectives
within a time frame and with available resources. In general,
objectives are more specific and easier to measure than goals.
Objectives are basic tools that underlie all planning and strategic
activities. Dabur serve as the basis for creating policy and
evaluating performance. Some examples of business objectives
include minimizing expenses, expanding internationally, or making a
profit.Each of these design objectives is presented in the context
of the others at Dabur :1) Cost effective Pertains to selecting
building elements on the basis of life-cycle costs (weighing
options during concepts, design development, and value engineering)
as well as basic cost estimating and budget control.
2) Productive Pertains to occupants' well-beingphysical and
psychological comfortincluding building elements such as air
distribution, lighting, workspaces, systems, and technology.3) Safe
and secure Pertains to the physical protection of occupants and
assets from man-made and natural hazards.A) Natural hazards B)
Occupational safetyC) Health and securityD) Fire protection
TECHNIQUES USED BY DABUR 5s is a set of techniques providing a
standard approach in training:-
SEIRI (Sort) Seiri is the identification of the best physical
organisation of the workplace It is the series of steps by which we
identify things which are being held or are being held in the wrong
area of the workplace. In training it involves cross functional
teams, or getting people to look at each others area. SEITON (SET
IN ORDER) It removes items to be discarded or held in an
alternative location will create space. It is the series of steps
by which the optimum organisation identified in the first pillar
are put into place. SEISO (shine) The principal here is that people
are happier and hence more productive in clean bright
environments.
SEIKETSU (standardization) It involves setting a schedule people
from other areas visit and cast a critical eye over the state of
the area.
SHITSUKE (sustain) Employees remain sustain in the organisation
over a long period of time through training and developing the
morale of the employees and motivating them. The way in which the
management achieves this establishment of on going activity.
TPM (TOTAL PRODUCTIVITY MAINTENANCE) AT Dabur
TPM POLICY We at dabur SBD unit are committed to continuous
improvement, customer satisfaction and sustainable. developments.
Dabur shall strive to achieve these by implementing eight pillars
of TPM through employee participation and optimum utilization of
available resources. TPM OBJECTIVES In pursuit of the excellence,
dabur shall implement eight pillars of total productive maintenance
to enhance our competitiveness internally and externally and
achieve the following objectives by way of improving overall
efficiency with a special focus on clean environment and safe
practice. Zero accidents Zero quality defect. Zero losses and
errors. On time delivery Reducing energy bill Conservation of water
and cleaner emissions. Training, development and empowerment of
people. PERFORMANCE APPRAISEL METHOD USED BY DABUR In Dabur
performance is measured by two methods:A) FUNCTIONAL METHODB)
BEHAVIOUR METHOD
Functional method contributes to 70% whereas behaviour method
contribute to 30% which gives total a 100%.
Functional method comprise of :1) Productivity service level
25%Dabur measures the productivity in terms of input and output
with relation to material and labour. ItMesures how much an
employee produce within the given time frame and what amount of
output have been generated and goods and services produced in
relation to the resources utilised in the production.
2) Quality improvement - 10%Dabur used the continuous
improvement which can be achieved by PDCA Cycle as under: ACT PLAN
CHECK DOThat is, PLAN your activities first, then DO (execute),
CHECK (look for corrections, if any) and then ACT (after taking
corrective action). Further the quality have been enhanced if found
less then the minimum requirement.
3) Adherence to good manufacturing practices (AGM) 10%In dabur
employees are analysed by their manufacturing of products in
relation to their practice.The quality of goods being manufactured
by them within the given target and how much they have followed the
practices being given by their supervisor.
4) Cost reduction (5%) and wastage elimination(5%) = 10%In dabur
there has been a watch on the employee to reduce the cost as to
minimum and there should be minimum wastage and the material which
are of no use should be eliminated and should produced goods within
the given resources. 5) Upkeep of material- 5%Material should be
properly placed where their place and should not be unnecessary
used as and when requires should be used being directed by the
supervisor.
6) Safety and housekeeping -5%Employees should used safety kits
while working on machines if not strict actions will be levied on
the employee which affects the performance of the employees. While
there should be cleanlinessaround the working environment nothing
should kept which is of no use.
7) Contribution to TMP,KAIZEN 5%Dabur use the techniques to
check whether the employees have contribute to the tmp conducted by
the organisation and employee contributing to the continuous
improvement in the production .
Behaviour method compromise of :
1) Team working conduct -15%Dabur evaluate the performance of
employees in terms of team working which judge whether the employee
contribute to team work an cooperate with his subordinate and the
colleague and he is able to contribute his maximum efforts to the
team target.2) Community (5%) , attitude (10%)It judge the attitude
of the employee towards his subordinates , superior and colleagues
etc and his contribution towards the society what behaviour an
individual possessed.
On the basis of these performance appraisal method dabur used
Likert scale (1 5) rating scale I;e; good , bad and excellent etc.
and outcome is calculated on the basis of:Weightage multiplied by
rating = score card Score card is the card which measure the
employee performance out of the total performance in each above
performance appraisal method used by dabur.
Dabur follow six steps of feedback process:1) Observe 2)
Comment3) Discuss4) Agreement5) Thank you
PARIVARTAN A WELCOME CHANGE
VOLUME -39 MARCH APRIL 2015
As we set foot in new fiscal year 2015-16 wish you all a very
happy prosperous year ahead. I would liketo take this opportunity
to emphasis upon carrying out our functions in a more simplified
transparent manner. Let us start our activities on a clean slate
leaving behind all past legacies. In this FY let us look towards
modernization, process up gradation, automation besides hygiene
& housekeeping, better coordination between departments for
achieving common objectives. March month was full of momentum of
team sprits and sustainable initiatives with achieving yearly
target and setting new bench marks for coming year. We have
successfully organized Housekeeping & Hygiene week and OPL
competition from 20th to 27th March 2015. Employees have
participated with enthusiasm in the said program and total 129 OPLs
were skill fully presented. All Zones presented the Housekeeping
and Hygiene areas. We also celebrated 44th Safety Day on 4th
March,2015.
1. Arrange furnitures to provide open pathways to walk
through.2. Periodically, check the conditions of outdoor walkways
an steps and repair necessary.3. Remove fallen leaves or snow from
outdoor walkways. 4. Secure electrical and phone cords out of
traffic areas.5. Use non skid through rugs in potentially slippery
places like bathrooms.6. Install handrails on stairways, including
porches.7. Never stand on a chair, tables or surface on wheels.8.
Use a sturdy step stool when climbing or reaching for high
places.9. Wear sensible footwear.10. Keep stores and stairs clean
and clear of clutter.11. Maintain good lighting on both indoor and
outdoor walkways. 12. Clean up all spills immediately.
TRAINING AND EDUCATION :
Refresher training on BBS was conducted by Mr. Arpit Agarwal on
21st February 2015. Housekeeping and Hygiene training was conducted
by Mr. Vipin Saini on 21st March 2015. First Aid Safety training
was conducted by Ms.Deepika (Safety Circle) on 9th March 2015.
Safety training was conducted by Mr. Arpit Agarwal on 5th March
2015. Fire safety on job training was conducted by IGL team on 10th
March 2015.
CHAPTER 3
OBJECTIVES OF THE STUDY
OBJECTIVES OF THE RESEARCH
The main objective of this research study is to measure the
impact of Training & Developmenton the employees Performance
and productivity at Dabur India Ltd . The main objective of
training and development is to improve employee knowledge and the
skills for their better performance. The performance is measured in
terms of the improvement in Productivity, and the Employee
Satisfaction towards himself . This research study is mainly for
identifying the impact of the Training and development of the
employees .Training and the Development strength is measured with
the dimensions of Knowledge and the Skills of the employees.
Training is one of the major function of the HRM and it is used to
change or moderate the behaviour and the level of motivation aiming
the positive contribution for the Performance and finally for the
productivity. T & D is a systematic program as well, that would
enrich by providing a pool of skilled workers, improvement of
moral, motivation and finally improvement of the performance.
Training and development contain certain inputs which enable the
employees to gain skills, theoretical concepts and help acquire
vision to look into the distant future skills training is imparting
skills to employees. A worker needs skill to operate machines, and
other equipment with least damage and scrap.
To study the roles and importance of training and
development:Training and development plays a very important role in
the organisation as to enhance the employees performance and help
employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
To study the different types of techniques and methods used to
evaluate Performance of employees after the training and
development at dabur:By using the various techniques and methods of
training employees will able to learn more practical concepts
rather than theory one and will indulge in taking interest in
training which will generate positive outcome through
productivity.
To assess the productivity of employees in dabur after training
and development: Technical training is unique for a job. So these
technical trainings will reduce wastage and accidents while
maximizing the profit of a Dabur. These kinds of trainings will
create efficiency in the organizational production.
To explore the methodology and the types of training used in
dabur: By attending the training and development programs,
employees will able to master the work of their jobs and will able
to learn different new methods provided on the job or off the
job.
To study the relevance of post training evaluation/feedback to
the employees in dabur:By evaluating the performance of employees
after giving training in the form of feedback employees will able
to know their weak areas and further improve those area which will
in future increase their higher level of performance and career
prospects on the job.
CHAPTER 4
HYPOTHESIS/ASSUMPTIONS OF THE STUDY
HYPOTHESIS / ASSUMPTIONS OF THE STUDY
Every employee have shown a significant role in the training and
development process. Hypothesis are developed to see the Impact of
training and development on the overall employees Performance. The
Hypotheses show that all these have significant effect on employees
as well as Dabur performance, because training increases the
efficiency and the effectiveness of both employees and the Dabur. .
The employees who have more on the job experience have better
performance because there is an increase in the both skills &
competencies because of more on the job experience. Thus the
purpose of this study is to show the impact of traning and the
design of training on the employee performance. Employee
performance will have effect on many factors like job satisfaction,
knowledge. On the job training has significant effect on the
organizational performance. During training & development the
delivery style of the person who is giving the training also
effects the organizational performance. Every employee experiences
technological changes that require more skilled personnel in its
daily activities. Employees performance at work places affects the
organisation performance. Every employee have undergone training at
his/her time of hire. Each of the employee have undergone training
which increase their efficiency and boost up their morale and raise
their living and which unnecessary reduce the cost of wastage at
production level.
HYPOTHESIS : Training and development activities plays a
significant role in increasing productivity.
CHAPTER 5
LITERATURE REVIEW
CHAPTER 6
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
RESEARCH OBJECTIVE :-The research methodology of the study
explains the systematic way of findings to the predetermined
Objectives. Moreover this provides the clean path to accomplish and
achieve clear solution for the Problem stated.
SOURCES OF DATA:-PRIMARY SOURCE - It refers to the collection of
first hand data and collected fresh data. Questionnaires :a) Survey
of the employees who underwent training programs 3-5 months back by
giving them Questionnaires and collecting their feedback.b) By
taking personal interview of the employees.SECONDARY SOURCE -
Organization Manuals, Books, Websites. Secondary data is collected
from previous researches and literature to fill in the respective
project.1.training calendar of dabur.2.participants
list3.websites4.management books
TYPE OF RESEARCH:-RESEARCH DESIGN : EXPLORATORY RESEARCH
Exploratory research have been followed. After preparing the
questionnaire on the basis of research design, it was tested on six
respondents and after getting the response modifications were
done.RESEARCH INSTRUMENT : questionnaire The research instrument
was structured questions with the choice of open ended and close
ended questions.SAMPLING METHODOLOGYSAMPLING: Convenience
samplingRESEARCH TOOLS :Pie chart, percentage UNIT: single unit /
elementsEach respondent was considered as a single unit in the
whole research.SAMPLE SIZE: 100The sampling size or the universe of
the research work was 100 employees. SAMPLE LOCATION (area of
research): kaushambi (GHAZIABAD)
CHAPTER 7
DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS AND INTERPRETATION
1. The frequency of the training programme in the organisation
is :
i) Once in the month ( ) ii) once in 3 month ( ) iii) once in 6
month ( )
Once in month (50%)
3 month (30%)
6 month (20%)
INTERPRETATION 50 % of the employee disagree to this notion
because they feel that it will unnecessary increase the cost of the
company and it will also disturb the daily routine work of the
worker. 30 % say that it will be beneficial to have once in 3 month
on quarterly basis so that they can assess their performance on
this basis and 20 % cannot reveal the reason and no response is
given from them. 2. The training aids were useful in improving the
overall effectiveness of the programme :
i) Strongly agree ( ) ii) strongly disagree ( )
60 % Strongly agree
40 % Strongly disagree
INTERPREATION 60 % of the employees believe that the training
aids used were helpful in improving the overall effectiveness, yet
40% disagree to this notion. Yet the total mind set of the
employees was that the organisation should use better scientific
aids to enhance the Presentation and acceptance value of the
training programme which will further increase their
productivity.
3. Is the training programme conducted in dabur were relevant to
the development needs of the employees.
i) Agree ( ) ii) disagree ( )
60 % agree
40 % disagree
INTERPRETATION60% of the employees feel that training was
according to the development needs of the employees and 40% feel
that it is not as much related to the development need in it should
be more comprehend and extensive in lieu of the training
identification needs of the employees.
4. Methods which were most suitable for training.
i) On the Job ( ) ii) Off the Job ( )
70 % on the job
30 % off the job
INTERPRETATION70% of the employees feel that training should be
conducted in the organisation and is economical in the sense that
it does not require extra cost burden for arranging training needs.
Moreover, it does not require separate training space to provide
training because employees are involved in actual work process,
quick learning, it develops multi-skill in employees. The employees
will able to get quick feedback about correctness of their
performance. While 30 % of employees feel it should be off the job
training, as error in production can be minimized and large numbers
of employees can be trained simultaneously at a time Hence,
training requires less time.5. Training was effective in improving
on the job efficiency: i) Strongly Agree ( ) ii) moderately agree (
) iii) cant say ( )
50% strongly agree
30% moderately agree
20 % DISAGREE
INTERPRETATION 50% employees believe that training programme
increase their efficiency which will further enhance their job
performance. But 30% moderately agree to this. The view was towards
having more technological knowledge and connect to the current
topic which could help them providing their creative urge and
increase their job efficiency and 20 % do not respond to the
questions.
6. Impact of training methods were successful in achieving the
employee productivity at dabur:
i) Agree ( ) ii) disagree ( )
20 % disagree
80 % agree
INTERPRETATION80% believe that the methods used in their
training programme were sufficient and related to their current
training needs as well time limit of the training programme was
also adequate . But 20 % believe that it is insufficient as 20 % of
the employees though feel that increase in the limit of the
training programme and change in some training methods would
certainly be beneficial and the organisation should plan for this
to be implemented in the near future.
7. Performance appraisal methods were useful in evaluating the
performance of Employees in Dabur India Ltd :
i) YES ii) NO
70% yes
30% no
INTERPRETATION 70% employees agree to the fact that performance
appraisal methods used by dabur were good and sufficient and
employees were ready to perform well in near future to improve
themselves and 30% who disagree to this connotation said more
comprehensiveness should be there and no biasness while evaluating
the performance with regard to any employees and detailed structure
should be there so that every employee is ready to accept the
changes.
8. The training session were more productive and improve the
quality of working procedures
i) Agree ii) disagree
30 % disagree
70 % agree
INTERPRETATION70% of the employees feel that training sessions
were more productive and trainers provided by the Dabur was also
good further trainer helped the employees in providing theory as
well as practical training and besides this doubts were also
cleared side by side and 30% feel that they were not useful as it
does not improve the quality of working procedures because
practical training was not up to the mark and thee was lack of
knowledge in trainer regarding working procedures. 9. Does the
system help you in aligning your goal with those of the
organisation. i) Yes ii) no iii) cant say
50 % (agree)
30% (disagree)
20% (cant say)
INTERPRETATION50 % agree that their goals were aligning with
that too which organisational goals and the system was also good
which was helpful to employees as well as organisation both were
working simultaneously in regard to the objectives laid down by
dabur 30 % are not satisfied with the system there is need to
change the system of so that both the goals can work together and
in the same direction and 20 % do not respond.10. Do your superior
provide proper feedback about your work.
Yes ( ) ii) No ( )
60 % agree
40 % disagree
INTERPRETATION60% agree that their superior provide proper and
timely feedback about their work so that on hand changes can be
made which will help them in improving quality of working and
improve performance and productivity as well .But 40 % do not agree
with the feedback system as superior do not provide proper feedback
and there are more chances of errors again and again which result
in increase cost and more wastage of resources and further
reduction in productivity. 11. In your opinion, the number of
training programmes organised by dabur during the year were
sufficient:
i) agree ( ) ii) disagree ( ) iii) cant say ( )
(50%) agree
(30%) disagree
(20%) cant say
INTERPRETATION50 % agree that training programme conducted by
the organisation were sufficient as per their requirement and there
is no need to conduct more and more training programmes and were
adequate as per their needs 30% say more training programme should
be require for more skills up gradation and improvement and 20 % do
not respond.12. Employees feel that the training impart by the
organisation should be by the :
i) internal trainer ii) external trainer
60 % internal
40 % external
INTERPREATION60% % of the employees feel that training should be
given by the manager of the organisation (internal) so that
employee feel more adjustable with the trainer and will able to
work in a conducive environment 40% feel that it should be given by
the external trainer hired by training agencies so that they will
able to learn more with the current scenario in relation to others
organisations.
13. The employees were able to encourage themselves to use new
technology adopted by Dabur India Ltd:
i ) Agree ii) Disagree iii) Cant say
50 % (agree)
30% (disagree)
20 % (cant say)
INTERPRETATION50 % of employees reported that in relation to
identifying and implementing changes in terms of using capital
intensive technique rather than labour intensive, their working
place Performance will improve 30 % are not ready to adopt new
technology and rest does not respond and further which will
increase their production capacity and 20 % do not respond.
14. SUGGESTIONS FOR IMPROVEMENT IN TRAINING AND DEVELOPMENT:- i)
More study material (handouts ) ii) practical training iii)
classroom lectures
50 % agree (practical training)
30 % moderately agree ( lectures)
20 % disagree
INTERPRETATION 50 % of the employees reveals that practical
training will help in their work and will help in developing their
communication as well as help in how actually the work is done in
the organisation and 30% feel by giving study material they can
read and all what is required in theoretical point of view and 20 %
are disagree to this notion.
15. How will you assess the training programme conducted in the
organisation.
i) Outstanding ii) very good iii) good iv) satisfactory v)
poor
50 % outstanding
25 % very good
10 % good
10 % satisfactory
5 % poor %
INTERPRETATION 50 % of the employees said that training
programme was outstanding up to the mark, 25 % said it was very
good , 20 % it was good enough , 10 % say it was satisfactory level
and 5% said it was poor.
CHAPTER 8
LIMITATIONS
LIMITATIONS
TIME CONSUMING It was very time consuming so it was not possible
to study the Problems well in detail.
AUTHENTICITY AND FEEDBACK It was difficult to collect the
secondary data from the organisation and the respondents were not
in a position in giving the correct and accurate answer as and when
needed. LACK OF AWARNESS The employee has low awareness level about
the initiatives and practices by which there is difficulty in
collecting the information from employee.
LIMITED SCOPE
The scope of analysis done was restricted as the questionnaire
was distributed only to few departments.
LIMITATIONS ON PART OF RESPONDENTS Some of the respondents were
not interested in giving their personal details and some of them
were not co-operative
CHAPTER 9
FINDINGS AND CONCLUSIONS
FINDINGS
The training instructions , material and environment are quite
good and by giving the manual material they will read and help in
their future as and when required.. The employees feel that the
training programs increase their knowledge, skill and potential and
help them in both i.e; in job performance and increase efficient
productivity. This shows that there has been a favourable attitude
toward a training program.
The employee have been provided training in the organisation So
that it will reduce the cost of transportation and simultaneously
they will continue their work side by side and favourable for the
organisation as well.
Most of the employees have got reward for good performance and
rewards includes bonus, pay increase and promotions.
Employees are happy with their responsibilities but they do not
have enough authority to perform it efficiently.
The employees are provided with regular constructive feedback
concerning their performance during and in the implementation of
newly acquired abilities.To Some extent there is a place of
improvement for making it more suitable and effective in the
training process.
CONCLUSIONS
Training is a costly affair for the management. It needs a
handsome amount and long time, so management has to play a safe
game for the benefits of the company as well as the employees. For
providing an effective training, company requires a knowledgeable
trainer. Selecting a particular trainer is again a difficult job.
Trainer demands handsome money. Training needs time and cost
both.
An effective training program can bring about dimensional
changes in the technical and behavioural skills of the
Employees.
It provides feedback and help the resource person for
improvement at the level of individual performance and strategy
formulation for organisation in the long run.
Overall satisfaction level of the employees is satisfactory.
CHAPTER 10
RECOMMENDATIONS/SUGGESTIONS
RECOMMENDATIONS
The evaluation procedure must be implemented concerning trainer,
trainee and the subject.
Ensures that there must be proper linkage among organisational
goals. Ensure training contribute to competitive strategy of the
firm. Different strategies need different hr skills for
implementation.
Ensures that comprehensive and systematic approach to training
exists and re retraining done at all levels on continuous and
on-going basis. Skill based training (product/process) should be
provided.
Post training feedback should be continuous and should also be
taken from line manager/superior and from peers to find out the
effectiveness of the training programmes.
Organisation needs to provide the pay scale of the
employees.
Employee motivation should be encouraged.
Interpersonal relations should be more developed.
CHAPTER 11
ANNEXURE
ANNEXURE FACULTIES OF MANAGEMENT STUDIES, NICE MANAGEMENT
COLLEGE, SHOBHIT UNIVERSITY, MEERUT, RESEARCH PROJECT
Dear sir/madam, I am MANVI PANCHAL student of FACULTIES OF
MANAGEMENT STUDIES,NICE MANAGEMENT COLLEGE, SHOBHIT UNIVERSITY,
MEERUT is conducting a research project on Impact of Training and
Development on Employees Performance and Productivity at Dabur
India Ltd A Case Study. Kindly extend your co-operation in filling
up these questionnaire and enable us to conduct the research
successfully. We promise that the information given by you will be
kept confidential.Thanking youYours sincerely(MANVI PANCHAL)
PERSONAL INFORMATION NAME:- . PLACE:- AGE:- ..... (A)
BIBLIOGRAPHY
BIBLIOGRAPHY BOOKS: 1. Dr.B.Janakiraman (2007) Training and
development: Indian text content Dreamtech press publication,
Delhi2. John p.Wilson (2005) learning for training of individuals
and organisations, Kogan page publication
3. L.M. Prasad (2005) Human resource management ,Sultan Chand
Sons , New Delhi
4. Raymond A. Noe ( 2012) Employee training and development,
McGraw Hill publication, New Delhi
5. Robbert I. Sutton (2007) Scaling up excellence in hr, Random
house Publication , Banglore
6. Shashi K.Gupta (2004) Human resource management, Kalyani
publishers, Ludhiana
JOURNALS:
IN - HOUSE JOURNALS: PARIVARTAN A WELCOME CHANGE ( Hr
department) and AYURVEDA VIKAS (hindi) (marketing department)
MAGAZINE PARIVARTAN A WELCOME CHANGE and AYURVEDA VIKAS (hindi)
CATALOGUE Education and training (2014), Loma WEBSITES:. 1.
www.dabur.co.in 2. www.dabur.org 3. www.dabur india.com 4.
www.management help.org 5. http//: training and development naukri
hub.com 6. http//:human resources about .com / education for
employees . htm
(B) QUESTIONNAIRE
Training and development (QUESTIONNAIRE)
NAME
.........................................DEPARTMENT....DESIGNATION.
1. The frequency of the training programme in the organisation is
:
(i) Once in the month ( ) (ii) once in 3 month ( ) (iii) once in
6 month ( )
2. The training aids were useful in improving the overall
effectiveness of the programme:
(i) Strongly agree ( ) (ii) strongly disagree ( ) 3. Is the
training programme conducted in Dabur were relevant to the
development needs of the employees:
(i) Agree ( ) (ii) disagree ( )
4. Methods which were most suitable for training:
(i) On the Job ( ) (ii) Off the Job ( )
5. Training was effective in improving on the job
efficiency:
(i) Strongly Agree ( ) (ii) moderately agree ( ) (iii) cant say
( )
6. Impact of training methods were successful in achieving the
employee productivity at dabur:
(i) Agree ( ) (ii) disagree ( )
7. Performance appraisal methods used by dabur were useful in
evaluating the performance of the employees: (i) Yes ( ) (ii) No (
)
8. The training session were more productive and improve the
quality of working Procedures at Dabur:
(i) Agree ( ) (ii) disagree ( )
9. Does the system help you in aligning your goal with those of
the organisation:(i) Yes ( ) (ii) no ( ) (iii) cant say ( ) 10. Do
your superior provide proper feedback about your work:
(i) Yes ( ) (ii) No ( )
11. In your opinion, the number of training programmes organised
by dabur during the year were sufficient:
(i) agree ( ) (ii) disagree ( ) (iii) cant say ( )
12. Employees feel that the training impart by the organisation
should be by the :
(i) internal trainer ( ) (ii) external trainer ( )
13. The employees were able to encourage themselves to use new
technology:
(i) Agree ( ) (ii) disagree ( ) (iii) cant say ( )
14. Suggestions for improvement in techniques of training and
development used by dabur:
(i) More study material ( ) ( ii) practical training ( ) (iii)
classroom lecture ( ) 15. How will you assess the training
programme conducted in the organisation.
(i) Outstanding (ii) very good ( iii) good (iv) satisfactory (v)
poor