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Documentos de Profesional
Documentos de Cultura
For any organization to perpetuate itself and achieve growth there is a basic need
for developing its manpower resources. It is one thing to possess knowledge but yet
another thing to put it to effective use. It is essential to develop skills and also update the
is not only an activity that is desirable but also an activity that an organization must
need to learn many things to avoid cultural shock; cross-cultural orientation of employees
Evaluation is an essential part of measuring the impact of any organization’s learning and
development programme, but often the most neglected. Training as a service intended to
should address the needs of the organization, measure whether or not these needs were
met and quantify these tangible benefits and the return on investment. Participants on this
programme will gain a clear understanding of the evaluation process and how it can help
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INDUSTRY PROFILE
horticultural produce and also includes processes such as grading, sorting, and packaging
which enhance shelf life of food products. The food processing industry provides vital
linkages and synergies between industry and agriculture. The Food Processing Industry
sector in India is one of the largest in terms of production, consumption, export and
growth prospects. The government has accorded it a high priority, with a number of fiscal
produce, for minimizing pre/post harvest wastage, generating employment and export
growth. India's food processing sector covers a wide range of products fruit and
vegetables; meat and poultry; milk and milk products, alcoholic beverages, fisheries,
plantation, grain processing and other consumer product groups like confectionery,
chocolates and cocoa products, Soya-based products, mineral water, high protein foods
etc.
Biscuit industry is the largest segment of the grain milling industry. Similarly,
production of biscuits in the organized sector is about 80 percent and quantity of biscuits
produced in the unorganized sector is about 20 percent. During the year 2005-06, (up to
The production by organized players is estimated to be 1561,000 tonnes, for the year
2005, which means if they include the unorganized sector the total tonnage should be at
least 2,600,000.
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The industry consists of 3 large-scale manufacturers, around 50 medium scale brands and
2500 small-scale units in the country. The unorganized sector is estimated to have
The rural penetration of the branded biscuits segment is also significant. Towns
with populations of less than a lakh contribute significantly to the industry's turnover,
with some estimates placing it at 40 per cent. However, rural markets largely consume
lower-priced varieties, and it is here that branded biscuits meet with stiff competition
from the unorganised sector. According to official statistics, the contribution of the
unorganised sector, which sells biscuits loose, could be as high as 50 per cent.
While the presence of a large unorganised segment could mean that a sizeable population
can be converted into branded biscuits consumers and, therefore, represent huge market
potential for companies in the organised sector, the fiscal duty structure still favours the
unorganised sector. Except for select low-priced varieties, the excise duty on biscuits is a
The segment can be further divided into the sweet and savoury. If the Marie category is
also included in the sweet biscuits category, it would easily account for close to 80 per
cent of the industry's total volumes of 775,000 tonnes. The savoury segment includes salt
biscuits, and the salt and sweet variety accounts for the rest. The market has been
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The major brands are - Britannia, Parle, ITC, Priyagold, Cremica, Dukes, Anmol, Priya,
etc besides various regional and state brands. The annual production of biscuit in the
organized sector continues to be predominantly in the small and medium scale sector
According to the biscuit manufacturers federation, the annual growth of overall biscuit
industry showed a decline of 3.5% in 2000-01, mainly due to 100 percent hike in central
excise duty (from 8 % to 16%). Production in the year 2001-02 increased very marginally
by 2.75%, whereas in 2002-03 the growth was around 3%. The market's domination by
Britannia's premium varieties is quite significant. In the last two years, the company has
also stepped up investments on products and brands to further strengthen its hold over the
market. In terms of value, Britannia leads the market with 37 per cent market share,
followed by Parle’s 31.3 per cent and ITC’s 6.3 per cent.
4
COMPANY PROFILE
VISION STATEMENT
To dominate the food and beverage market I India with a distinctive ranged
“Tasty but healthy” Britannia brands, to triple the turnover and operating
MISSION STATEMENT
White: Purity.
Captures the essence of the Indian concept of the unity of body and mind.
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The story of one of India's favourite brands reads almost like a fairy tale. Once
upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house
in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all
The beginnings might have been humble-the dreams were anything but. By 1910, with
the advent of electricity, Britannia mechanised its operations, and in 1921, it became the
first company east of the Suez Canal to use imported gas ovens. Britannia's business was
flourishing. But, more importantly, Britannia was acquiring a reputation for quality and
value. As a result, during the tragic World War II, the Government reposed its trust in
forces.
As time moved on, the biscuit market continued to grow… and Britannia grew along with
it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from
Parry's who till now distributed Britannia biscuits in India. In the subsequent public issue
of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm.
The following year, Britannia Biscuit Company was re-christened Britannia Industries
Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark.
On the operations front, the company was making equally dynamic strides. In 1992, it
celebrated its Platinum Jubilee. The Wadia Group acquired a stake in the company and
became an equal partner with Groupe Danone in Britannia. The subsequent year saw
In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better"
-and made its first foray into the dairy products market. In 1999, the "Britannia Khao,
World Cup Jao" promotion further fortified the affinity consumers had with Brand.
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Britannia strode into the 21st Century as one of India's biggest brands and the pre-
eminent food brand of the country. It was equally recognised for its innovative approach
to products and marketing: the Lagaan Match was voted India's most successful
promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska
became India's most successful product launch. In 2002, Britannia's New Business
Division formed a joint venture with Fonterra, the world's second largest Dairy
Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its
vision and accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200
Small Companies of the World', and The Economic Times pegged Britannia India's 2nd
Most Trusted Brand. Today, more than a century after those tentative first steps,
Britannia's fairy tale is not only going strong but blazing new standards, and that
miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth
for Britannia's shareholders. The company's offerings are spread across the spectrum with
products ranging from the healthy and economical Tiger biscuits to the more lifestyle-
oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of
India's one billion populations and a strong management at the helm means Britannia will
continue to dream big on its path of innovation and quality. And millions of consumers
will savour the results, happily ever after. The company’s principal activity is the
manufacture and sale of biscuits, bread, rusk, cakes and diary products like cheese, butter
and milk. The brand names of biscuits include Vita Marie Gold, Tiger Variants,
Nutrichoice Junior and Good Morning. Biscuits & high protein food accounted for 81%
of fiscal 2002 gross revenues; Dairy Products, 12% Bread, 4% Cake & Rusk 2% & other
1%.
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MILESTONES
1892 The Genesis - Britannia established with an investment of Rs. 295 in Kolkata
1921 Imported machinery introduced; Britannia becomes the first company East of the
Suez to use gas ovens
1975 Britannia Biscuit Company takes over biscuit distribution from Parry's
1978 Public issue - Indian shareholding crosses 60%
1993 Wadia Group acquires stake in ABIL, UK and becomes an equal partner with
Groupe Danone in BIL
1997 Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new mission:
'Make every third Indian a Britannia consumer'
BIL enters the dairy products market
1999 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%
2000 Forbes Global Ranking - Britannia among Top 300 small companies
2005 Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant!
Britannia launched 'Greetings' range of premium assorted gift packs
The new plant in Uttaranchal, commissioned ahead of schedule.
The launch of yet another exciting snacking option - Britannia 50-50 Pepper
Chakkar
Plant locations
and Chennai. A large part of products are also outsourced form third party producers.
Dairy products are out sourced from three producers-Dynamix Dairy based in Baramati,
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Maharastra, and Modern Diary at Karnal in Haryana and Thacker and Dairy products at
Recent Developments
A new initiative taken by Britannia, to cater to all the taste fads of the consumer,
seeks to widen the range of its snack foods. This will be Britannia's biggest challenge in
the next few years. Meanwhile in existing categories of biscuits and baked products,
innovation will be the key principle. A host of new flavours and food-formats, as never
seen before in the Indian market, are due to enter the market in 2004. Thus, Britannia will
continue to define the Indian market in biscuits and other food products.
BISCUITS
1. Anytime 18 Marie
2. Binki . Milk Bikies
Bourbon Cream Nice
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3. Brita 19 Orange Cream
4. Chakra . Petit Beurre
Circus Pinapple Cream
5. 20
Coconut Pure Magic
6. .
Crunches (Chocolate,
7. Cream Crackers 21 Vanilla)
8. Custard Cream . Snax
9. Delite 22 Thin Arrow Root
10 Digestive . Top
Elaichi Cream Zoological
. 23
Embassy Cream 50 – 50
11 .
Ginger nut Jim Jim
. Glucose – D 24 Oro
12 Good Day . Tiger
. (Cashew, Pista, Chekkers
13 Badam, Butter 25
Mal Bisk
. .
14 26
. .
15 27
. .
16 28
. .
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30
.
31
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FLAVOURED
DAIRY MILK
MERRICAKE HALF-HALF
WHITNER (SIZ – ZIP)
1. Carton 1. Fruit 1. Vanilla 1. Chocolate
2. Pouch 2. Chocolate Chocolate – 2. Strawberry
3. Orange Twin Pack, 3. Mango
4. Vanilla Family Pack 4. Pineapple
Chocolate 2. Orange 5. Badam
5. Orange Chocolate - 6. Elaichi
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Chocolate Twin pack,
6. Plaum Family pack
7. Milk
8. Butter
Sponge
Britannia Industries (BIL) is one of the largest bakery in the private sector and a
household name in food products.Company has decided to focus on seven core brands in
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the biscuits and bakery category. The brands included Good Day, Tiger, 50-50, Snacks,
and the Cream Treat brands, among others. Company is adopting its strategy aggressively
into dairy products and organized biscuit market. Currently, Britannia is focusing on
expanding its business to dairy products like cheese, butter, ghee and dairy whitener.
Britannia is an innovative marketer and has always been driven to expand its market. It
has redone its whole image to target the health and nourishment conscious Indian
consumer.
Achievements
Britannia is synonymous with the rise and growth of the biscuit industry in India.
It brought the health dimension to an industry that was traditionally driven by taste alone.
This is reflected in Britannia’s brand slogan, introduced in 1997 that exhorted consumers
to ‘Eat Healthy, Think Better’. This was quickly embraced by the entire industry to come
happy diet.
Going beyond biscuits has been the most difficult challenge and a litmus test for the
company. Britannia entered the dairy category with the launch of Britannia Milkman
range of dairy products. With the success of Britannia Milkman Cheese, it achieved a
niche for itself in a category that was defined by a competitor that had created the
category.
Britannia’s products retail in over 2 million outlets selling approximately 200 million
packs a month. With millions of happy consumers every month, Britannia is considered
to be one of the most trusted food brands in India. Britannia has also successively made
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the Forbes List of 200 Best Small Companies in the world for the years 1999, 2000 and
2002.
companies require much more than high technology and bright ideas to remain
competitive. They need people who have the knowledge, skills and values to make their
businesses successful, as well as manage systems that motivate workers and reward them
HRD programmes are divided into three main categories: training, Development
and Education. Although some organizations lump all learning under training or training
and development, dividing into three distinct categories makes the desired goals and
perform their present job to standards. It improves human performance on the current job
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Development is a related process. It covers not only those which bring about growth of
the personality; help individuals in the progress towards maturity and actualization of
their potential capacities so that they become not only actualization of their potential
expectations by being proactive rather than reactive. And this may well include not only
imparting specific skills and knowledge but also inculcating certain personality and
and organized procedure by which managerial personnel learn conceptual and theoretical
definitive answers, but rather it develops a logical and rational mind that can determine
must impart qualities of mind and character, and understanding of basic principles and
develop the capacities of analysis, synthesis and objectivity. Usually, education is outside
which can be provided only by education institutions. An organization can and does
make use of such institutions. An organization can and does make use of such
institutions in order to support and supplement its internal training and development
efforts.
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SURVEY OF LITERATURE
which non-managerial personnel learn technical knowledge and skills for a definite
purpose.
Concept of training
Objectives of Training
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• Training reduces accidents.
• It should be relevant.
Benefits of Training
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METHODS OF TRAINING:
Methods of training
Off-the-job Training
On-the-job Training
Lecturer
Internship Training
&conferences
Apprenticeship
Case studies
Training
Role Playing
Refresher Training
Management Games
Job rotation
Sensitivity training
Vestibule Training
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The most important type of training is On the job training. Majority of industrial
training is of the On the job training. On the job training is conducted at the work site and
in the context of the job. The worker in this method learns to master the operations
involved on the actual job situation under the supervision of his immediate boss. It is
necessary to make sure that the supervisor who is imparting training is trained and
If the supervisor views the training as burden and nuisance, it will produce no good
effect. There are several types of on the job training programmes. Some of them are
described below:
Job rotation:
This method involves the employee being sent through different jobs thereby
before making choice of particular function in which he would like to develop and build
his career.
Internship training:
This refers to a joint programme of training in which schools and business co-
operate to enable the students gain a good balance between theory and practice. Class
room principles are better understood against the practical background in a factory.\
Apprenticeship training:
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This training is use in those trades, crafts and technical fields in which proficiency
can be acquired after a relatively long period of time in direct association with work and
under supervision of experts. It is a good source of providing the required personnel for
the industry.
Vestibule training:
When the amount of on the job training that has to be done exceeds the capacity
of the line supervisor, a portion of this training is taken away from the line and assigned
This method attempts to duplicate on the job situations in a company classroom. The
trainees are taken through a short course under working conditions that approximate
actual shop, sales or office conditions. This technique enables the trainee to concentrate
Refresher training:
With passage of time, employees may forget some of the methods, which were
taught to them, or they may have become outdated because of technological development
arranged for the existing employees in order to provide them with an opportunity to
revive and also improve their knowledge. Retraining (refresher training) programmes are
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Off the job training:
Off the job training simply means that training is not a part of everyday job
activities. Off the job methods are used away from workplace. Classroom or off the job
instructions are useful when concepts, attitudes theories and problem solving abilities are
to be taught. It is associated more with knowledge than skill. Off the job method consist:
Lecture method:
This is most commonly used to address large groups about general topics. The
communicate his thoughts in such a manner as to interest the class and clause them to
retain what he has said. The trainees generally take notes as an aid to learning.
interest to each other. It is an effective training device for persons in the positions of both
conference member and conference leader. As a member, a person can learn from others
by comparing his opinions with those of others. As a conference leader, a person can
develop the skill to motivate people through his direction of discussion. There are three
types of conferences:
• Direct discussions
• Training conference
• Seminar conference
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The conference is ideally suited to learning about problems and issues and examining
them from different angles. It is considered to be the best method for reducing dogmatism
The case study method, which was popularized by the Harvard Business School
USA, is one of the common forms of training to the employees. A collateral objective is
to help them develop skills in using their knowledge. Under the case study method, the
trainees may be given a problem to discuss which is more or less related to the principles
already taught. This method gives the trainee an opportunity to apply his knowledge to
the solution of realistic problems. The case study places heavy demands upon the trainees
and requires that they should have a good deal of maturity and background in the subject
matter concerned.
The trainees learn that there is no single answer to a particular problem. The answer of
each trainee may differ. Case discussions will help them to appreciate each others
thinking, that is why case studies are frequently used in supervisory and executive
• Screen the alternatives using the objectives and issues as the criteria.
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Role playing:
Role playing technique is used for human relations and leadership training. Its
purpose is to give trainees an opportunity to learn human relations skills through practice
and to develop insight into one’s own behaviour and its effect upon others. Under this
method, conflicts situation is artificially constructed and two or more trainees are
assigned different parts to play. The trainees act out a given role as they would in a stage
play.
The role players are provided with a description of the situation and the role they are to
play. After being allowed sufficient time to play their parts, they must then act their part
spontaneously before the group. Role playing primarily involves employee- employer
providing new insights and in presenting the trainee with opportunities to develop
interfactional skills.
Management games:
model of a business situation. In these games participates are divided into various teams
which are placed in competition with each other in resolving some problems information
about which is supplied to all teams. The game illustrates the value of analytic techniques
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Sensitivity Training:
sensitivity to behavioral patterns of oneself and others. In sensitivity training, the trainees
are enabled to see themselves as others see them and develop an understanding of others’
views and behaviour. It aims at increasing tolerance power of the individual and his
ability to understand others. The sensitivity training programmes are generally conducted
importance. The need for training is identified based on the skill requirement. The
employees are sent for the training based on his job, potentials and his drawbacks.
• Departments
• Location
• Programme Name
• Conducted by
• Date
• Summary of learning’s
• Area of implementation
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• Overall rating of programme
After four months the employee will be given post training evaluation form consists of
PART-1
Objectives by which the nomination was made and the extent to which the objective were
met with
PART-2
Expectations from the training programme and extent to which the expectation were met
with,
PART-3
Learning made from the training, practical usage of this in the work place, an action plan
for practically evaluating the improvements in the work place owing to the training
programme.
But these forms will not cover training feed back. Training feed back will be collected
from the participant separately immediately after the training programme and the
evaluation will be done after 3 months to check the performance of the employee and
department head. The training methods and techniques are decided based on the training
needs of both employees as well as the organization. Based on the training needs the
training manual is prepared which have the complete details about the identification of
The training calendar is prepared once in a year and changes are made on the basis of
requirements. The employees are informed about the programme they are going to attend.
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This gives the details about the training programme, how effective it worked and what
are the benefits dervided from the training programmes and the changes to be made to the
training programme.
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Choosing the training method
The first step is to identity the training needs of employees. This requires
organizational analysis (i.e.) analyzing the present and future needs of the total
organization, operational analysis (i.e.) analyzing the needs of a specific group job, and
individual analysis (i.e.) analyzing the needs of the specific employees. In order to
determine training needs it is also necessary to analyze the competence level and
Once the training needs have been identified the specific goals and criteria for
training should be decided. This implies establishing short term and long term objectives
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Step 3: Choosing the training method:
There are several internal and external methods of training. Internal methods
programmes are less expensive and require less time. External methods include
better concentration on learning and expose the trainee to the view points of the experts
and mangers of other concerns. While making a choice the cost and learning value of
alternative methods should be carefully weighted in the light of the needs of the
Evaluation of the training may takes place during the programme and after it.
Such evaluation is necessary to find out whether the cost of the programme as yielded
benefits or not. The effectiveness of training programme may be judged in the terms of
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Training evaluation
company and the trainees receive from training benefits for trainees may include learning
new skills or behaviour. Benefits to the company may include increased sales and more
their impacts, both intended and unintended, continued relevant and alternative or more
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What resources of time, people and money are available for validation/evaluation
purposes?
The most well-known and used model for measuring the effective of training
programmes was developed by Donald Kirkpatrick in the late 1950s. The basic structure
Level 1 -
How did participants react to the programme?
Reaction
always begin with level one, and then, as time and budget allows, should move
sequentially through levels two, three, and four. Information from each prior level serves
as a base for the next level's evaluation. Thus, each successive level represents a more
precise measure of the effectiveness of the training programme, but at the same time
Just as the word implies, evaluation at this level measures how participants in a
training programme react to it. It attempts to answer questions regarding the participants'
perceptions - Did they like it? Was the material relevant to their work? This type of
should at least be evaluated at this level to provide for the improvement of a training
learning (level two). Although a positive reaction does not guarantee learning, a negative
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Level 2 Evaluation – Learning
To assess the amount of learning that has occurred due to a training programme,
level two evaluations often use tests conducted before training (pretest) and after training
(post test).
Assessing at this level moves the evaluation beyond learner satisfaction and attempts
Measurement at this level is more difficult and laborious than level one.
Measuring the learning that takes place in a training programme is important in order to
validate the learning objectives. Evaluating the learning that has taken place typically
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Methods range from formal to informal testing to team assessment and self-assessment.
If possible, participants take the test or assessment before the training (pretest) and after
training (post test) to determine the amount of learning that has occurred.
However, behavior is the action that is performed, while the final results of the behavior
This evaluation involves testing the students capabilities to perform learned skills while
on the job, rather than in the classroom. Level three evaluations can be performed
improve results by having the students learn new skills and knowledge and then actually
applying them to the job. Learning new skills and knowledge is no good to an
organization unless the participants actually use them in their work activities.
Since level three measurements must take place after the learners have returned to their
jobs, the actual Level three measurements will typically involve someone closely
Although it takes a greater effort to collect this data than it does to collect data during
training, its value is important to the training department and organization as the data
provides insight into the transfer of learning from the classroom to the work environment
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and the barriers encountered when attempting to implement the new techniques learned in
the programme.
This is the final results that occur. It measures the training programme's
effectiveness, that is, "What impact has the training achieved?" These impacts can
include such items as monetary, efficiency, moral, teamwork, etc. Level four evaluation
bottom line, this level measures the success of the programme in terms that managers and
reduced frequency of accidents, increased sales, and even higher profits or return on
investment. From a business and organizational perspective, this is the overall reason for
a training programme, yet level four results are not typically addressed. Determining
results in financial terms is difficult to measure, and is hard to link directly with training.
organizing and analyzing level four information can be difficult, time-consuming and
more costly than the other three levels, but the results are often quite worthwhile.
This final measurement of the training programme might be met with a more "balanced"
approach or a "balanced scorecard which looks at the impact or return from four
perspectives:
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Financial: A measurement, such as an ROI, that shows a monetary return, or the
impact itself, such as how the output is affected. Financial can be either soft or hard
results.
competitors to attract, retain, and deepen relationships with its targeted customers.
Innovation and Learning: Ensuring the learning package supports a climate for
As we move from level one to level four, the evaluation process becomes more difficult
value. Perhaps the most frequently type of measurement is Level one because it is the
easiest to measure. However, it provides the least valuable data. Measuring results that
affect the organization is considerably more difficult, thus it is conducted less frequently,
people with the skills and knowledge necessary to carry out their assigned tasks and
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In cases where skill and knowledge deficiencies are leading to mistakes, errors, defects,
waste, and so on, one might argue (and many do) that training which eliminates these
deficiencies and in turn reduces mistakes, errors, defects, and waste, is a solution to a
performance problem. This argument is extended to assert that the reductions in mistakes,
errors, defects, and waste, as well as the financial value of any such reductions constitute
Conclusion
The concluding point to be made here is very, very simple and very, very
evaluate training requires one to think through the purposes of the training, the purposes
of the evaluation, the audiences for the results of the evaluation, the points or spans of
points at which measurements will be taken, the time perspective to be employed, and the
The study aims to gauge the effectiveness of training programme took place in
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The main purpose of checking the effectiveness of the training programme at
Britannia Industries Ltd is that the individual employees can realize their progress and
their own development needs. If they are allowed to realize those themselves rather
than being told then there is greater acceptance and greater commitment to continue
lessons from the training programme in their day to day work lives.
From the organizations point of view, there has been certain finding about the study and
suitable measures suggested to correct them. Hence if the suggestions are implement it
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would benefit the organizations employees in attending a flawless training programme in
their future.
From the researchers point of view it would fetch him a lot of learning regarding the
procedures of training in the organization and also suggest ideas to overcome the
RESEARCH OBJECTIVES
Primary objective
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Secondary objectives
To analyze whether the time duration of the training programme match its
objectives.
To suggest areas that might help in improving the training at Britannia Industries
Ltd.
RESEARCH METHODOLOGY
Meaning of research
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The advanced learners Dictionary of current English lays down the meaning of
research as “A careful investigation or inquiry especially through search for new facts in
any branch of knowledge”. Research is thus an original contribution to the existing stock
of knowledge making for its advancements. It refers to the systematic method consisting
of enunciating the problem, formulating a hypothesis, collecting the facts, data, analyzing
the facts and reaching certain conclusion either in the form of solutions towards the
Objectives
The main aim of research is to find out the truth which is hidden and which has not yet
To determine the frequency with which some thing occurs or with which it is associated
RESEARCH DESIGN
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RESEARCH PROCESS
While planning and designing the research project the step were to be followed
was anticipated and listed. The lists of function or steps consist of research process.
DEFINITION OF PROBLEM
Type of research
Descriptive study are undertaken when the researcher is interested in knowing the
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characteristics of certain groups, assessing behaviour, making projections or for
Research approach
A disciplined approach and attention to minor details would ensure that the
resultant data would be of high quality and the fixed responses gives a real insights into
the truth for which the project is done. This method is the combination of both inferential.
The purpose of the inferential approach to research is to form a database from which to
infer the characteristics or the relationship of population. This usually means survey
its characteristics, and it is then inferred that the population has the same characteristics.
The approach adopted for the present study is that of survey based.
Sources of data:
The research should keep in mind two types of data while collecting data viz
Primary data
Primary data may be described as those data that have been observed and
recorded by the researcher for the first time to their knowledge. A questionnaire was
prepared and with the help of which the primary data has been collected.
Secondary data
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Secondary data may be described as those data that has been compiled by some
A) Internal sources
B) External sources
The secondary data used for the purpose of the study are company magazine, Training
Sampling plan
Sampling plan is a definite plan for obtaining a sample from a given population.
It refers to the various techniques for selecting items for the sample. This plan calls for
three decisions
Sampling unit: The sampling unit is the Officers of the Britannia Industries Ltd at Padi,
Chennai.
Sample size:
103 respondents are taken as the sample in consultation with college and company
guide.
Sampling procedure:
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Non-probability sampling method involves a deliberate selection of particular
units of the universe for constituting a sample which request the universe. Non
probability sampling is any procedure in which elements will not have the equal
Convenience sampling:
When the population elements are selected for inclusion in the sample based on
the ease of access is known as the convenience sampling. The research design is
Here the respondents are chosen on the basis of non-probability sampling under which
The mode of data collection is survey method. The survey method is more
• Open-ended questions:
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Open-ended questions are questions to which there is not one definite answer.
Open-ended questions may be a good way to break the ice with a survey, giving
• Closed-ended questions
Closed-ended questions have a finite set of answers from which the respondent
chooses. The benefit of closed-ended questions is that they are easy to standardize,
and data gathered from closed-ended questions lend themselves to statistical analysis
When you want respondents to pick the best answer or answers from among all the
• Likert-scale question
consider asking a Likert-scale question. The respondents must indicate how closely
• Dichotomous questions:
two alternative responses most closely corresponds to their position on a subject. E.g.
Yes/No
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Design and pre-testing of questionnaire:
survey method. The questionnaire was pre-tested among 10% 0f the associates by
conducting pilot study. There were few inhibitions from the associates during the study
regarding the options in the questionnaire which needed be reframed and they were
implemented during the real study. The findings of pilot study is subjected to through
examination to realize that an individual is not likely to think of all ways in which group
might respond and that are cannot anticipate adequately the interpretation of others. This
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Tools and techniques used for analysis:
Tools used:
The test is carried out using SPSS tool where the variables that are to be tested for
independence is entered and results are identified. The various tests are done by using
SPSS are percentage analysis, chi-square, binomial test, and cross tabulation.
Percentage analysis:
between two or more series of data. Percentages are based on descriptive relationship. It
compares the relative items. Since the percentage reduces everything to a common base
Total no of respondents
Cross tabulation:
Cross tabulation tables (contingency tables) display the relationship between two
or more categorical (nominal or ordinal) variables. The Cross tabs procedure forms two-
way and multiway tables and provides a variety of tests and measures of association for
two-way tables. The structure of the table and whether categories are ordered determine
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Chi-square:
The Chi square test procedure tabulates a variable into categories and computes a
chi square statistic. This goodness-of-fit test compares the observed and expected
frequencies in each category to test that all categories contain the same proportion of
Statistical method to test whether two (or more) variables are: (1) independent or (2)
homogeneous. The chi-square test for independence examines whether knowing the value
of one variable helps to estimate the value of another variable. The chi-square test for
Binomial test:
The Binomial Test procedure compares the observed frequencies of the two
binomial distribution with a specified probability parameter. The variables that are tested
should be numeric and dichotomous. A dichotomous variable is a variable that can take
only two possible values: yes or no, true or false, 0 or 1, and so on. If the variables are not
dichotomous, you must specify a cut point. The cut point assigns cases with values that
are greater than the cut point to one group and assigns the rest of the cases to another
group.
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Weighted average method:
The term weight stands for relative importance of different items. Weights have
been assigned to various ranks. The weighted score is calculated by multiplying the
number of respondents in a cell with their relative weights and the whole number is
summed upto to give the weighted score for that factor. In this method weights are
X= ∑WX/ ∑W
Various kinds of tables and charts are used to represent the survey findings and
Bar diagram
The length of the bars is proportional to their magnitude. The comparison among the bars
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Pie diagram
It is a circle divided into a number of sectors represents the values of the data.
The area of the sectors is proportional to the values of the components. It is highly useful
Data interpretation
Interpretation refers to the task of drawing influences from the collected facts. It is
research findings. Data interpretation is concerned with relationship within the collected
data, partially with relationship within the collected data. Partially overlapping analysis
interpretation is also entered beyond the data of the study to include the result of other
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LIMITATIONS OF THE STUDY:
The study is been confined only to the officers of Britannia Industries Ltd, Padi,
Chennai.
The study has been conducted in a short span of 3 months, which was a limitation to
the project.
The sample size was restricted to 103 keeping into account the various constraints
Lack of cooperation from the respondents as they were afraid of the information
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Chapter No Contents Page Nos
1. INTRODUCTION 1-39
2. RESEARCH OBJECTIVES 40
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3.7 Design and Pretesting Of Questionnaire 45
3.8 Tools and Techniques Used For Analysis 45-49
6. FINDINGS 95-98
7. RECOMMENDATIONS 99-100
8. CONCLUSION 101
9. BIBLIOGRAPHY 101-102
ANNEXURES
i. Questionnaire
ii. Others
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