SPINNING MILL A spinning mill is a labour intensive industry and it provides ample job opportunities. Cannanore Spinning and Weaving Mills is a unit of the subsidiary of NTC. The registered office of APKK & M is located in Bangalore. At present the capacity of the Cannanore Spinning mill has increased to 25920 spindles. The company is a spinning mill with weaving facilities. But currently no weaving process is going on in the mill. Spinning mills used ‘Line Shafting’ which is the means by which the power of the steam engine is transmitted along rotating shafts (rods) to the spinning or weaving mills. Now, however electricity is being used which is much faster than hand spinning. Yarn is the final product of the mill. To maintain the quality aspects an efficient quality control team functions in the mill. Every organization needs to have well- trained and experienced personnel to perform
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SPINNING MILL
A spinning mill is a labour intensive industry and it provides
ample job opportunities. Cannanore Spinning and Weaving Mills is
a unit of the subsidiary of NTC. The registered office of APKK & M
is located in Bangalore. At present the capacity of the Cannanore
Spinning mill has increased to 25920 spindles. The company is a
spinning mill with weaving facilities. But currently no weaving
process is going on in the mill.
Spinning mills used ‘Line Shafting’ which is the means by
which the power of the steam engine is transmitted along rotating
shafts (rods) to the spinning or weaving mills. Now, however
electricity is being used which is much faster than hand spinning. Yarn
is the final product of the mill. To maintain the quality aspects an
efficient quality control team functions in the mill.
Every organization needs to have well-trained and experienced
personnel to perform the activities that have to be done. If the current
or potential job aspirant can meet the requirement, training is not
important. But when this is not the case, it is necessary to raise the skill
levels and increase the versatility and adaptability of employees.
Inadequate job performance or a decline in productivity or changes
resulting out of job redesigning of technological changes requires some
type of training and development efforts. As the jobs become more
complex, the importance of employee development also increases.
THE TEXTILE MILL INDUSTRY
Cotton/man-made fibre textile industry is the single largest
organized industry in the country employing nearly 10 Lakh workers.
Besides this, there are large numbers of ancillary industries dependant
on this sector such as those manufacturing various machinery,
accessories, stores ancillary and chemicals. Even on a modest
assumption that a workers family comprises of five persons, the direct
dependents on the organized mill industry itself works out to about 50
Lakhs.
Out of the 1837 cotton/man-made fibre textile mills, 192 mills
are in the public sector, 154 mills in the co-operative sector and 1491
mills are in the private sector.
Evaluation of the Textile Mill Industry
Whilst farmers were developing new and better methods of
agriculture, life in other areas of work had changed little for hundreds
of years. Early in the 18th century most of the population lived in small
rural settlements and only a few people lived in town.
Many people worked as producers of woolen and cotton cloth.
They cleaned, combed, spun, dyed and wove the raw materials into
cloth and this work was done in their own houses. This type of
production has become known by the general term of domestic
(cottage) industry. Work within the cottage industry was usually
divided up between the members of one family. The women and girls
were responsible for cleaning the sheep fleeces, carding the wool and
spinning it.
The process of weaving was physically hard work and
traditionally it was the men who were responsible for it. Generally at
regular intervals a cloth merchant visited each handloom weaver’s
cottage. He would bring the raw materials and take away the finished
cloth to sell at the cloth hall.
As soon as the new wool arrived, it was washed to clean out all
the dirt and natural oil. After this it was dyed with colour and carded.
This was the process of combing the wool between two parallel pads of
nails, until all the fibres lay the same way. Next the carded wool was
taken by the spinner and using a spinning wheel the thread was wound
onto a bobbin.
The spun yarn was taken to the loom to be woven. In the
weavers cottage the loom was often to be found on an upper floor.
There are large windows in the room to let in plenty of daylight.
Working of the loom was quite strenuous work, which is why it was
traditionally the work of the men of the household.
However, with the advent of the industrial revolution all the
processes of yarn and the subsequent production of cloth underwent a
dramatic change. The industrial revolution brought about the wide
spread replacement of manual labour by machines. Goods that were
traditionally been made in the homes or in the small workshops began
to be manufactured in factories. Productivity and technical efficiency,
improved in part through the systematic and practical knowledge of the
manufacturing process.
Spinning is the process of creating yarn (or thread, rope, cable
etc.) from various rows of fibre materials. Several fibres are twisted
together to bind them into strong, long yarn. Characteristics of the yarn
vary based on the materials used, fibre length and alignment, quantity
of fibre used and degree of twist. The earliest spinning probably
involved simply twisting the fibres with the hand. Later the use of stick
to help twist the fibre was invented.
The spinning wheel was then developed which allowed
continuous and faster yarn production. Spinning wheels are either foot
or hand powered. Modern powered spinning used line shafting, which
is the means by which the power of the steam engine is transmitted
along the rotating shaft to the spinning or weaving mills. Now,
however, electricity is being used which is vastly faster than hand
spinning.
Another major invention was the power loom. The power loom
was a steam powered mechanically operated version of a regular loom,
an invention that combined threads to make cloth. In 1785, Edmund
Cartwright patented the first power looms and set up a factory in
Doncaster, England, to manufacture cloth. William Horrocky and
Francis Cobot Lowell improved it upon.
Francis Cobot Lowell was an American businessman and the
founder of the world’s first textile mill. Together with inventor Paul
Moody, Lowell created a more efficient power loom and spinning
apparatus.
All this accelerated the growth of the mill industry with more
production capacity, and the labourers employed in the industry,
rising to millions.
Present Scenario
Global trade in textile and apparels is expected to increase from
US $ 356 billion in2003 to US $ 600 billion by 2010. The way forward
for the textile mill sector is through transforming the sector from a
resource intensive to knowledge intensive, highly innovative sector
with high added value products and services. This can only ensure
sustainable growth and jobs in the future. It would also help to secure a
competitive advantage, which would be based on the best new products
and processes in the world. The industry has made tremendous efforts
in the last years to invest in new productive assets, to streamline
operations and to intensify their innovation activities. To achieve a
transformation, investment is needed in technological innovations that
would assist industry in its transition from resources intensive to a
knowledge intensive sector.
The Indian Textile Industry – a legacy of its own
The Indian textile industry has a great legacy, which is
perhaps unmatched in the history of India’s industrial development,
India’s textile industry evolved and developed at a very early stage and
its manufacturing technology was amongst the best. India’s manually
operated machines were among the best in the world and served as a
model for production of the first textile machines were among the best
in world served as a model for production of the first textile machines
in newly industrialized Britain and Germany. India’s textiles were
sought after for their finesse, quality and design and attracted people
from across the globe like the Chinese, Malaysians, Portuguese etc.
Colonization put an end to India’s glorious textile legacy. By 1880, the
domestic market had grown to be served solely by the British
manufactures. One of the aspects of freedom struggle led by Mahatma
Gandhi was to weaken the British textile industry by weaving
homespun clothes, as he was convinced that the textile sector would be
a catalyst in advancement of the Indian population.
Post independence, till 1980, the Government of India put
numerous restrictions to ensure mechanization did not occur, labour
intensive textiles were produced, which in effect led to increase in
price, and decrease in productivity.
Structure of The Indian Textile Industry
The Indian Textile mill industry’s structure is as follows:
Indian Textile Mill Industry
Organised Sector
Mill Sector (3%)
(% share in total cloth production)
Unorganised Sector
Handloom Sector
Hosiery Sector (97%)
Powerloom Sector
Company ProfileCANNANORE SPINNING AND WEAVING MILLS(APKK & M) LTD
ORIGIN
Cannanore Spinning and Weaving Mills was originally started
by a private owner Shri. Keyath Damodar in 1948 with about 20,000
spindle capacity. The mill earned profit and had no problems till 1970.
Thereafter the company incurred heavy loss due to various reasons and
hence the management was taken over by the Government of India.
The mill was nationalized under Nationalizations Act with the
effect from April 1st 1974 and is placed under National Textile
Corporation (NTC). Since the production capacity of the mill has
increased to 24,000 spindles. The Government introduced new
machines and the mill functioned well till 1980. Thereafter the
company again incurred loss for many years. Being a Government
undertaking, financial support was received from Government and
hence the mill was running without much problem. Furthermore the
mill along with some other NTC units was referred to the ‘Board of
Industrial and Financial Reconstruction’ (BIFR) under the Stock
Industrial Company’s Act.
LAND AREA STATEMENT
Area of colony compound : 4.21 acres
Area of mill compound : 8.32 acres
Pump House : 0.02 acres
Road : 0.04 acres
Total area : 12.59 acres
ADDRESS
CANNANORE SPINNING AND WEAVING MILLS,
UNIT OF NTC (APKK & M) LTD,
KAKKAD,
KANNUR – 670 005
KERALA STATE
National Textile Corporation’s Subsidiary
The mill is a unit of subsidiary of the NTC. APKK & M is the
subsidiary under which this mill functions. APKK & M stands for
Andhra Pradesh, Karnataka, Kerala and Mahe. The registered office of
the APKK & M is located in Bangalore (Karnataka). All the mills
under APKK & M, including Cannanore Spinning and Weaving Mills
have to report to this Head Office regarding all official matters. Shri.
Ramachandra Pillai is the present Chairman and M.D. of the APKK &
M subsidiary. Shri. T.V.Jayakrishnan is the General Manager of the
Cannanore Spinning and Weaving Mills.
National Textile Corporation (NTC)
The holding company of Cannanore Spinning and Weaving
Mills is the NTC Limited. It was set up with the main objective of
managing the affairs of the Sick Textile undertakings taken over by the
Government. It was also proposed to rehabilitate and modernize this
mill after the takeover and expand them wherever necessary with a
view to making them economically viable. NTC was incorporated in
April, 1968 and started functioning in October, 1968. At present it is
the holding company of the nine subsidiary corporations namely, NTC
The final product of Cannanore Spinning and Weaving Mill is
yarn. The market for yarn is a highly competitive one and therefore the
prices keep fluctuating, which in turn affects the quantity demanded.
The main consumers of yarn are the weaving merchants and looms.
Yarn is their raw material with they produce fabrics. Most of the
fabrics thus produced is exported to different countries and also used
for domestic purpose within the country. Hence, it is absolutely a must
that the yarn is of very good quality. Otherwise they will be
immediately rejected and returned to the mill itself.
In case of Cannanore Spinning and Weaving Mill, the
manufactures have direct contact with the depot keepers. Depot
keepers are traders who purchase the yarn from various mills and sell it
to different consumers. There are various depot keepers who purchase
yarn from NTC mills and some of the main ones are located in
Maharashtra (Bhiwandhi), Gujarat (Surat, Ahmadabad), Delhi etc.
The Cannanore Spinning and Weaving Mills sell most of its yarn
to the depot keeper of Bhiwandhi (Maharashtra). Various counts of
yarn will be produced according to the quantity demanded by the
deport keepers. They inform the mill about the changing demand
conditions.
Cannanore Spinning and Weaving Mills does not sell its
products in Kerala, but sold to Bombay and Ahmadabad. Every week
meeting is held to fix the yarn price. There are four depots, three in
Bombay and one in Ahmadabad. The depots in Bombay are Htel
Enterprises, Shah Enterprises and Sangeetha traders. The stock is sent
on 1st of every month to each depots. 50 paise discount is allowed for
each kg. of stock sold before 5th. Out of the cash received from depots,
60% goes to Sub Office, Bangalore and 40% comes to Cannanore
Spinning and Weaving Mills.
Fixing of rates for the yarn
The price of yarn produced in various NTC mills located all over
India is fixed by yarn pricing committee. For the regional subsidiaries
(APKK & M) and (TN), the committee holds its meeting in
Coimbatore (TN). The price fixed by the committee is sent to the
various mills along with minutes of the meeting. According to the price
fixed, the yarn will be allocated to the depot keepers along with the
rates.
Each bag contains about 40 cone yarn, weight 1.25 kg. each.
Gross weight of a pack is 54.1 kg. and the net weight is 50 kg. The
packed sacks of yarn are loaded into lorries. Each lorry contains about
180 to 250 sacks.
The lorries are hired on contract basis for which quotations are
called for. The transport company, which quotes the lowest price, is
selected. These lorries transport the yarn to godowns owned by NTC.
All documents will be sent to the godown. They in turn inform the
depot keepers about the arrival of the stock. The depot keepers can take
the yarn after making the payment for it. If they make the payment
within two days they can avail a discount and send the remaining
amount to the mill. The depot keepers have to produce the proof of
delivery to the godown keepers of the NTC.
The godowns of NTC serve a dual purpose:
It helps in centralized control of sales.
It provides the buyer with storage facility.
The depot keepers will take the yarn from these godowns only in
small quantities by sending slips. However, payment will be made for
the whole lot even though the sale is made in small quantities. Sales
report and accounts report will be consolidated by the depot keepers
and send to the respective mills. The sale of yarn is made on cash basis
only and only after actual sales is made; it will be recorded in the
books of accounts of the mill. No discounts or concession of any type
can be provided to the consumers without the permission of NTC.
Depot keepers receive 1.5% commission of the ex-mill value on the
sales made of the NTC products. They represent NTC product in the
yarn market and are also dealers of yarn for various other mills.
List of depot keepers of Cannanore Spinning and Weaving Mills
1. Messers Htel Enterprises
2. Messers Shah Enterprises
3. Chopra Textile (Ahmadabad)
Stores DepartmentIn Cannanore Spinning and Weaving Mills, the stores
department is a separate building built for preserving material, spares and finished goods. It is functioning under the control of Spinning Manager (SM). The department’s main task is to store spare and stationary items needed by the undertaking and issue it at the time of need.
One of the main functions of the stores department is to purchase
the spares and stationary as per the requirement of the undertaking. For
this the stores department must get the purchase indent which is a
journal requisition letter sent by the required department with the sign
of the factory manager to the store keeper.
If the required spares are of low cost, the spares are purchased
from the local market and then it is passed to the respective
department. In case of high cost of spares, purchase committee that
consist of Chairman, General Manager, Factory Manager, Accounts
Manager, Engineer and stock keeper will take the decision regarding
the purchase. The high value spares are purchased by inviting
quotations and quotations from at least three suppliers is must.
The following are the procedures followed in the selection of
quotations:
1. Inviting the quotations
2. Receipt of quotations
3. Opening of quotation
4. Tabulation
5. Verification
6. Placing order
In the stores department racks and cupboards are being maintained
for storing of spares. In order to control and record different
transactions of material, Bin Card is used and it is tagged with each
stock.
Bin Card is a quantitative record showing receipt, issue and closing
balance of particular items of stores. It is possible to know the stock
position as each and every transaction of materials is entered into Bin
Card with date.
In Cannanore Spinning and Weaving Mills there is a formal
procedure for the issue of materials. Every department has to follow
this procedure in procuring the materials. Firstly, the department
requiring materials has to prepare a requisition slip in which the
material needed, quantity etc. are written. Then this requisition has to
be signed by the Spinning Manager and then it is passed to the stores
department. Through this requisition slip the store keeper issue the
requested list of materials to the department and these issues are noted
in issue register. In order to exercise an efficient control over the stores
department, the store keeper must prepare and maintain different
registers.
Following are the registers maintained in the stores department:
1. Purchase register
2. Issue register
3. Purchase order register
4. Stock register
5. Quotation register
6. L/R register
Inventory Management
The need for inventory management with uniform policy
throughout the nine subsidiary corporations is the prime and pressing
need of the hour, as most of the units is yet to turn as viable units and
very few units are operating with very meager profits.
Inventory management helps to bring uniformity in the policies,
procedures and methods to be adopted for the material management
function in all the mills under the control of NTC.
Objectives of inventory management in Cannanore Spinning and
Weaving Mills:
a. To provide timely assistance for the mills
b. To ensure uninterrupted supply of materials without stock or
excess storage
c. To achieve standardization
d. To reduce heavy investment in inventory
e. To assume mills the right quality at right price at the right time.
In Cannanore Spinning and Weaving Mills inventory is maintained in
the following ways:
i. Stores, spares, dyes, chemicals and coal are at weighted average
cost.
ii. Raw materials at weighted average cost or net realizable value
whichever is lower.
iii. Finished goods packed cloth and yarn at cost or net realizable
value whichever is lower, yarn stock in depot at landed cost or
net realizable value whichever is lower.
iv. Stock with retail shop at landed cost/ latest landed cost or
realizable value after making provision for obsolescence,
whichever is lower.
v. Waste at net realizable value.
vi. Materials in process:- Spinning and weaving in process loose
yarn, cloth-in-process at lower cost or net realizable value.
vii. The unfinished job conversion contracts for yarn and cloth are
recognized as work in process valued at contracted price less
expenses still to be incurred by making ready for delivery.
HUMAN RESOURCE
DEPARTMENT
The employees of an organization are precious and the backbone
that plays a stupendous role in its development and productive
activities. Its employees significantly influence the prosperity of the
organization. Liberalization and globalization has created challenging
opportunities to make its human resource competent enough to take a
challenge. All these calls for the existence of HRM department in the
organization.
Human Resource Management is an art and science of managing
people who are engaged in productive occupations. Human Resource
Management is the organizational function that deals with issues
related to employees such as compensation, hiring, performance
employee motivation, communication, administration and training.
Human Resource Management is the function within an
organization that focuses on recruitment, management and provides
direction for the people who work in the organization. Human resource
management can also be performed by line managers.
Human resource management is, no doubt, an outgrowth of the
older process and approach. But it is much more than its parent
disciplines –personnel management and behavioral science. Its
approach is more comprehensive from beginning to end. Its emphasis
is not only on production and productivity but also on quality of life .It
seeks to achieve the fullest development of human resource and fullest
possible socio-economic development.
Maximum individual development, developing working
relationship and effective utilization of human resources are the
primary goals of human resource management.
A healthy climate, characterized by the values of openness,
enthusiasm, trust, mutuality and collaboration is essential for
developing human resources.
Definition of Human Resource Management
According to Dale Yoder “the management of human resource is
viewed as a system in which participants seek to attain both individual
and group goals.”
Process of Human Resource Management
1. Acquisition function :
Acquisition process is concerned with securing and employing
the people possessing the required kind and level of human resources
necessary to achieve the organizational objectives. The acquisition
function begins with planning. It also covers the function such as job
analysis, human resources planning, recruitment, selection, placement,
induction and internal mobility.
2. Development function:
It is the process of improving, moulding and changing the skills,
knowledge, creative ability, aptitude and value. The development
function can be viewed along three dimensions.
Employee training- it is the process of imparting to the
employees the technical and operating skills and knowledge. It also
includes changing the attitudes among workers.
Management development- it is primarily concerned with
knowledge acquisition and the enhancement of an executive’s
conceptual abilities.
Career development- it is a continual effort to match long-term
individual and organizational needs. When human resources have been
developed effectively, one can expect to have competent employee
with up-to-date skills and knowledge.
3. Motivation function :
The motivation function begins with the recognition that
individuals are unique and that motivation techniques must reflect the
needs of each individual.
4. Maintenance Function :
The maintenance function is concerned with providing those
working conditions that employees believe are necessary in order to
maintain their commitment to the organization.
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
In order to achieve organizational objectives integration of
employers and employees interest is necessary. In this light it can be
summarized as follows:
i. To improve the services rendered by the enterprise to society
through building better employee morale, which leads to more
efficient individual and group performance. Thus HRM seeks to
manage change to the mutual advantage of individuals, groups,
the organization and the society.
ii. To establish in the mind of those associated with the enterprise-
employees, shareholders, creditors, customers and the public at
large- the fact that the enterprise is rendering the best service of
which it is capable and distributing the benefits derived from
their fairly and contributing to the success of the enterprise.
iii. To create and utilize an able and motivated workforce to
accomplish the basic organizational goals.
iv. To organize and satisfy individual and group needs by providing
adequate and equitable wages, incentives, employee benefits,
social security, challenging work prestige, recognition, security
status etc. Thus an organization can identify and satisfy
individual and group goals by offering appropriate monetary and
non-monetary incentives.
v. To employ the skills and knowledge of employees efficiently and
effectively i.e., to utilize human resources effectively in the
achievement of organizational goals.
vi. To strengthen and appreciate the human assets continuously by
providing training and development programmes.
vii. To maintain high employee morale and sound human relations by
providing the various conditions and facilities.
viii. To enhance job satisfaction and self-actualization of employees
by encouraging and assisting every employee to realize his full
potential.
ix. To provide facilities and conditions of work, and create
favourable atmosphere for maintaining stability of employment.
HUMAN RESOURCE DEPARTMENT OF CANNANORE
SPINNING AND WEAVING MILLS
Human Resource department plays a very important function in
management concept. It is said to be a method of developing the
potentialities of employees so that they will get maximum satisfaction
out of their work and as a result give their best efforts to the
organization.
HIERARCHY
Labour Welfare Officer
Time Keeping
Senior Assistant
Junior Assistant
In Cannanore Spinning and Weaving Mills, the personnel
department has the task of keeping the organization together as an
outgoing entity in the face of external and internal stresses and is of
considerable importance. Here employee becoming surplus will not be
retrenched but will be redeployed suitably filling up the existing
vacancies. Whenever vacancies arise in future, the surplus staff will be
posted as per seniority. Necessary alternations in the duties and
responsibilities of remaining staff members shall be made for the
effective and smooth functioning of the mills.
The resultant surplus staff fills temporary vacancies and carries
out alternative duties and responsibilities as per direction of the
management until they are allocated to permanent position.
It is agreed that the staff members in all sections shall work as a
team and every one shall attend to other members work also as and
when required.
Functions of Human Resource Department in Cannanore
Spinning and Weaving Mills
In Cannanore Spinning and Weaving Mills, the Personnel
Manager is the head of personnel department. He is in charge of
administration disciplines and other administrative functions.
The following are the main areas of administration:
1. Recruitment, training and promotion
Currently no recruitment is taking place in Cannanore Spinning
and Weaving Mills. Time to time training program is conducted.
Apprentice training is held as per the Apprentice Act. Clerical
Staffs is decided by the NTC. Promotion for the workers or
staffs is based on seniority level over merit.
2. Provident Fund contribution
All the employees are covered under PF and ESI Act; the
employees contribute 10% of their wages to Employees
Provident Fund or salary with 10% contribution by the
employer. The employees are eligible for Employees Pension
services with a ceiling of Rs. 6500 per month.
The pension is worked out as per the following formula:-
1/70 x pensionable salary x pensionable service.
3. ESI contribution
4.75% of employer’s contribution
1.75% of employee contribution
Medical benefit, accidental benefit, sick benefit leave are
provided if necessary. Funeral benefits are also provided if any
one dies during the period of his service.
4. Gratuity
Gratuity is calculated using the formula:-
Per month salary/ 26 days x 15 days
(Monthly salary will be calculated only for 26 days)
The present ceiling limit of total amount of gratuity payable is
10 Lakhs.
5. Wage administration
There are two types of wage payment systems followed in
Cannanore Spinning and Weaving Mills according to the
production stages. For mixing, blow room and carding wages are
paid on the basis of piece rate system and for all other
production process time rate system is obtained.
6. Retirement benefit
At the time of retirement all these benefits are provided.
Gratuity
Provident Fund
Pension
Leave with wages if any.
7. Administrative actions
If a worker takes a long leave the management won’t terminate
him suddenly. There is a procedure in Cannanore Spinning and
Weaving Mills before termination. First the absentee is admitted
for counseling. Thereafter, a notice is sent and then warning
notice is sent. Even then he continues to be absent a call notice is
sent, and then the management may suspend him and after
further enquiries of termination is held as per standing orders.
There are two categories of workers in CS & WM and they can
be classified into the following:
Number of workers There are about 540 workers and 19 administrative staff working
in the mill. 3 shifts are functioning from 7:00am - 3:30pm,
3:30pm - 12:00am and from 12:00am - 7:00am. Both male and
female workers are employed in all sections of the mill.
Different categories of workers include permanent, temporary
and gate badlies.
Workers
Skilled
Jobbers Fitters Maistri
Unskilled
Spinners Doffing boy
TRAININGMeaning of Training:
Training is the process of increasing the knowledge and skills for
doing a particular job. It is an organized procedure by which people
learn knowledge and skills for a definite purpose. The purpose of
training is basically to bridge the gap between job requirements and
present competence of an employee. Training is aimed at improving
the behavior and performance of a person.
Training is often described as focusing on the acquisition of
KSAs (Knowledge, Skills and Abilities) needed to perform more
effectively one’s current or future job. Training is job oriented or
occupational, having an immediate utilitarian objective, and the major
burden of training falls upon the employers. Training is essentially
practical consisting of knowledge and skills required to perform
specific tasks. Training is valuable to employees because it will give
them greater job security and an opportunity for advancement.
Definition of Training:
According to Edwin.B. Flippo “Training is the act of
increasing the knowledge and skills of an employee for doing a
particular job”
What does training include?
Training enables the employees to get acquainted with jobs and
also increase their KSA. It makes a newly recruited employee fully
productive in the minimum of time. Even for the old workers, it is
necessary to refresh their job skills and to enable them to keep up with
new methods and techniques as well as new machines and equipments
for doing the work. Training job will never be finished as long as the
organization remains in operation. Training includes the learning of
such techniques as required for the intelligent performance of different
tasks.
TRAINING EFFECTIVENESS
The training effectiveness is concerned with studying about the
current practices used by the training department for training
employees of this organization.
According to one of the definitions “Training Effectiveness”
means ‘the extent to which the training activity fulfills its intended
purpose or function’. However, there has been lot of definitions given
by various experts in the field of Human Resource Management. One
of the noted definition is by Descy and Westphalen(1998), who defined
training effectiveness as ‘training that meets its objectives as defined
by its funding body’. This is a notable definition since it is undoubtedly
the funding body that ultimately decides whether or not training will be
made available. Whilst this is a useful heuristic, there are two points to
bear in mind. First, it is not always the case that the funders’ precise
objectives are transparent, although their general aims may be. Second,
whilst the funders may have objectives, it is only by relating the extent
to which these are perceived to have been met - by the various
stakeholders (e.g. individuals, enterprises) – that one can really
understand the extent to which the training has been effective. There
may also be unintended consequences of training that aid an
individual’s employability – for example, improving ‘soft skills’ such
as an individual’s self-esteem, motivation or ability to work in a team.
Evaluation of the current training mechanism is done to
understand the following:
o Provide feedback on whether the existing training and
development activity is effective in achieving its aims.
o The extent to which the organization has benefited from
employee development and progress.
o To find out if the learning is being applied in the work
place.
o It helps you to understand the attitude of staff towards the
training programmes.
o It helps you to track the development of staff knowledge
and skills.
o Identifying training gaps and future training needs.
TYPES OF TRAINING:
Training programs may be of the following types.
i. Orientation Training
Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Induction
training creates self confidence in the minds of employees.
ii. Job Training
It refers to the training provided with a view to increase
the knowledge and skills of an employee for increasing
performance on the job.
iii. Safety Training
Training provided to minimize accidents and damage to
machinery is known as safety training.
iv. Promotional Training
It involves training of existing employees to enable them
to perform high level jobs.
v. Refresher Training
When existing techniques become obsolete due to the
development of better techniques, employees have to be
trained in the use of new methods and techniques.
Refresher training is designed to revive and refresh
knowledge.
NEED OF TRAINING
Job requirement - New and inexperienced employees
require detailed instructions for effective performance on the
job.
Technological change - Technology is changing very
fast. Now automation and mechanization have been increasingly
applied in offices and service sector. Increasing the use of fast
changing techniques require training in new technology.
Organizational viability - In order to survive and grow,
an organization must continually adopt itself to the changing
environment. An organization can build up a second line of
command through training in order to meet its future needs of
human resource.
Internal mobility - Training becomes necessary when an
employee moves from one job to another due to transfer.
Remedial training - This training is arranged to
overcome the short comings in the behaviour and performance
of old employees.
METHODS OF TRAINING
There are many methods of training. The management should
select an appropriate method which is suited to the organizational
needs. The training methods are:
On-the-Job Training
The most common method used by the industry to train individuals is
on-the- job training. Virtually every employee from clerk to General
Manager gets some on-the –job training. Under this method, the
immediate superior who knows exactly what the trainee should learn to
do, give training at his workplace. Following are the on-the-job
training methods:
i. Coaching
Under this method, the supervisor guides or coaches his
subordinate to acquire knowledge and skill.
ii. Job or Position Rotation
The trainee is transferred systematically from one job to
another’ so he can get the experience of different jobs.
iii. Special assignment
This is used to provide the employees with first hand
experience in working on the actual problem.
Off-The-Job Training
This type of training is not a part of everyday job activities.
Classroom or off-the-job instructions are useful, when the concept,
attitudes, theories and problem solving abilities are to be total. The
following are the off-the-job training methods.
i. Lecture Methods
It is a verbal presentation by an instructor to a large audience. It
is an excellent and economic technique for group training
ii. Conference Method
In this method, the participating individuals ‘confer’ to discuss
points of common interest for each other. It is an effective
training device for person in the possession of both conference
member and conference leader.
iii. Case Study Method
Under this method, the trainee may be given a problem to
discuss, which is more or less related to the principles already
taught. In this method, the trainee is given an opportunity to
apply his knowledge to the solution of a realistic problem.
iv. Sensitivity Training
A group consisting of 10 to 15 persons is selected. They can
share their experiences. This type of training is aimed at creating
and improving sensitivity to the feelings of the employee.
v. Role Playing
Here trainers are required to play the role of supervisor. A
problem or work situation is given, in which they are expected to
take up that role.
vi. Simulation
It is an attempt to create a realistic decision making environment
for the future.
Steps in the Training Programme
Training is a costly and time-consuming process. This
training procedure discussed below is essentially an adoption of the job
instruction training course. The following steps are usually considered
as necessary.
i. Discovering or identifying training needs
A training programme should be established only when it is felt
that it would assist in the solution of specific problems.
Identification of training needs must contain 3 types of analysis.
a) Organizational analysis
b) Operational analysis
c) Man analysis
Organizational analysis
It involves the study of the entire organization in terms of its
objectives, its resources, resource allocation and its environment.
Operational analysis
It is a systematic and detail analysis of jobs. It is mainly to assess the
job contents, skills and aptitude required to perform jobs, the
knowledge and work behavior.
Man analysis
The persons to be trained, changes required in the knowledge, skills
and aptitudes of the employees are to be determined.
ii. Preparing the instructor
The instructor is the key figure in the entire programme.
He must know both the job to be taught and how to teach
it. The training programmes then follow a general
sequence aimed at supplying the trainee with the
opportunity to develop his skills and abilities.
iii. Preparing the trainee
In putting the learner at ease, in stating the importance and
ingredients of the job and its relationship to workflow, in
explaining why he is being taught, in creating and
encouraging questions finding out what the learner already
knows about his job or other jobs.
iv. Presenting the operation
It is the most important step in the training programme.
The training should clearly tell, show, illustrate and
question in order to put across the new knowledge and
operations.
v. Try out the trainee’s performance
Under this, the trainee is asked to go through the jobs
several times slowly, explaining each step.
vi. Follow up
The final step in most training procedures is the follow up.
It is undertaken with a view to testing the effectiveness of
training efforts.
Aims and Objectives
a. Primary objectives
To do a research on the effectiveness of training methods.
b. Secondary objectives
To find out how far employees are satisfied in their
designated job and how the present environment help them
to increase their productivity.
To understand what type of needs influence the employees
most and to find out ways to utilize employee needs to
achieve organizational objective.
To do a general search on valence and expectations of
employees and find out means to increase it.
RESEARCH METHODOLOGY
RESEARCH:
Research is a process in which the researcher wishes to find out
the end result for a given problem and thus the solution helps in
future course of action. The research has been defined as “A careful
investigation or enquiry especially through search for new fact in any
branch of knowledge”.
RESEARCH METHODOLOGY:
The procedure using, which researchers go about their work of
describing, explaining and predicting phenomena, is called
Methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of
obtaining information useful for assessing explanation.
RESEARCH DESIGN
“A Research Design is purely and simply the fame work or plan for the study that guides the collection of the data”.
Types of Research Design:
Exploratory Research Design Descriptive Research Design Casual or Experimental Research Design
In this study, the researcher has adopted Descriptive Research Design
Descriptive Research Design
A Descriptive Research Design is the one that simply describes something such as demographic characteristics of certain people who use something.
The descriptive study we typically concerned with determining frequently with which something occurs or how two variables vary together. This study is typically guided by an initial hypothesis. A descriptive study requires a clear specification of who, what, when, where, why and how aspects of the research.
SAMPLIND DESIGN
Convenience Sampling:
The sampling adopted in this study was convenience sampling. As the name implies, the sample is selected because they are convenient to the researcher.
A convenience sample is used when you simply stop anybody in the street who is prepared to stop, or when you wander round a business, a shop, a restaurant, a theatre or whatever, asking people you meet whether they will answer your questions.
Sampling Unit:
A Survey is conducted in S&S Power Switchgear Equipment Limited at Sedarapet
Sample Size:
The sample size for the survey is 50
LIMITATIONS OF THE STUDY
Since time limit is very less an intensive study is not possible.
The non-availability of certain data within the limited time is also one
of the limitations of the study.
Some data are confidential so they do not give more details.
There may be errors due to respondent’s bias.
WORK EXPERIENCE OF EMPLOYEES
Table.1
Variable Number of
Respondents
Percentage
Less than 3 yrs 8 16
3 - 5 yrs 25 50
Above – 5 yrs 17 34
Total 50 100
Chart. 1
WORK EXPERIENCE OF EMPLOYEES
less than 3 years 3 to 5 years more than 5 years0
5
10
15
20
25
30
35
40
45
50
Inference:
From the above table, it can be seen that one half of the
employees have an experience of 3-5 years in the job. While 34
percent of them have a work experience of above 5 years. Only
16 percent of employees were having experience less than 3
years.
TYPES OF TRAINING
Table.2
Particulars Number of
Respondents
Percentage
On-the-job
training
41 83
Off-the-job
training
9 17
Total 50 100
Chart. 2
Inference:
From the above table, it can be seen that a majority of
employees got On-the-job training at the time of joining.
TYPES OF TRAINING UNDER ON-THE-JOB TRAINING
Table. 3
Particulars Number of
Respondents
Percentage
Job rotation 8 16
Coaching 42 84
Special
Assignment
0 0
Total 50 100
TYPES OF TRAINING UNDER ON-THE-JOB
TRAINING
Chart. 3
Job Rotation Coaching Special Assignment0
10
20
30
40
50
60
70
80
90
Inference:
From the above table, it can be seen that a majority of the
employees got coaching method of On-the-job training. While
16% of them are trained in rotation method of On-the-job
training.
TYPES OF TRAINING UNDER OFF-THE-JOB TRAINING
Table.4
Particulars Number of Respondents
Percentage
Lecture Method
42 84
Conference Method
8 16
Seminar or team discussion
0 0
Total 50 100
Chart.4
84%
16%
TYPES OF TRAINING UNDER OFF-THE-JOB TRAINING METHODS
Lecture MethodConference Method
Inference:
From the above table, it can be seen that 84% of employee get lecture
method of Off-the-job training, 16% get conference method and none
of the employees are trained on seminar or team discussion.
INTERVAL OF TRAINING PROGRAMMES
Table. 5
Particulars Number of
Respondents
Percentage
Once in a month 0 0
Once in 6 months 0 0
Once in a year 50 100
Total 50 100
Chart.5
Once in a month
Once in 6 months
Once in a year
0%10%
20%30%
40%50%
60%70%
80%90%
100%
INTERVAL OF TRAINING PROGRAMMES
Percentage
Inference:
This table shows that 100% of employees get training once in a
year.
EFFECTS OF TRAINING
Table. 6
Particulars Number of
Respondents
Percentage
Performance
Improvement
33 66
Self confidence 8 16
Personality
development
0 0
Improvement of
products and
production
9 18
Total 50 100
Chart. 6
0
10
20
30
40
50
60
70
Effects of Training
Series 1
Inference:
From the above table, it can be seen that 66% of the employees
improved their performance through training method. While 16% of
employees creates self confidence through training method and 18%
improved the product and production through training method.
NUMBER OF TRAINING ATTENDED
Table. 7
Variable Number of
Respondents
Percentage
Less than 5 34 68
5-10 16 32
More than 10 0 0
Total 50 100
Chart. 7
Less than 5 5 to 10 More than 100
10
20
30
40
50
60
70
NUMBER OF TRAINING ATTENDED
Inference:
From the above table, it can be seen that 68% of the employees
attended less than 5 training sessions. 32% attended 5-10
training sessions and none attended more than 10 training
sessions.
TYPES OF TRAINER
Table.8
Particulars Number of
Respondents
Percentage
External Expert 0 0
Company Trainer 50 100
Total 50 100
Chart. 8
100%
TYPES OF TRAINER
External expert
Company Trainer
Inference:
It is clear from the table that only company trainers are engaged in
giving training to employees.
TYPES OF TRAINING
Table.9
Chart. 9
Particulars Number of
Respondents
Percentage
Group Training 37 74
Individual
Training
13 26
Total 50 100
74%
26%
TYPES OF TRAINING
Group TrainingIndividual Training
Inference:
From the above table, it can be seen that 74% of the employees
preferred group training while only 26% preferred individual training.
IMPACT OF TRAINING IN CAREER DEVELOPMENT
Table.10
Variable Number of
Respondents
Percentage
Agree 50 100
Disagree 0 0
Total 50 100
Chart. 10
IMPACT OF TRAINING IN CAREER DEVELOPMENT
Disagree
Agree
0 10 20 30 40 50 60 70 80 90 100
Inference:
From the above table, it can be seen that whole of the
employees agreed that training is helpful to improve the employee
career.
RATING OF PRESENT TRAINING PROGRAMMES
Table.11
Particulars Number of
Respondents
Percentage
Excellent 7 14
Very Good 10 20
Good 30 60
Poor 3 6
Total 50 100
Chart. 11
60%20%
14% 6%
RATING OF PRESENT TRAINING PROGRAMMES
GoodVery GoodExcellentPoor
Inference:
From the above table, it can be seen that 60% have the response as
good, 20% stated it is very good, 14% rated that training programme is
excellent and only 6% rated training programme as poor.
FINDINGS OF THE STUDY
The company provides training to all workers at the time
of joining.
Most of the workers preferred the group training system
more than individual training.
All the workers agreed that training is helpful to improve
the employee’s career.
There is no highly efficient and effective training system.
Most of the workers prefer job rotation method of training.
The company does not prefer to select experienced
candidates as workers. Previous work experience is not the
important criteria for getting selection.
84% of the workers were working in the company for
more than 3 years.
It is found that the company provided coaching training
method to most of the employees under on-the- job training
system. Currently the company mainly provides job rotation
training.
The company focused on lecture method of training under
‘of f the job training’, especially for safety training.
Human Resource Department does not provide training
regularly.
The majority of workers improved their performance
through training system.
All workers agreed with the fact that training is an
essential part of every organization.
RECOMMENDATIONS
There should be regular training sessions.
Training must be focused to enhance the knowledge about
the latest technological change.
Special attention must be given to provide highly efficient
and effective training.
Safety training should be given, especially to new
workers.
Effectiveness of training programmes should be evaluated
periodically.
The follow ups and reviews on training learning needs to
be undertaken by the training department on a regular basis and
document it.
CONCLUSION
Training method play an important role in enhancing
productivity and overall performance of workers. It has great influence
in boosting the morale and loyalty of employees. Training is essential
to develop skills and also update knowledge.
CS&WM provide only high quality and high standard products.
The company produces innovative parts like twist and super high twist
synthetic fibres, which are of high element in the current market. So it
has forced a large market in India.
The aim of the study is to find the effectiveness of training
methods, and the merits and demerits of training methods. Employees
are satisfied with the training methods of the company. They require
more training programmes especially for safety and to keep pace with
the latest technological changes.
QUESTIONNAIRE
1. Personal data
Name:
Age:
Sex: a) Male b) Female
Department:
Nature of work:
Qualification: a) Below SSLC b) SSLC C) PDC/+2 d) Degree e) PG f) Diploma
Year of service: a) 0-2years b) 2-5years c) Above 5 years
2. Did you get On-the -job training or Off-the-job training at the time of joining?
a) On-the-job training b) Off-the-job training
3. What type of On-the-job training did you get?
a) Job rotation b) Coaching c) Special Assignment
4. What type of Off-the-job training did you get?
a) Lecturer method b) Conference c) Seminar or Group discussion
5. How often do you get training?
a) Once in a month b) Once in 6 months c) Once in a year
6. Did you get training for any of the following purpose?
a) Performance improvement b) Personality Development
c) Improvement of products and production
7. How many training session did you attend?
a) Less than 5 b) 5 to 10 c) More than 10
8. Whom did you get as trainers?
a) External expert b) Company trainers
9. Rate the present training programme available to you
a) Excellent b) Very good c) Good d) Poor
10. Which of the following training do you prefer?
a) Group training b) Individual training
11. Do you think training help employees to improve his career?
a) Agree b) Disagree
12. What is your opinion about employee morale and discipline?
a) Very good b) Good c) Average d) Bad
13. Did you get more opportunities for your advancement?
a) Strongly agree b) Strongly disagree
c) Agree d) Disagree
14. Are you able to adjust when an unpleasant circumstance arrives?
a) Yes b) No
15. “Training is an essential part of every organization” how far do you agree with the statement?
a) Agree b) Neither agree nor disagree c) Disagree