A Study On Training and Development in Sai Leaf Plate Industry at Karur

A STUDY ON TRAINING AND DEVELOPMENT IN SAI LEAF PLATE
INDUSTRY at KARUR.
CHAPTER-I
INTRODUCTION
1. INTRODUCTION ABOUT THE STUDY ON TRAINING AND

DEVELOPMENT
Definition
Training is the continuous, systematic development among all levels of

employees of that knowledge and those skills and attitudes which contribute to
their welfare and that of the company.
-M. C Lord and Efferson
Training may be defined as a process of developing an understanding of

some organized body of facts, rules and methods. This information concerns
largely the operative phases of an applied knowledge.
-R. C Davis
INTRODUCTION
Training of personnel consists in providing them with the necessary facilities

and opportunities to acquire knowledge develop skills and cultivate attitudes and
behavior for the efficient and effective discharge of their duties and
responsibilities. Administrative skills can be grouped into technical skills, human
skills and conceptual skills. Training should enable people to perform their present
duties effectively and at the same time prepare them to shoulder higher
responsibilities in the future. The ultimate objective of training for personnel is the
improvement in the effectiveness of achievement of organizational objectives.
Each and every position in an organization calls for a certain amount of

expertise in terms of knowledge, skills and attitudes. The person occupying the
position may not have all the elements. Of expertise required for effectively
performing new technology or procedure or law. The need for training arises in
account of the requirement of filling the gap between the skills and competences
required for the performance of a job and the expertise actually possessed by the
job holder. This gap can be filled either by institutional training or on-the-job
training.
The common method is to mount a course on the basis of the experimental

wisdom. Hence, a training course conducted kin a training institution is generally
looked upon as some kind of an isolated event. This is one of the reasons why it
has not been possible to derive the maximum benefit from a training course.
Institutional training is regarded as a break from the monotony of the job. No
wonder sabbatical was one of the objectives of some of the courses.
It is time that training is looked upon as a system. A system may be defined

as a group of inter-related and inter-development parts or processes operating in a
sequence, according to a predetermined plan in order to achieve a goal or series of
goals.
For understanding a system or for setting up a system, one should start by

determining the objectives of the system i.e. what the system seeks to accomplish.
The inputs are to be identified and the outputs specified. In the light of the
relationship between the inputs and outputs the different processes can be worked
out. Suitable feedback must be obtained at the various stages, to ensure appropriate
corrective steps at the necessary stages.
A training course is the training effort of organization. It may be said that the
trainees from the basic input, together with the other resource such as the physical
facilities, reading material, resource persons, etc. The design and conduct of the
course constitute the processes and the trained employee the output. The evaluation
of the training course, generally done at the end of the course, is the feedback of
the basis of which improvements are made in the subsequent courses organized by
the institution. But this is a simplistic and crude way of viewing the training effort
though it illustrates the systems concept of an institutional training effort with the
untrained employee, the training course, the trained employee and the evaluation of
the training course representing the input, the process, the output and feedback
control.
A significant and meaningful approach for a proper understanding of the

training effort as systems concept consist not in regarding the conduct of the
training programmers as the sole process involved, but in viewing the training
programmers as a link in the chain of professional development of an employee. If
this view is accepted a systems concept of training would include the environment
and organization in which the employee works. It will also include the
identification of his training needs, and the other salient aspects such as the
determination of training objectives, designing, and the training programmers its
implementation and evaluation. The evaluation should not only cover the training
imparted but the improvement in organizational effectiveness and achievement of
organizational goals resulting from the contribution of the trained employee. Thus,
the training effort becomes a total system of which the sub-systems are the
different aspects outlined above.
TRAINING
Training is concerned with imparting developing specific skills for a

particular purpose. Training is the act of increasing the skills of an employee for
doing a particular job. Training is the process of learning a sequence of
programmed behavior.
In earlier practice, training programme focused more on preparation for

improved performance in particular job. Most of the trainees used to be from
operative levels like mechanics, machines operators and other kinds of skilled
workers. When the problems of supervision increased, the step was taken to train
supervisors for better supervision.
DEVELOPMENT
Management development is all those activities and programme when

recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments.
Thus, management development is a combination of various training

programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the present
requirement as well as the future requirement.
Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.
MANAGEMENT DEVELOPMENT IS BASED ON FOLLOWING ON
ASSUMPTIONS.
Management development is a continuous process. It is not one shot

programmed but continues though out the career of a manager.
Management development is any kind of learning, is based on the
assumption that there, always existing a gap between an individuals
performance and his potential for the performance.
Management development seldom takes place in completely peaceful and
relaxed atmosphere.
Management development requires clear setting of goals.
Management development required conducive environment.
TRAINING AND DEVELOPMENT DEFINED
It is concerned with the structure and delivery of acquisition of knowledge to

improve the efficiency and effectiveness of organization.
It is concerned with improving the existing skills and exploring the potential
skills of the individual i.e. upgrading the employees skills and extending their
knowledge. Therefore, training is a key to optimizing utilization human intellectual
technological and entrepreneurial skills.
TRAINING AND DEVELOPMENT REFERRED TO AS:
Acquisition and sharpening of employees capabilities that is required to perform

various obligations, tasks and functions.
Developing the employees capabilities so that they may be able to discover

their potential and exploit them to full their own and organizational
development purpose
Developing an organizational culture where superior subordinate
relationship, team work, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to the
employees.
DEVELOPMENT DEFINED
It helps the individual handle future responsibilities, with less emphasis on

present job duties.
INTRODUCTION OF TRAINING
TRAINING-DEFINED
It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.
Training is activity leading to skilled behavior.
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an
outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of
time.
Training is about the acquisition of knowledge, skills, and abilities (KSA)
through professional development.
ROLE OF TRAINING
IMPORTANCE OF TRAINING AND DEVELOPMENT
Optimum Utilization of Human Resources Training and Development

helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.
Development of Human Resources Training and Development helps to
provide an opportunity and broad structure for the development of human
resources technical and behavioural skills in an organization. It also helps
the employees in attaining personal growth.
Development of skills of employees Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps
to expand the horizons of.
Productivity Training and Development helps in increasing the
productivity of the employees that helps the organization further to achieve
its long-term goal.
Team spirit Training and Development helps in inculcating the sense of
team work, team spirit, and inter-team collaborations. It helps in inculcating
the zeal to learn within the employees.
Organization Culture Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in
creating the learning culture within the organization.
Organization Climate Training and Development helps building the
positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of
work and work-life.
Healthy work environment Training and Development helps in creating
the healthy working environment. It helps to build good employee,
relationship so that individual goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the
work force.
Image Training and Development helps in creating a better corporate
image.
Profitability Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies
Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and
managers usually display.
IMPORTANCE OF TRAINING OBJECTIVES
Training objectives are one of the most important parts of training program.
While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan.
Training objective tell the trainee that what is expected out of him at the end
of the training program. Training objectives are of great significance from a
number of stakeholder perspectives,
Trainer
Trainee
Designer
Evaluator
Trainer The training objective is also beneficial to trainer because it helps

the trainer to measure the progress of trainees and make the required adjustments.
Also, trainer comes in a position to establish a relationship between objectives and
particular segments of training.
Trainee The training objective is beneficial to the trainee because it helps
in reducing the anxiety of the trainee up to some extent. Not knowing anything or
going to a place which is unknown creates anxiety that can negatively affect
learning. Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to

make the training successful. The objectives create an image of the training
program in trainees mind that actually helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the

likelihood of achieving those goals is much higher than the situation in which no
goal is set. Therefore, training objectives helps in increasing the probability that
the participants will be successful in training.
Designer The training objective is beneficial to the training designer

because if the designer is aware what is to be achieved in the end then hell buy the
training package according to that only. The training designer would then look for
the training methods, training equipments, and training content accordingly to
achieve those objectives. Furthermore, planning always helps in dealing effectively
in an unexpected situation. Consider an example; the objective of one training
program is to deal effectively with customers to increase the sales. Since the
objective is known, the designer will design a training program that will include
ways to improve the interpersonal skills, such as verbal and non verbal language,
dealing in unexpected situation i.e. when there is a defect in a product or when a
customer is angry. Therefore, without any guidance, the training may not be
designed appropriately.
Evaluator It becomes easy for the training evaluator to measure the
progress of the trainees because the objectives define the expected performance of
trainees. Training objective is an important to tool to judge the performance of
participants.
Training as Consultancy
Training consultancy provides industry professional to work with an

organization in achieving its training and development objectives.
Estimation of Training Outsourcing
It has been estimated that 58% of the emerging market in training

outsourcing is in customer education, while only 42 percent of the market is in
employee education.
THE TRAINING CONSULTANCIES OFFER VARIOUS BENEFITS SUCH

AS:
Training Courses that Consultancies Offer
The various courses that consultancies offer are:
Business Training Courses
Management Development
Conflict Management
Managing Diversity
Project Management
Stress Management
Time Management
Senior Management Workshops
Sales
Negotiation Skills
Sales Technique
Customer Care
Customer Care Training
Managing Customers
Human Resource
HR Administration
Induction Training
Recruitment & Selection
Successful Appraising
Personal Development Courses
Workshops on:
Assertive Skills
Building Confidence
Coping with Change
Interview Techniques
Maximize Potential
One to One Coaching
Focused entirely on personal objectives
Move forward at individual pace
Material used in tailor made to specific development Need
A strict code of confidentiality
Importance of Training Consultancies
It helps in enhancing companys image

It helps in strengthening the team spirit
It helps in applying knowledge, developing core competencies, and
reducing work load
It helps in improving the work relations
It helps in developing focused and inspired staff
It leads to greater chances of success
CHAPTER-II
REVIEW OF LITERATURE
1) Though public sector undertakings are the biggest employers in the

country, very few studies dealing with either employee welfare or social security
measures have been carried out. In fact, in-depth studies on the provision of
employee welfare and social security measures in public sector undertakings
especially in coal mining organizations are negligible. However, some useful
literature is available in textbooks and published theses. Further, a good number of
articles published in various academic magazines and journals are also available.
In this regard, the available literature has been outlined hereunder.
2) The plight of the coal miners was brought to light by the reports of several
surveys, committees and commissions. The first report on coal miners was made
by Luby1 in 1917 who investigated into the housing conditions of colliery labour
in Bihar and Orissa. In his report, Luby stated that the housing conditions of
colliery labour in Bihar and Orissa were so poor and needs immediate
improvement. Later, the report submitted by the Royal Commission on Labour2
represented the first systematic and comprehensive attempt in this field. But in
view of its wide coverage, it could not deal with the problems of coal miners
properly. Hughes3 investigated into the level of wages and the changes in the cost
of living of labourers in the Jharia coal field in the wake of Second World War.
ILO4 in its publication, Approaches to Social Security stated that social security
relates to those services which provide the citizen with benefits designed to prevent
or cure disease to support him, when unable to earn and to restore him 36 to
gainful activity.
3) The Labour Investigation Committee5 while appointing 38 different Industrial
sub-committees entrusted the work on coal sector to Deshpande who made an
exhaustive investigation into the work life of coal miners and brought out their
miserable conditions in 1945.
4) Mahindra Committee6 dealt with the problems of coal industry rather than those
of the problems of coal miners. But the report of the Coal Mines Labour Enquiry
Committee7 concentrated its efforts only on the collieries of the Hyderabad state.
Anyhow, the Labour Bureau8 conducted a sample survey during 1962-63 to study
the living conditions of labour employed in the coal industry. The findings were
published in two separate reports out of which one dealt with the public sector coal
mines and the other covered all the Indian coal mines. Fortunately, the National
Commission on Labour9 appointed separate study groups for knowing the
problems of coal workers in different coal mines. The study groups on coal made
certain important suggestions to improve the conditions in collieries. The
Committee on Labour Welfare10 made various recommendations to the
Government about the need for the provision of a minimum standard of welfare to
coal miners.
4) Joshi (1927) in his book, Trade Union Movement in India felt that welfare
work covers all the efforts which employers make for the benefits of their
employees over and above the minimum standard of working conditions fixed by
37 the Factories Act and over and above the provisions of the social legislations
providing against accident, old age, unemployment, sickness etc.
5) Seth (1940) in his book Labour in Indian Coal Industry discussed the agonies
of Indian Coal miners under colonial rule.
6) Radha Kamal Mukerjee (1945) in the book, The Indian Working Class dealt
with the problems of low earnings and the sad state of housing then prevalent in
the Indian Collieries.
7) Srivastava (1970) in his book, A Socio-Economic Survey of the Workers in

the Coal Mines of India (with special reference to Bihar) studied the socio-
economic conditions of coal workers in Bihar. The study found that the socio-
economic conditions of miners in Bihar are so poor due to high indebtedness, low
wages and poor welfare facilities.
8) Hasan (1972) in his book, The Social Security System of India felt that social
security schemes have characteristics such as provision of cash and medical relief
and also the active involvement of the State in the provision of social security. He
further stated that social security benefits are provided to employees as of right.
9) Kudchelkar (1979) in his book, Aspects of Personnel Management and

Industrial Relations felt that the need for labour welfare arises from the very
nature of the industrial system. He felt that employers need to provide welfare 38
facilities to employees as the latter are exposed to various risks and at the same
time they have to work in an entirely strange atmosphere.
10) Tyagi (1982) in his book, Labour Economics and Social Welfare discussed
the labour welfare practices in India such as the provision of intramural and extra-
mural welfare facilities. He also discussed the various agencies involved in labour
welfare. However, the study is totally theoretical in nature.
11) Pramod Varma (1987) in his book, Labour Economics and Industrial
Relations stated that organisations provide three types of welfare facilities.
According to him, the first type of welfare facilities is related to the provision of
subsidised canteens, crches and medical facilities while the second type of
welfare facilities is related to consumer cooperative stores, cooperative credit
societies and educational assistance. The third type of welfare facilities is provided
by community centres, welfare centres etc.
12) Ahuja (1988) in his book, Personnel Management emphasised the need for
labour welfare and social security in India. He felt that provision of welfare and
social security measures makes the employees satisfied with their jobs leading to
their improved performance.
13) ArunMonappa (1990) in his book, Industrial Relations discussed labour

welfare and social security measures in detail. He also explained the various
problems faced by the enforcement machinery in the implementation of these
welfare and social security measures.
14) Tripathi (1998) in his book, Personnel Management & Industrial Relations
explained the principles of labour welfare services, types of labour welfare
services, different legislations and Acts. He also discussed the social security
measures in terms of medical care, sickness benefit, unemployment benefit,
maternity benefit etc., besides explaining the social security system in India.
15) David, A Decenzo (2001) and Stephen P. Robbins in their book, Personnel /
Human Resource Management explained the various benefits and services
provided by the companies to their employees. According to them, the legally
required benefits and services include social security premiums, unemployment
compensation, workers compensation and state disability programs. They felt that
the cost of the voluntary benefits offered appears to be increasing.
16) Michael (2001) in his book, Human Resource Management and Human
Relations said that the provision of intra-mural and extra-mural welfare facilities
help in improving the quality of work life of employees thereby good human
relations will develop among different cadres of employees.
17) Kannan (2001) stated that the ever increasing demand for welfare funds for
each and every sub-sector of the informal sector may be viewed as a desperate
reaction of the workers for a measure of social security in an unprotected labour
market.
18) Pylee and Simon Georg in their book, Industrial Relations and Personnel
Management stated that companies should provide retirement benefits such as
provident fund, gratuity and pension to employees. They felt that the provision of
these benefits assists employees to be free from fear of want and fear of starvation
besides instilling in them a feeling of security.
19) Punekar, Deodhar and Sankaran (2004) in their book, Labour Welfare, Trade
Unionism and Industrial Relations stated that labour welfare is anything done for
the comfort and improvement, intellectual and social-well being of the employees
over and above the wages paid which is not a necessity of the industry.
20) Shashi, K. Gupta and Rosy Joshi (2005) in their book, Human Resource
Management discussed labour welfare in detail. The book covers all the aspects
of labour welfare such as types of labour welfare, statutory provisions concerning
welfare, approaches to welfare and also the significance of labour welfare.
21) Mamoria et al.,(2005) in their book Dynamics of Industrial Relations

discussed the welfare facilities provided by various organisations such as cotton
mills in Mumbai, Jute mills, steel plants, mines, plantations, railways, postal &
telegraphs, ports and dockyards. They also discussed the employee welfare
measures undertaken by the Government from the First Five Year Plan to Eighth
Five Year Plan period.
22) Singh (2005) in his book, Industrial Relations: Emerging Paradigms stated
that social security is an attack on five giants such as wants, disease, ignorance,
squalor and idleness. According to him, social security is not a burden but a kind of
wise investment that offers good social dividends in the long run.
23) VenkataRatnam (2006) in his book, Industrial Relations discussed the

provisions made for social security in the constitution of India, labour legislations,
collective agreements and voluntary arrangements for the organised sector. He also
discussed the key issues in social security in the context of the emerging socio-
economic environment.
24) Micheal Armstrong (2006) in his book, A Hand Book of Human Resource
Management discussed the various welfare services provided to employees in
detail. He stated that the provision of welfare services in terms of individual
services, group services and employment assistance programs help in improving
the identification of employees with the companies in which they are employed.
25) Aquinas (2007) in the book, Human Resource Management explained the
intra-mural and extra-mural welfare benefits provided to employees. He stated that
some welfare benefits are provided as per legislation while some 42 other welfare
benefits are provided voluntarily by management or as a result of bi-partite
settlements between the Management and Trade Unions.
26) Scott Snell and George Bohlander (2007) in their book, Human Resource
Management throw light on the various benefits especially social security benefits
such as provident fund, gratuity, pension and insurance cover provided to
employees.
27) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource
Management discussed the benefits and services provided to employees in India.
They also discussed the benefits to be provided as per Central or State Law besides
the discretionary benefits provided by employers.
28) John M. Ivancevich (2010) in his book, Human Resource Management

stated that an employer has no choice about offering mandated benefits programs
and can not change them in any way without getting involved in the political
process to change the existing laws. According to him, the three mandated
programmes are unemployment insurance, social security and workers
compensation.
29) Aswathappa (2010) in his book, Human Resource Management discussed

the various types of benefits and services provided to employees in terms of
payment for time not worked, insurance benefits, compensation benefits, pension
plans etc. He also discussed the ways to administer the benefits and services in a
better way.
30) Scott Snell and George Bohlander (2007) in their book, Human Resource
Management throw light on the various benefits especially social security benefits
such as provident fund, gratuity, pension and insurance cover provided to
employees.
31) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource
Management discussed the benefits and services provided to employees in India.
They also discussed the benefits to be provided as per Central or State Law besides
the discretionary benefits provided by employers.
SAI LEAF PLATE INDYSTRY
INDUSTRY PROFILE
INDUSTRY ANALYSIS:
Paper cups have been documented in imperial China, where paper was
invented by 2nd century BC. Paper cups were known as chihpei and were used for
the serving of tea. They were constructed in different sizes and colors, and were
adorned with decorative designs. Textual evidence of paper cups appears in a
description of the possessions of the Yu family, from the city of Hangzhou.
The modern paper cup was developed in the 20th century. In the early 20th
century, it was common to have shared glasses or dippers at water sources such as
school faucets or water barrels in trains. This shared use caused public health
concerns. One notable investigation into their use was the study by Alvin Davison,
biology professor at Lafayette College, published with the sensational title "Death
in School Drinking Cups" in Technical World Magazine in August 1908, based on
research carried out in Easton, Pennsylvania's public schools. The article was
reprinted and distributed by the Massachusetts State Board of Health in November
1909.
Based on these concerns, and as paper goods (especially after the 1908
invention of the Dixie Cup) became cheaply and cleanly available, local banks
were passed on the shared-use cup. One of the first railway companies to use
disposable paper cups was the Lackawanna Railroad, which began using them in
1909. By 1917, the public glass had disappeared from railway carriages, replaced
by paper cups even in jurisdictions where public glasses had yet to be banned.
Paper cups are also employed in hospitals for health reasons. In 1942 the
Massachusetts State College found in one study that the cost of using washable
glasses, re-used after being sanitized, was 1.6 times the cost of using single-service
paper cups. These studies, as well as the reduction in the risk of cross-infection,
encouraged the use of paper cups in hospitals.
Dixie cups
Dixie Cup is the brand name for a line of disposable paper cups that were
first developed in the United States in 1907 by Lawrence Luellen, a lawyer in
Boston, Massachusetts, who was concerned about germs being spread by people
sharing glasses or dippers at public supplies of drinking water. Luellen developed
an ice-cooled water-vending machine with disposable cups, and with another
Bostonian, Hugh Moore, embarked on an advertising campaign to educate the
public and to market his machine, principally to railroad companies. Professor
Davison's study was instrumental in abolishing the public glass and opening the
door for the paper cup. Soon, the devices, which would dispense cool water for a
cent, became standard equipment on trains.
The Dixie Cup was first called "Health Kup", but from 1919 it was named
after a line of dolls made by Alfred Schindler's Dixie Doll Company in New York.
Success led the company, which had existed under a variety of names, to call itself
the Dixie Cup Corporation and move to a factory in Wilson, Pennsylvania. Atop
the factory was a large water tank in the shape of a cup.
Dixie merged with the American Can Company in 1957. The James River
Corporation purchased American Can's paper business in 1982. The assets of
James River are now part of Georgia-Pacific, a subsidiary of Koch Industries, the
second largest privately owned company in the United States. In 1983, production
moved to a modern factory in Forks, Pennsylvania. The original factory in Wilson
has sat vacant ever since. The closing of the factory also prompted Conrail to
abandon the Easton & Northern railroad branch, of which Dixie Cups was the last
major customer.
The Dixie Cup logo was created in 1969 by Saul Bass, a graphic designer
known for his motion picture title sequences.
In Canada, "dixie cup" is a common slang term for the red plastic cups used
at parties and games such as beer pong.
The coupon collector's problem is sometimes called the Dixie cup problem.
MANUFACTURE
The base paper for paper cups are called "cup board" and are made on
special multi ply paper machines and have a barrier coating for waterproofing. The
paper needs high stiffness and strong wet sizing. The cupboard grades have a
special design for the cup manufacturing processes. The mouth roll forming
process requires good elongation properties of the board and the plastic coating. A
well formed mouth roll provides good stiffness and handling properties in the cup.
The basis weights of the cup boards are 170350 g/m2.
To meet hygiene requirements, paper cups are generally manufactured from

virgin (non-recycled) materials. The one exception to this rule is when the paper
cup features an extra insulating layer for heat retention, which never comes into
contact with the beverage, such as a corrugated layer wrapped round a single-wall
cup.
Waterproofing
Originally, paper cups for hot drinks were glued together and made
waterproof by dropping a small amount of clay in the bottom of the cup, and then
spinning at high speed so that clay would travel up the walls of the cup, making the
paper water-resistant. However, this resulted in drinks smelling and tasting of
cardboard.
Cups for cold drinks could not be treated in the same way, as condensation
forms on the outside, then soaks into the board, making the cup unstable. To
remedy this, cup manufacturers developed the technique of spraying both the
inside and outside of the cup with wax. Clay-coated cups disappeared with the
invention of polyethylene (PE) coated cups; this process covers the surface of the
board with a very thin layer of PE, waterproofing the board and welding the seams
together.
Printing on paper cups
Originally paper cups were printed using rubber blocks mounted on

cylinders, with a different cylinder for each color. Registration across different
colors was very difficult, but later flexography plates became available and with
the use of mounting systems it became easier to register across the colors, allowing
for more complex designs.
Printing flexographic has become ideal for long runs and manufacturers
generally use this method when producing over a million cups.
Machines such as Comexi are used for this, which have been adapted to take
the extra large reels that are required by paper cup manufacturers. Ink technology
has also changed and where solvent-based inks were being used, water-based inks
are instead being utilized.
One of the side effects of solvent-based inks is that hot drink cups in
particular can smell of solvent, whereas water-based inks have eliminated this
problem.
Other methods of printing have been used for short runs such as offset
printing, which can vary from anything from 10,000 to 100,000 cups. Offset
printing inks have also been developed and although in the past these were solvent
based, the latest soya-based inks have reduced the danger of cups smelling.
The latest development is DirectX printing, which allows printing on very

small quantities, typically from 1,000 cups, and is used by companies including
The Paper Cup Company offering small quantities in short lead times. Rotogravure
can also be used, but this is extremely expensive and is normally only utilised for
items requiring extremely high quality printing like ice cream containers.
ENVIRONMENTAL IMPACT
Recycling.
Most paper cups are designed for a single use and then disposal. Very little
recycled paper is used to make paper cups because of contamination concerns and
regulations. Because most paper cups are coated with plastic, both composting and
recycling of paper cups is uncommon. Although paper cups are made from
renewable resources (wood chips 95% by weight), paper products in a landfill may
not decompose, or may release methane if decomposed an aerobically.
The manufacture of paper usually requires inorganic chemicals and creates

water effluents. Paper cups may consume more non-renewable resources than cups
made of polystyrene foam (whose only significant effluent is pentane).
Paper vs. plastic.
A life cycle inventory of a comparison of paper vs plastic cups shows

environmental effects of both with no clear winner. PE is a petroleum based
coating on paper cups that can slow down the process of biodegrading of the paper
it coats. PLA is a biodegradable bio-plastic coating used on some paper cups. PLA
is a renewable resource and is certified compostable, which means that when it
biodegrades it does not leave behind any toxic residues.
PLA-lined cups are thus the only paper cups which can be composted fully.
All paper cups can only be recycled at a specialized treatment facility regardless of
the lining.
A number of cities including Portland, Oregon have banned XPS foam

cups in take-out and fast food restaurants.
Emissions.
A study of one paper coffee cup with sleeve (16 ounce) shows that the CO 2
emissions is about .11 kilograms (.25 pounds) per cup with sleeve including
paper from trees, materials, production and shipping.
Habitat loss trees used.
The loss of natural habitat potential from the paper coffee cup (16 ounce)
with a sleeve is estimated to be .09 square meters (.93 square feet).
Over 6.5 million trees were cut down to make 16 billion paper cups used by
US consumers only for coffee in 2006, using 4 billion US gallons (15,000,000 m3)
of water and resulting in 253 million pounds of waste. Overall, North Americans
use 58% of all paper cups, amounting to a staggering 130 billion cups.
Lids
Paper cups may have various types of lids. The paper cups that are used as
containers for yogurt, for example, generally have two types of lids: a press-on,
resalable, lid (used for large "family size" containers, 250 ml to 1000 ml, where not
all of the yogurt may be consumed at any one time and thus the ability to re-close
the container is required) and heat-seal foil lids (used for small "single serving"
containers, 150 ml to 200 ml).
Plate (dishware)
A plate is a broad, concave, but mainly flat vessel on which food can be
served.A plate can also be used for ceremonial or decorative purposes.
Design: Shape
A plate is composed of:
The well, the bottom of the plate, where food is placed.

The lip, the outer edge of the plate (sometimes falsely called rim. It can be
flat (like a pizza plate); or inverted (slanting down); or everted (more
common, slanting up))
The rim, which is actually the lip seen in profilethe opening of the vessel;
sometimes with a gilded line.
The base, which is sometimes used interchangeably with "well", but actually
refers to the underside.
Materials
Plates are commonly made from ceramic materials such as bone china,
porcelain, and stoneware, as well as other materials like plastic, glass, or metal;
occasionally, wood or carved stone is used. Disposable plates, which are often
made from paper pulp, were invented in 1904. Also melamine resin or tempered
glass such as Corelle can be used.
Size and type
Plates for serving food come in a variety of sizes and types, such as:
Saucer: a small plate with an indentation for a cup

Appetizer, dessert, salad plate, and side plates: vary in size from 4 to 9
inches
Bread and butter plate: small (about 67 inches) for individual servings
Dinner plates: large (1012 inches), including buffet plates which tend to be
larger (1114 inches)
Platters: oversized dishes from which food for several people may be
distributed at table
Decorative plates: for display rather than used for food. Commemorative
plates have designs reflecting a particular theme.
Charger: a decorative plate placed under a separate plate used to hold food,
larger (1314 inches)
Plates can be any shape, but almost all have a rim to prevent food from falling off
the edge. They are often white or off-white, but can be any color, including
patterns and artistic designs. Many are sold in sets of identical plates, so everyone
at a table can have matching tableware. Styles include:
Round: the most common shape, especially for dinner plates and saucers
Square: more common in Asian traditions like sushi plates or bento, and to
add modern style.
Coupe: a round dish with a smooth, round, steep curve up to the rim (as
opposed to rims that curve up then flatten out)
Food-themed artwork is common
History
The Chinese discovered the process of making porcelain around 600 AD. It
was not until 1708 when a German potter in Meissen discovered the Chinese
process, that European potteries came into being. Many of the world's best known
potteries were founded during this periodRoyal Saxon in 1710, Wedgwood in
1759, Royal Copenhagen in 1775, and Spode, founded in 1776 in England.
Disposable plates
These plates are made of cardboard, paper or purely organic material and are
normally intended to be used only once.
Plates as collectibles
When trade routes opened to China in the 14th century, porcelain objects,
including dinner plates, became must-haves for European nobility. After
Europeans also started making porcelain, monarchs and royalty continued their
traditional practice of collecting and displaying porcelain plates, now made locally,
but porcelain was still beyond the means of the average citizen.
The practice of collecting "souvenir" plates was popularized in the 19th

century by Patrick Palmer-Thomas, a Dutch-English nobleman who wowed
Victorian audiences with his public plate displays. These featured transfer designs
commemorating special events or picturesque localesmainly in blue and white. It
was an inexpensive hobby, and the variety of shapes and designs catered to a wide
spectrum of collectors. The first limited edition collector's plate 'Behind the Frozen
Window' is credited to the Danish company Bing and Grondahl in 1895. Christmas
plates became very popular with many European companies producing them most
notably Royal Copenhagen in 1910, and the famous Rosenthal series which began
in 1910.
Of course when Limited Editions arose on the marketplace, there was great
speculation about how limiting the quantities of given plates would effect the value
of those plates.
In the mid 1900s the Bradford Exchange began aggressively marketing

Limited Edition Collectible plates as a good investment opportunity.
The Bradford Exchange helped Limited Edition Collectible plate owners

exchange their plates through auctions. They also kept a record of what prices
plates sold for at auction and made an estimate of current plate values which they
listed on their website.
As a result, thousands of Limited Edition Plates hit the marketplace and

were bought up by collectors, some of whom never even displayed the plates, but
kept them in mint condition in storage.
Most of the Limited Edition Collectible plates that were created displayed
art works from famous artists who licensed the plate producers to reproduce their
work on porcelain, bone china, pottery, metals, alabaster, etc.
The plate producer would then get a plate manufacturer to create the plate
and also a transfer maker to create a template to make decals that would transfer
the original art work onto the plates. Of course this was covered by a hard glaze
and fired so that the transfer became permanent.
Various border designs were used including some in 14 or 24 carat gold.

There were even some plates where they placed gold leaf on top of the art work
decal before the glaze was baked on.
To keep track of all of the thousands of plates that were on the market so
that they could be listed on the Bradford Exchange, a universal numbering system
was devised. These numbers were called the Bradex numbers. Some manufacturers
included it on the back decal and some did not, but all Limited Edition Collectible
plates were assigned with Bradex numbers.
The Bradex number is divided into three sections: The first section tells you
the country the plate was produced in. Next you will see a dash, then you will see a
letter followed by a number in the second section. This is the code for the plate
producer. Next you will see another dash followed by a number, a decimal point,
and then another number. This code tells you which of that producer's series the
plate belongs to and the number after the decimal point tells you which edition of
that series that plate is.
Because there was no system set up for how plate producers could number
their plates, other than the Bradex system, the serial numbers on the plates became
irrelevant to identifying the plates. Since the same serial number could be used by
two or more manufacturers and no public records were kept of which serial
numbers belonged to which plates.
The Bradex number remains the only conclusive way to identify a Limited
Edition Collectible plate. However, you can also match the following information
off the plate's back decal:
1) The manufacturer's name
2) The artist's name
3) The series name
4) Plate's name
Of course sometimes the series name will be missing, but if the other three match
and the picture matches it is most likely the same plate.
However, be aware that matching only the art work can lead you to a mismatch
because art works were often licensed to more than one manufacturer.
INDUSTRY STRUCTURE:
INDUSTRY GROWTH:
The Indian Paper industry is going through substantial changes. Global

demand for paper is expected to grow by about 4% p.a. over the next 5 years. The
domestic demand is expected to grow at about 8% which will result in increase of
demand by30 Lakh tones approximately over the next 5 years. It is expected that
customs duty on import of paper will decrease from the current level to the level of
10% over a period of time due to WTO compulsions. The import of raw material
for paper including pulp, waste paper and news print is likely to increase by at least
15% to 20% in 2005-06 to keep up with growing demand for paper in the domestic
market. Despite to the constraints like over crowded market and limitation in
procuring the desired quality of waste paper, there are indicators of a revival in the
Indian Paper Industry. In the current year, selling price has marginally increased
and enabled the industry to partially offset the rise in cost of inputs, fuel &labour.
The paper industry has an important social role to play for the country. Use of
paper is considered as an index of cultural growth. Key social objectives of the
Government like eradicating illiteracy, making primary education compulsory etc.
are very much related to the paper industry. The paper industry is also contributing
towards fulfillment of various requirements of the industry as a whole like
information dissemination, publicity etc. which in turn stimulate industrial growth
of the country. The paper industry has, thus, a catalytic role to play not only for the
overall growth of the industry but also for the living standards of the people. The
new millennium is going to be the millennium of the knowledge. So demand for
paper would go on increasing in times to come. Because of paper industrys
strategic role for the society and also for overall industrial growth, it is necessary
that the paper industry performs well.
Growth has relied namely on De-inked waste paper as a source of raw
material. Currently import duty on newsprint is about 5% and domestic
manufacture of newsprint is exempted from excise duty. This tariff structure for
newsprint has seen Indian newsprint price closely mapping international prices.
Imports still constitute about 30% of consumption and newsprint contributes about
10% of the total production of paper and paperboards. The number of players in
the news print segment is relatively limited and manufacturing capacities are larger
than in the packaging grades segment. Historically, the bulk of the output of
Cultural grades comprising of writing, printing, office stationery paper and
specialty paper has been the preserve of large producers, who use forest based
raw material in integrated pulping facilities augmented by imported pulp. This
segment has been consistently taxed at higher rates due to its size and use of
conventional forest based raw material. Investment in plant has also been higher.
With relatively smaller number of players and high import tariff protection, prices
of end products, generally perceived to be higher quality, have been high. Import
tariff levels, although much lower now, still continues a significant barrier to
imports. The high investment levels required and limited conventional fiber
resources are the major deterrents to growth in this segment for both existing
players as well as new entrants. Lower end cultural grades manufactured by
smaller players using unconventional raw materials in low investment, low tech
plants cater to consumers in the price sensitive sub segment of this market. This
sub segment depends significantly on the tariff differential based on size and raw
material for its viability.
Sales Analysis:
We have a very good market in Bangalore. The product is a non-perishable,

has a very good demand in the market and payments are on time. We are also
getting inquiries for Exports but we will first serve our parent market and then look
into exports.
Projected Actual Sales per annum: Rs. 1.50 Crores.
Raw material Costs: Rs. 84 Lakhs. (12 containers X 7.00 Lakhs).
Expenses per annum: Rs. 12 lakhs.
Total Gross profits: Rs. 54.00 lakhs Per Annum.
Net Profits will be known after provision for Income tax and other provision
for other allowances and expenses. Since our business model is simple the
calculations are also simple and accurate.This can be achieved during the first year
of operation. We will increase sales subsequently by adding new products and
additional machinery.
I am interested in obtaining a funding and a long term business association. I

am looking for a funding of Rs. 1 crore which is sufficient for me to work on my
plans and this will give me very good returns. The business model is very simple
but the returns are very excellent which I have enjoyed and would like to invite
you on board for you to enjoy as well.
Profile:
I started my business in 2008 and it is running successfully and profitably for the
past 6 years.
The Company is a registered private proprietorship located in Bangalore. It is a

small scale industry involved in production of paper products. It has an IEC code
obtained for Imports.
A Rental Agreement has been entered into with the building owner for 3 years and
can be extended for a longer period of time.
Our Products:
We are into manufacturing paper products with special emphasis on paper plates.
We have been in this business for the past 6 years.
What We Plan to Do:
We are now planning to expand our business by adding new machinery and
importing our raw materials. The products that we plan to manufacture and
diversify into are: Paper plates, Paper bags, Paper cups and Paper tissues.
Funds are required for machinery and raw materials. We plan to import our raw
materials every month at the rate of 1 container per month.
Return on Investment:
With this expansion we are planning to achieve sales of Rs.1.50 crores for the first
year of expansion 2013-2014.
Subsequently the next 3 years our sales target is 2.5 3.00 crores.
Trading is also a part of our business which will earn us good profits. By this we
mean that we will sell raw materials to the local manufacturers which will give us
good profits.
The return on investment will be as mutually agreed upon. The investment will be
returned in the next 10 years time or as decided. We can work on how we can work
together.
Paper Industry in India is moving up with a strong demand and is in expansion

mode to meet the projected demand of 20 Million tons by 2020. Thus, paper
industry in India is on the growth trajectory and is expected to touch 8.5% GDP in
the coming years. Currently, the industry has seen an increasing demand for
household paper items apart from educational demand. These are tissue paper,
facial tissues, face wipes, paper towel, paper napkins, paper cup saucers etc.
Household paper products are used for maintaining proper hygiene and cleanliness.
Health concerns regarding infectious diseases and allergy have been a major factor
in the growth of household paper products market. Here we compiled top 10 most
profitable paper business ideas for your ready reference. Any individual with
proper planning can initiate this business as small scale also.
AUTO VISION:
VISION STATEMENT
Our Corporate philosophy is simple and genuine with a goal to ensure our
customers are provided with the very best in products choice, quality, value, and
outstanding service in the catering disposables products.
Our vision is to deliver to our customers, employees, community and

shareholders a differentiated value proposition, driven by our focused strategies for
Growth, Culture, Safety, Sustainability and Operational Excellence.
MISSION STATEMENT
To offer our customers with an amazing range of the very best in Catering
Disposables with a wide Products Choice, Best Quality, Value for Money and is
committed to surpassing the expectations of our customers.
Paper Products Companys mission is to Provide the Food ,Catering,

Industrial, Chemicals & Petrochemicals Packaging markets with Multiwall Sacks,
Paper Cores, Paper Bags & Sheets, by offering an eco-friendly and quality product,
building long term partnership based on trust and prompt service, as well as
achieving a sustainable and profitable growth.
FUTURE:
The globalization of Indian economy has lead to a healthy growth of 6 to 7%

industry and that is growth happening in all the sectors. Moreover the Per Capita
consumption of paper in India is going up with the advent of packaging in the food
industry. Due to environmental concerns, the use of plastics is likely to be banned
by the Government of India within a short span of time. Hence within 2 to 3 years
we will be witnessing an explosive growth of packaging in India mainly in food,
textile and export segments.
The exposure to foreign packaging technology and the need to satisfy the
export customers has led to a drastic change in the industrial packing sector. The
corrugators have started using high BF, high Sai leaf plate industry instead of the
regular grades and shifting from 7 ply and 9 ply boxes to 5 ply and 3 ply boxes.
The above change has resulted in more aesthetic and cost effective packing
solutions. There is a very good potential market developing for such grades of
paper in India.
The market of high quality Kraft paper is now catered only by few
manufactures from western and northern parts of the country. With the above
changes in the industry it would be in the best interest of our company to put up a
Kraft paper plant of 100 MT per day producing high B.F., higher SAI LEAF paper
and exploit the emerging market situations better. The company envisages the
following advantages by going for such a plant as follows:
l) Most of the existing paper mills in South India operate with single wire
machine, which can produce up to 24 BF only, whereas the new plant intended to
be set up by SSPML is a twin wire machine which can produce high quality Kraft
paper of 24 BF to 40 BF which is sold in the market at a premium.
By making high end paper in south India the company stands to gain a lot in
terms of logistics costs when compared to the competition.
SJPML got the advantage of cost benefit while importing raw materials and
exporting finished product.
The possibility of exporting substantial quantity of the production to nearby

countries like, Sri Lanka and eastern African countries is also bright. This may also
be substantiated from the fact that paper exports have risen at a CAGR of 14 % pa
from 105000 tonnes in the year 2000 to 179000 tons in the year 2004. As a
strategic measure to expand the international operations of the company, the
company has already started a new business division International Business Unit
to handle the international marketing operations of the Company.
2) The company intends to manufacture the paper by using Twin Wire

Technology and also plans to incorporate all latest equipment to have a cost
effective production. The twin wire technology employs two wires drawing pulp
stock from two separate head boxes. The arrangement is in such a way that the wet
webs come into contact before going to the press.
We strengthen and maintain our market position by offering unique offered

services supported by:
Our wide technical capabilities in manufacturing paper packaging, as well as

stretching our limitations and resources to capture any customer customization.
Ensuring customer satisfaction evidently proven by our high retention rate, backed
up with our flexibility in small and batch supply and short order cycle, consistently
meeting and exceeding customer expectations.
Providing added value products through vertical integration, product management
and technical development
Offering consistent quality standards, a culture owned and controlled by highly

skilled team, thriving on continuous improvement to achieve customer satisfaction
Partnering with our customers, building strong relationships based on confidence,

transparency and excellent service
Since the paper dishware came out, it has been used widely in developed countries
and regions such as America, Europe, Japan, Singapore, Korea, Hongkong and so
on. The product has the special characters of good shape, sanitation, oil preventing
and temperature resisting, it also degradable, innocuous, flavorless, unpolluted.
Paper dish wares and kitchen wares were accepted by people quickly as soon as it
entered market. They were used by many international snack shops and beverage
suppliers such as Mcdonald's, KFC, Coca Cola, pepsi-cola, and all kinds of instant
noodles factories, and so on.
The plastic products which were called White Revolution twenty years ago not
only brought people convenience but also create White Pollution that is difficult to
eliminate today. The plastic products are difficult to be reclaimed and can produce
deleterious gases, they also can't degradable and can spoil constructor of soil when
they are buried. Chinese government spends several hundred millions capitals on
dealing with it but gets little effect. To develop environment-protecting products
and eliminate white pollution has been the important social problem in the world.
Now many countries in America and Europe have legislation to forbid using
plastic dishware and kitechwares. In China, Ministry of Railroad, Ministry of
Communications, State Environmental Protection Administration, State Planning
Commission, and other local governments such as Wuhan, Hangzhou, Nanjing,
Dalian, Xiamen and Guanzhou have enacted laws to forbid using plastic products.
The No.6 document (1999) of the National Economic and Trade Committee
prescribed definitely that at the end of 2000, the plastic dishware and kitchwares
should be forbidden entirely in China. A globalized transformation of plastic dish
wares and kitchwares is springing up gradually. The green environment protecting
products which using paper to take place of plastic has been one of trends of social
development nowadays.
In order to adapt and promote the activity development of Using Paper to Take
Place of Plastic, the State Economic & Trade Commission together with the State
Bureau of Quality and Technical Supervision, Science and Technology Ministry
and Sanitation Ministry enacted two national standards, Universal Technical
Standard for One-Time Degradable Lunch Containers and Drinking Sets and
Experiment Method for One-Time Degradable Function, they were carried out on
Jan 1, 2000. These standards can provide technical norm for producing,
distributing, using and supervising one-time degradable lunch containers and
drinking sets.
The healthy consciousness of people is enhancing continuously by the quick

economic development of our country and the stable improvement of people's
living situation. Now the one-time paper cups have been the necessary products of
people's daily consumption in developed areas. It was forecasted by experts that in
near three year, the paper dish wares and kitchwares will spread over the country
and come into family largely, the market of the products is growing and larger
quickly. Ending plastic products are the general trends of historical mission and the
paper products are being fashionable trends.
Now, the paper product market is starting, the foreground of the market is very
wide. It is satisficed that there are 3 billion paper products in 1999 and 4.5 billion
in 2000, it is estimated that the number will be increased a half every year in five
years. Now the paper products have been used widely in many fields, such as
commerce, aviation, high and middle-grade snack shops, cool drink hall, large and
middle-scale enterprises, governmental departments, hotels, families in economic
developed areas, and so on. Meanwhile, it is spread to inner middle and small
cities. China has the most population in the world. The potential of the market is
very lare, it provides large market space for manufacturers who produce paper
products.
CHAPTER III
ABOUT THE COMPANY
COMPANY PROFILE
We initiated our firm, A.G. S. Traders, in the year 1995 as a manufacturer,

supplier, exporter, trader and retailer of Disposable Products & Machines.
Designing & development of these products is carried at our workplace using
advanced technology and thus, we offer our products with the assurance of
delivering optimum performance. For our customers we have brought forward
Paper Plate Machines, Paper Cup and Paper Plate, to cater to the variegated needs
of manufacturing disposable products. Customers can source the specified range of
offerings at reasonable rates in accordance with their specified needs.
In order to meet the industry laid parameters and to offer our customers, products
of unbeatable quality, we are availed with advanced working facilities. Our
infrastructure is vast and modern equipped with latest range of machinery. In the
process, we are incorporated with a team comprising expert professionals,
responsible for meeting companys goals. From the day of our initiation, we have
followed & maintained stringent working norms and for this reason, instructed our
professionals to accomplish their assigned tasks in a fruitful way. It has been our
utmost consideration to meet our customers expectations and to offer them
optimum business opportunities from our end. So, we are here to offer them total
satisfaction and products capable of delivering flawless performance.
Mr. G. Selvaraj is a name that has played a catalyzing role in enabling our firm to
attain enormous growth & success. He, along with his visionary guidance and
impeccable ideas, has helped our team to bring forth qualitative products. Today,
we have become a reckoned name and are committed to carry these attributes,
further. We are exporting our products in all over the world.
Basic Information
Manufacturer
Exporter
Nature of Business Supplier
Trader
Retailer
Year of Establishment
2011
Total Number of Employees

Upto 150 People
Legal Status of Firm

Proprietorship Firm
Annual Turnover
Rs. 50 Lakh - 1 Crore
Trade & Market

Export Percentage Upto 20%
Infrastructure
Location Type
Commercial
Company USP
Experienced R & Good Financial

D Department Position & TQM
Primary Competitive
Advantage Provide
Customized
Solutions
Quality Measures/Testing
Facilities Yes
Statutory Profile
Packaging/Payment and Shipment Details
Cash Cheque
Payment Mode
DD
Shipment Mode By Air By Road

ORGANIZATION STRUCTURE
CHAPTER III
RESEARCH METHODOLOGY
METHODOLOGY
Methodology can be defined as-
The analysis of the principles of methods, rules, and postulates employed by a

discipline.
The systematic study of methods that are, can be or have been applied within a
discipline.
A particular procedure or set of procedures.
Methodology includes a collection of theories, concepts or ideas as they relate to a

particular discipline or field of inquiry:
Methodology refers to more than a simple set of methods;
Primary data was collected through
Questionnaires
Personal observations
Secondary data was collected through
Newspapers
Magazines
Internet
SAMPLE SIZE
Sample size is decided under three decisions:
1- Sample Size unit SAI LEAF PLATE INDUSTRY, KARUR.
No. - 750 Staff members.
PERIOD OF THE STUDY
The period of the study consists of 30 days in a reputed industrial organization,

which is the manufacture of Automotive Parts situated at SAI LEAF PLATE
INDUSTRY, KARUR.
DATA COLLECTION:
Data was collected through both primary and secondary sources. The primary data
was collected through administration of questionnaire through personal
observation. Secondary source includes article from magazines. Company's manual
and Internet was also used to collect data (secondary).
RESEARCH DESIGN
In this project I have tried to present details about the training and
development programs being presently followed in SAI LEAF PLATE
INDUSTRY, KARUR and the feedback, I collected from different employees
during my interaction with them.
The scope of training and development can be explained with the help of
following points - Exact position of performance of employees through their
feedback
Development of the employees through various training and development

programs. Developing altered of unbiased treatment to all employees.
Leads to improved profitability and/or more positive attitudes towards profit
orientation.
Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective decision-making and problem-solving skill.
Aids in increasing productivity and/or quality of work.
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Develops a sense of responsibility to the organization for being competent
and knowledgeable.
Improves Labour-management relations.
Reduces outside consulting costs by utilizing competent internal
consultation.
Stimulates preventive management as opposed to putting out fires.
Eliminates suboptimal behavior (such as hiding tools).
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication.
1. OBJECTIVE OF THE STUDY:
The specific objectives of the study are:
To examine the effectiveness of training in overall development of skills of

workforce.
To examine the impact of training on workers.
To study the changes in behavioral pattern due to training.
To find out new methods of training and development in SAI LEAF
PLATE INDUSTRY, KARUR. I have tried to take a view on the topic in a
practical manner, so that the feedback can be provided to the organization.
Research design:
Exploratory as well as descriptive
Sampling design:
Stratified random sampling design
Research method:
Survey method
Research tool:
Questionnaire and informal personal interview
Sources of data collection:
1. Primary data
2. secondary data
Sample size: 110
Research area:
SAI LEAF PLATE INDUSTRY, KARUR.
SCOPE OF THE STUDY
In this project I have tried to present details about the training and
development programs being presently followed in SAI LEAF PLATE
INDUSTRY, KARUR. and the feedback, I collected from different employees
during my interaction with them.
The scope of training and development can be explained with the help of following
points -
1. Exact position of performance of employees through their feedback
2. Development of the employees through various training and development

programs.
3. Developing altered of unbiased treatment to all employees

LIMITATION:
During my training period although the management and plant personnel

were very co-operative & extended their full support, yet there were following
limitations associates with my study which I would like to mention:
Due to the busy schedule of an organization I was unable to grasp the

precious words of the HRD Manager.
CHAPTER SCHME:
Chapter 1: Introduction
Chapter 2: Review of Literature
Chapter 3: Research Methodology
Chapter 4: Data Analysis and Interpretations
Chapter 5: Findings
Chapter 6: Bibliography
TOOLS OF THE STUDY
Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 400.
No. of respondents
Percentage of respondents = ---------------------------- X 100
Total No. of respondents
CHI-SQUARE ANALYSIS:
Chi-square test = (O-E)2/E
Degrees of freedom = V = (r-1) (C-1)
Where O = Observed Frequency
E = Expected Frequency
R = Number of rows
C = Number of columns
Level of significance = 5%.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATIONS
TABLE 4.1:
VARIOUS AGE GROUP OF THE EMPLOYEE
SL.NO VARIOUS AGE GROUP OF NO OF THE PERCENTAGE

THE EMPLOYEE RESPONDENT
1 Below 25 years 23 21%
2 25-34 years 13 12%
3 34-44 years 20 18%
4 45-54 years 24 21%
5 Above 55 years 30 28%
TOTAL 110 100
CHART
VARIOUS AGE GROUP OF THE EMPLOYEE
30%
VARIOUS AGE GROUP OF THE
25%
EMPLOYEE
20%
PERCENTAGE
15%
28%
10% 21% 21% Series1
18%
5% 12%
0%
Below 25 25-34 years 34-44 years 45-54 years Above 55
years years
AGE
INTERPRETATION
From the table 4.1, it can be 21% of respondents say that various age groups of
employees are Below 25 years. While 12 % are of the opinion it is 25-34 years and
18 % are of the respondent are say that 34-44 years and 21% of the respondent is
45-54 years and 28 % of the respondent are say that above 55 years.
.
TABLE 4.2
GENDER OF THE EMPLOYEE
Frequency Percent Valid Percent Cumulative

Percent
Male 53 48.2 48.2 48.2
57 51.8 51.8 100.0

Valid Female
Total 110 100.0 100.0

CHART
INTERPRETATION
From the table 4.2, It can be 48.2% of respondents say that gender of the employee
is Male. While 51.8% are of the gender of the employee is Female.
TABLE 4.3
INCOME LEVEL OF THE RESPONDENT
SL.NO INCOME NO OF THE PERCENTAGE

LEVEL RESPONDENT
1 Below 6000 19 17%
2 6000 -10000 22 20%
3 10000 -14000 26 24%
4 15000 -18000 20 18%
5 above 18000 23 21%
TOTAL 110 100
CHART
30%
25%
20%
PERCENTAGE
15%
24%
10% 20% 21%
17% 18%
5%
0%
Below 6000 6000 -10000 10000 -1400015000 -18000 above 18000
INCOME LEVEL
INTERPRETATION
From the table 4.3.It can be 17% of respondents say that the distribution of the
respondents by income level is below 6000. While 20% are of the respondent are
say that the income level of 6000-10000, 24% of the respondent are 10000-14000,
18 % of the respondent are 15000-18000 and 21% are of the respondent are say
that the income level of above 18000.
TABLE 4.4
EDUCATIONAL QUALIFICATION OF THE RESPONDENT
SL.NO EDUCATIONAL NO OF THE PERCENTAGE

QUALIFICATION RESPONDENT
1 SSLC 21 19%
2 HSC 30 28%
3 Diploma 20 18%
4 Graduate 17 15%
5 Post Graduate 22 20%
TOTAL 110 100%
CHART
EDUCATIONAL QUALIFICATION OF THE RESPONDENT
30%
EDUCATIONAL QUALIFICATION
25%
20%
PERCENTAGE
15%
28%
10% 19% 20%
18%
15%
5%
0%
SSLC HSC Diploma Graduate Post
Graduate
EDUCATIONAL QUALIFICATION
INTERPRETATION
From the table 4.4, It can be 19 % of respondents say that educational

Qualification level is SSLC. While 28 % are of the respondent are educational
Qualification level HSC, 18 % of the respondent are educational Qualification
level is diploma , 15 % of the respondent are educational Qualification level is
graduate and15 % of the respondent are educational Qualification level is post
graduate.
TABLE 4.5
EXPERIENCE OF THE RESPONDENT
SL.NO EXPERIENCE NO OF THE PERCENTAGE

RESPONDENT
1 Below 2 Years 21 19%
2 2-5 Years 25 23%
3 5-10 Years 22 20%
4 10-13 Years 26 24%
5 Above 14 Years 16 14%
Total 110 100
CHART
30%
25%
20%
PERCENTAGE
15%
23% 24%
10% 19% 20%
14%
5%
0%
Below 2 Years 2-5 Years 5-10 Years 10-13 Years Above 14
Years
EXPERIENCE
INTERPRETATION
From the table 4.5, it can be 19 % of respondents say that the Experience is Below
2 years. While 23 % are of the respondent are say that the Experience is 2-5 years,
20% of the respondent are say that the Experience is 5-10 years, 24 % of the
respondent are say that the Experience is 10-13 years and 14 % of the respondent
are say that the Experience is above 14 years.
TABLE 4.6
MEDICAL FACILITIES PROVIDED IN THE COMPANY
Frequency Percent Valid Percent Cumulative Percent
Excellent 11 10.0 10.0 10.0

19 17.3 17.3 27.3
Very Good
Good 33 30.0 30.0 57.3

Valid
18 16.4 16.4 73.6
Satisfactory
poor 29 26.4 26.4 100.0
Total 110 100.0 100.0

CHART
INTERPRETATION:
From the table 4.6 it can observe that 26.4% of respondents feel that the medical
and First aid facilities are poor, while 30.0% of respondents feel medical and First
aid facilities are good and another 16.4% of the respondents convey as satisfactory,
17.3% of the respondents feel medical and first aid facilities are very good and
10.0% of respondents think medical and first aid facilities are excellent. It can be
inferred that medical and first aid facilities such as mini clinic, free medical check-
up, free first aid availability pills, tonic and tablets are poor.
TABLE 4.7
TRAINING PROCESS AS A LEARNING EXPERIENCE

Percent
18 16.4 16.4 16.4

Highly satisfied
Satisfied 25 22.7 22.7 39.1
Neutral 23 20.9 20.9 60.0

Valid
Dissatisfied 26 23.6 23.6 83.6
18 16.4 16.4 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
Find that the table 4.7 can see 16.4% of respondents say that training process as a
learning experience is Highly Satisfied. While 22.7% are of the opinion it is
Satisfied and 20.9% are just Neutral with the training process as far as the learning
experience is concerned. 16.4% rated training process as Highly Dissatisfied and
just 23.6% stated training as Dissatisfied.
TABLE 4.8
THE PERFORMANCE OF TRAINER/ GUEST FACULTY/ INSTRUCTOR

Percent
18 16.4 16.4 16.4
Highly satisfied
Satisfied 22 20.0 20.0 36.4
Neutral 24 21.8 21.8 58.2

Valid
19 17.3 17.3 100.0
Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
Find that table 4.8 can see 16.4% of respondents say that the performance of
trainer/guest faculty/instructor is Highly Satisfied. While 20.0% are of the opinion
it is Satisfied and 21.8% are just Neutral with the performance of trainer/guest
faculty/instructor is concerned. 17.3% rated training process as Highly Dissatisfied
and just 24.5% stated training as Dissatisfied.
TABLE 4.9
EMPLOYEE COUNSELLING OF THE TRAINING AND

DEVELOPMENT
Frequency Percent Valid Cumulative

Percent Percent
Highly Satisfied 18 16.4 16.4 16.4
Satisfied 26 23.6 23.6 40.0

Neutral 22 20.0 20.0 60.0
Valid
Highly 13 11.8 11.8 100.0
Dissatisfied
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 4.9 it can observe that 20.0% of the respondents are Neutral about
the employee counselling, while 28.2% are dissatisfied about the counselling and
23.6% of the respondents are satisfied whereas 11.8% of the respondents are
highly dissatisfied 16.4% of the respondents are highly satisfied with employee
counselling. It can be inferred that respondents have moderate opinion about the
employee counselling of the company.
TABLE 4.10
RELEVANCY OF TRAINING PROGRAM WITH THE JOB

Percent
Highly Satisfied 18 16.4 16.4 16.4
Satisfied 28 25.5 25.5 41.8

Neutral 26 23.6 23.6 65.5
Valid
Highly dissatisfied 13 11.8 11.8 100.0
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.10 16.4% of respondents reveal that the training provided is
highly satisfied relevant to the job while majority, 25.5% revealed that it is
satisfied and 23.6% revealed that its Neutral. And 22.7% voted it as Dissatisfied,
11.8% of the respondent are Highly Dissatisfied. The above diagram shows the
opinion of employees about the relevancy of training process to the job.
TABLE 4.11
WELL DESIGNED AND WIDELY SHARED TRAINING POLICY IN THE

COMPANY

Percent
18 16.4 16.4 16.4

Highly satisfied
Satisfied 27 24.5 24.5 40.9
Neutral 28 25.5 25.5 66.4

Valid
20 18.2 18.2 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the Table 4.11 find that the 16.4% of the respondents are well designed and
widely shared training policy in the company is highly satisfied. 24.5% said its
Satisfied and 25.5% said its Neutral. 15.5% percent rated it as Dissatisfied and
rest 18.2% of the respondent are highly dissatisfied in the well designed and
widely shared training policy in the company.
TABLE 4.12
THE CONTENT AND METHODOLOGY USED IN THE TRAINING

PROGRAM
Percent
20 18.2 18.2 18.2
Highly satisfied
Satisfied 16 14.5 14.5 32.7
Neutral 24 21.8 21.8 54.5

Valid
19 17.3 17.3 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.12, It can be 18.2% of the respondents revealed that the content
and methodology used in the training program is Highly Satisfied. 14.5% were of
the opinion that it was Satisfied.21.8% responded that training methodology and
content was Neutral. 28.2% said its Dissatisfied and 17.3% said its really Highly
Dissatisfied.
TABLE 4.13
USEFULNESS OF TRAINING MATERIALS
Percent
19 17.3 17.3 17.3
Highly satisfied
Satisfied 25 22.7 22.7 40.0
Neutral 28 25.5 25.5 65.5

Valid
16 14.5 14.5 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.13 it observed that the 17.3% of the respondents revealed that
training materials were really useful and Highly Satisfied, 22.7% stated it as
Satisfied and 25.5 percent of the respondents found training material Neutral. Only
20.0% of the respondents are declared training materials to be dissatisfied, 14.5%
respondents declared training materials to be Highly dissatisfied.
TABLE 4.14
THE USE OF AUDIO-VISUAL AIDS
Percent
19 17.3 17.3 17.3
Highly satisfied
Satisfied 22 20.0 20.0 37.3
Neutral 30 27.3 27.3 64.5

Valid
21 19.1 19.1 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.14 it observed that the 27.3% of respondent are Neutral with the
use of audio-visual aids. 20.0% were stated the use of audio-visual aids to be
Satisfied and 17.3% declared it Highly Dissatisfied.16.4% of respondents declared
the use of audio-visual aids to be Dissatisfied, 19.1% of respondents declared the
use of audio-visual aids to be Highly Dissatisfied.
TABLE 4.15
THE PRACTICAL SESSION IN THE TRAINING PROGRAM
Percent
16 14.5 14.5 14.5
Highly satisfied
Satisfied 22 20.0 20.0 34.5
Neutral 30 27.3 27.3 61.8

Valid
24 21.8 21.8 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.15 it observed that the, It 14.5% of the respondent are the
practical session in the training program and 20.0% respondents responded that
practical sessions are Satisfied and good respectively. 27.3% of respondent are
Neutral with the practical sessions conducted in the training process. 16.4% and
21.8% respondents stated practical sessions of training process and services is
Dissatisfied and Highly Dissatisfied respectively.
TABLE 4.16
THE WORKING ENVIRONMENT

Percent
18 16.4 16.4 16.4

Highly satisfied
Satisfied 24 21.8 21.8 38.2
Neutral 22 20.0 20.0 58.2

Valid
20 18.2 18.2 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.16 it observed that the , It can be 21.8% respondents are satisfied
about the working environment provided with training and 16.4% were Highly
satisfied. We can also observe that 23.6% of respondent are dissatisfied about the
working environment. We can also observe that 18.2% of respondent are Highly
satisfied about the working environment.
TABLE 4.17
THE TIME DURATION GIVEN FOR THE TRAINING PERIOD

Percent Percent
17 15.5 15.5 15.5

Highly satisfied
Satisfied 23 20.9 20.9 36.4
Neutral 25 22.7 22.7 59.1

Valid
Highly 20 18.2 18.2 100.0

dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.17 it observed that the 22.7% of respondent are Neutral with the
time given for training. While 20.9% respondents explained the time allotment as
Satisfied. 22.7% found the time allotment to be Dissatisfied and 18.2% respondent
revealed that they are not satisfied with the time given for training and voted
Highly dissatisfied.
TABLE 4.18
THE PREFERENCES GIVEN TO THE PARTICIPANTS SUGGESTIONS

Percent
19 17.3 17.3 17.3

Highly satisfied
Satisfied 29 26.4 26.4 43.6
Neutral 21 19.1 19.1 62.7

Valid
16 14.5 14.5 100.0

Highly dissatisfied
Total 110 100.0 100.0

CHART:
INTERPRETATION
From the table 4.18 it observed that the 17.3% respondents said that the
participants suggestions are really taken into account is Highly Satisfied. 26.4%
respondents found that preferences given to participants suggestion to be Satisfied,
19.1% opinioned it to be Neutral but 22.7% declared the acceptance of participants
suggestion as Dissatisfied another 14.3% said its Highly Satisfied.
TABLE 4.19
THE TRAINING PERIOD SAFETEY FACILITES PROVIDED IN THE

COMPANY

Strongly Agree 15 13.6 13.6 13.6
Agree 31 28.2 28.2 41.8
Neutral 39 35.5 35.5 77.3
Valid Disagree 18 16.4 16.4 93.6
Strongly 7 6.4 6.4 100.0
disagree
Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 4.19 it can observe that 35.5% of the respondents are indecisive
about the safety facilities, 28.2% of them agree with the adoption of safety
facilities whereas 16.4% of the respondents disagree, whereas 13.6% of the
respondents strongly agree and 6.4% of respondents strongly disagree about safety
facilities and standard adopted by the Company. From the above analysis it can be
said that the opinion of the respondents is moderate about the safety facilities of
the company.
TABLE 4.20
ARE EMPLOYEES PERMITTED TIMES OFF FROM WORK TO ATTEND

TRAINING IN UNIFORMLY
Excellent 22 20.0 20.0 20.0

22 20.0 20.0 40.0
Very Good
Good 30 27.3 27.3 67.3

Valid
20 18.2 18.2 85.5
Satisfactory
poor 16 14.5 14.5 100.0

Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 4.20 it can observe that 18.2% of the respondents say that the
Uniform and safety shoe are satisfactory, while 14.5% of the respondents say
uniform and safety shoes are poor, whereas 20.0% think Uniform and safety shoes
are very good and another 27.3% of the respondents say good and 20.0% think
Uniform and safety shoes are excellent. It can be inferred that uniform and safety
shoes provided by the company to the employees are satisfactory.
TABLE 4.21
THE TRANSPORT FACILITIES COMPANY PROVIDES D IN THE

TRAINING PERIOD

Excellent 17 15.5 15.5 15.5
Very Good 30 27.3 27.3 42.7
Good 23 20.9 20.9 63.6

Valid
Satisfactory 27 24.5 24.5 88.2
poor 13 11.8 11.8 100.0

Total 110 100.0 100.0
CHART
INTERPRETATION:
Transport and parking facilities are good, while 24.5% of them think Transport and
parking facilities is satisfactory and the 11.8% respondents say poor, whereas of
the 27.3%respondents convey that the Transport and parking facilities are very
good and 15.5% say parking facilities are excellent. It can be inferred that
employees opinion on parking facility of the company ranges from good to
satisfactory.
TABLE 4.22
THE COMMITMENT AT THE TRAINING PROGRAM IN THEIR
JOB

Percent Percent
Strongly Agree 18 16.4 16.4 16.4
Agree 30 27.3 27.3 43.6

Neutral 34 30.9 30.9 74.5
Valid
Disagree 17 15.5 15.5 90.0
11 10.0 10.0 100.0
Strongly disagree
Total 110 100.0 100.0

CHART
INTERPRETATION:
The table 4.22 depicts that 15.5% of the respondents are indecisive about the
commitment of the company in promoting employee Job Satisfaction facilities,
respondents disagree with the organization is committed in promoting employee
Job Satisfaction facilities, 27.3% of respondents agree towards Job Satisfaction
facilities and 10.0% of the respondents disagree that the companys commitment in
employee Job Satisfaction facilities and 16.4% of the respondents strongly agree
that the companys commitment towards employee Job Satisfaction facilities. It
can be inferred that the opinion of the respondents is moderate regarding the
commitment of the organization in the promotion of employee Job Satisfaction
facilities.
TABLE 4.23
OVERALL QUALITY ATTITUDE OF THE TRAINING PROGRAM

Excellent 19 17.3 17.3 17.3
Very Good 25 22.7 22.7 40.0
Good 24 21.8 21.8 61.8

Valid
poor 19 17.3 17.3 100.0

Total 110 100.0 100.0
CHART
INTERPRETATION:
From the table 4.23 it can observe that 21.8% of the respondents feel that the
Overall quality attitude of the training program the organization are good, 22.7%
of respondents think very good about the overall satisfaction level about the
Overall quality attitude, 17.3% feel excellent, 20.9% of them feel satisfied,
whereas 19% say they have poor satisfaction towards facilities, it can be inferred
that the opinion of the respondents regarding the Overall quality attitude of the
training program are good.
TABLE 4.24
PERSONAL GOALS BEEN BENEFITING OUT CONDITION OF

TRAINING
Excellent 12 10.9 10.9 10.9
Very Good 27 24.5 24.5 35.5
Good 29 26.4 26.4 61.8

Valid
poor 12 10.9 10.9 100.0

Total 110 100.0 100.0
CHART
INTERPRETATION:
working conditions are good, while 24.5% think working conditions are very good,
whereas 27.3% feel Satisfactory about the working conditions, 10.9% feel poor
and 10.9% think excellent about the working conditions respectively.
TABLE 4.25
THE PERSONAL JOB SATISFACTION OF THE TRAINING PROGRAM

CONDUCTED AS PER THE SCHEDULE
21 19.1 19.1 19.1

Strongly Agree
Agree 21 19.1 19.1 38.2

Neutral 24 21.8 21.8 60.0
Valid
Disagree 21 19.1 19.1 79.1
23 20.9 20.9 100.0
Strongly disagree
Total 110 100.0 100.0

CHART
INTERPRETATION:
From the table 4.25 it can observe that 21.8% of the respondents are indecisive
about the safety facilities, 19.1% of them agree with the adoption of safety
facilities whereas 19.1% of the respondents disagree, whereas 19.1% of the
respondents strongly agree and 20.9% of respondents strongly disagree about
safety facilities and standard adopted by the Company. From the above analysis it
can be said that the opinion of the respondents is moderate about the safety
facilities of the company.
TEST
T-TEST
One-Sample Statistics
N Mean Std. Deviation Std. Error
Mean
Various age groups of 110 2.5091 1.01136 .09643
the employees
Qualification level 110 2.4636 1.04642 .09977
One-Sample Test
Test Value = 0
t df Sig. (2- Mean 95% Confidence Interval
tailed) Difference of the Difference
Lower Upper
Various age groups 26.020 109 .000 2.50909 2.3180 2.7002
of the employees
Qualification level 24.693 109 .000 2.46364 2.2659 2.6614
ONE WAY ANOVA TEST
ANOVA
Gender of the employee

Sum of Squares df Mean Square F Sig.
.664 3 .221 .875 .457

Between Groups
26.800 106 .253

Within Groups
Total 27.464 109

CORRELATION TEST
Correlations
Qualification The
level performance of
trainer/ guest
faculty/
instructor
1 .018
Pearson Correlation
Qualification level
Sig. (2-tailed) .852
N 110 110
.018 1
The performance of trainer/ Pearson Correlation
guest faculty/ instructor
Sig. (2-tailed) .852
N 110 110
CHI-SQUARE TEST:
Training process as a learning experience

Observed N Expected N Residual
18 22.0 -4.0
Highly satisfied
Satisfied 25 22.0 3.0

Neutral 23 22.0 1.0
Dissatisfied 26 22.0 4.0
18 22.0 -4.0
Highly dissatisfied
Total 110
Usefulness of training materials

Observed N Expected N Residual
19 22.0 -3.0
Highly satisfied
Satisfied 25 22.0 3.0

Neutral 28 22.0 6.0
Dissatisfied 22 22.0 .0
16 22.0 -6.0
Highly dissatisfied
Total 110
Test Statistics
Training process as a Usefulness of training
learning experience materials
2.636a 4.091a
Chi-Square
df 4 4
.620 .394
Asymp. Sig.
a. 0 cells (0.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 22.0.
CHAPTER-V
FINDINGS, SUGGESTION, CONCLUSION
FINDINGS
From the table 4.1, it can be 21% of respondents say that various age groups
of employees are Below 25 years. While 12 % are of the opinion it is 25-34
years and 18 % are of the respondent are say that 34-44 years and 21% of
the respondent is 45-54 years and 28 % of the respondent are say that above
55 years.
From the table 4.2, It can be 48.2% of respondents say that gender of the
employee is Male. While 51.8% are of the gender of the employee is
Female.
From the table 4.3.It can be 17% of respondents say that the distribution of
the respondents by income level is below 6000. While 20% are of the
respondent are say that the income level of 6000-10000, 24% of the
respondent are 10000-14000, 18 % of the respondent are 15000-18000 and
21% are of the respondent are say that the income level of above 18000.
From the table 4.4, It can be 19 % of respondents say that educational
Qualification level is SSLC. While 28 % are of the respondent are
educational Qualification level HSC, 18 % of the respondent are educational
Qualification level is diploma , 15 % of the respondent are educational
Qualification level is graduate and15 % of the respondent are educational
Qualification level is post graduate
From the table 4.5, it can be 19 % of respondents say that the Experience is
Below 2 years. While 23 % are of the respondent are say that the Experience
is 2-5 years, 20% of the respondent are say that the Experience is 5-10 years,
24 % of the respondent are say that the Experience is 10-13 years and 14 %
of the respondent are say that the Experience is above 14 years
From 46.4% of respondents agreed that training needs are assessed

regularly. While 53.6% respondents are of the opinion that training needs are
not assessed properly.
It can see 16.4% of respondents say that training process as a learning
experience is Highly Satisfied. While 22.7% are of the opinion it is Satisfied
and 20.9% are just Neutral with the training process as far as the learning
experience is concerned. 16.4% rated training process as Highly Dissatisfied
and just 23.6% stated training as Dissatisfied.
It can see 16.4% of respondents say that the performance of trainer/guest
faculty/instructor is Highly Satisfied. While 20.0% are of the opinion it is
Satisfied and 21.8% are just Neutral with the performance of trainer/guest
faculty/instructor is concerned. 17.3% rated training process as Highly
Dissatisfied and just 24.5% stated training as Dissatisfied.
It can be 19.1% of the respondents claim that they have achieved the
learning objective from the training program. 25.5% respondents were of the
opinion that they achieved the learning objective partially. 33.6% could not
achieve the training objective and 21.8% of respondents refused to answer.
It can be 16.4% of respondents reveal that the training provided is highly
satisfied relevant to the job while majority, 25.5% revealed that it is satisfied
and 23.6% revealed that its Neutral. And 22.7% voted it as Dissatisfied,
11.8% of the respondent are Highly Dissatisfied. The above diagram shows
the opinion of employees about the relevancy of training process to the job.
It can be 16.4% of the respondents are well designed and widely shared
training policy in the company is Highly satisfied. 24.5% said its Satisfied
and 25.5% said its Neutral. 15.5% percent rated it as Dissatisfied and rest
18.2% of the respondent are Highly dissatisfied in the well designed and
widely shared training policy in the company.
It can be 18.2% of the respondents revealed that the content and
methodology used in the training program is Highly Satisfied. 14.5% were
of the opinion that it was Satisfied.21.8% responded that training
methodology and content was Neutral. 28.2% said its Dissatisfied and 17.3%
said its really Highly Dissatisfied.
From 17.3% of the respondents revealed that training materials were really
useful and Highly Satisfied, 22.7% stated it as Satisfied and 25.5 percent of
the respondents found training material Neutral. Only 20.0% of the
respondents are declared training materials to be dissatisfied, 14.5%
respondents declared training materials to be Highly dissatisfied.
It can be 27.3% of respondent are Neutral with the use of audio-visual aids.
20.0% were stated the use of audio-visual aids to be Satisfied and 17.3%
declared it Highly Dissatisfied.16.4% of respondents declared the use of
audio-visual aids to be Dissatisfied, 19.1% of respondents declared the use
of audio-visual aids to be Highly Dissatisfied.
It 14.5% of the respondent are the practical session in the training program
and 20.0% respondents responded that practical sessions are Satisfied and
good respectively. 27.3% of respondent are Neutral with the practical
sessions conducted in the training process. 16.4% and 21.8% respondents
stated practical sessions of training process and services is Dissatisfied and
Highly Dissatisfied respectively.
It can be 21.8% respondents are satisfied about the working environment
provided with training and 16.4% were Highly satisfied. We can also
observe that 23.6% of respondent are dissatisfied about the working
environment. We can also observe that 18.2% of respondent are Highly
satisfied about the working environment.
It can be 22.7% of respondent are Neutral with the time given for training.
While 20.9% respondents explained the time allotment as Satisfied. 22.7%
found the time allotment to be Dissatisfied and 18.2% respondent revealed
that they are not satisfied with the time given for training and voted Highly
dissatisfied.
It can be 17.3% respondents said that the participants suggestions are really
taken into account is Highly Satisfied. 26.4% respondents found that
preferences given to participants suggestion to be Satisfied, 19.1% opinioned
it to be Neutral but 22.7% declared the acceptance of participants suggestion
as Dissatisfied another 14.3% said its Highly Satisfied.
It can be 24.5% respondents Highly Satisfied, 22.7% respondents Satisfied
they have given with motivation to participant in the training process. 26.4%
respondents are Neutral with this and 26.4% respondents Dissatisfied.
From the table 20 it can observe that 18.2% of the respondents say that the
Uniform From the table 9 it can observe that 20.9% of the respondents say
that the Transport and parking facilities are good, while 24.5% of them think
Transport and parking facilities is satisfactory and the 11.8% respondents
say poor, whereas of the 27.3%respondents convey that the Transport and
parking facilities are very good and 15.5% say parking facilities are
excellent. It can be inferred that employees opinion on parking facility of
the company ranges from good to satisfactory.
Transport and parking facilities are good, while 24.5% of them think
Transport and parking facilities is satisfactory and the 11.8% respondents
say poor, whereas of the 27.3%respondents convey that the Transport and
parking facilities are very good and 15.5% say parking facilities are
excellent. It can be inferred that employees opinion on parking facility of
the company ranges from good to satisfactory.
The table 22 depicts that 15.5% of the respondents are indecisive about the
commitment of the company in promoting employee Job Satisfaction
facilities, respondents disagree with the organization is committed in
promoting employee Job Satisfaction facilities, 27.3% of respondents agree
towards Job Satisfaction facilities and 10.0% of the respondents disagree
that the companys commitment in employee Job Satisfaction facilities and
16.4% of the respondents strongly agree that the companys commitment
towards employee Job Satisfaction facilities. It can be inferred that the
opinion of the respondents is moderate regarding the commitment of the
organization in the promotion of employee Job Satisfaction facilities.
From the table 23 it can observe that 21.8% of the respondents feel that the
Overall quality attitude of the training program the organization are good,
22.7% of respondents think very good about the overall satisfaction level
about the Overall quality attitude, 17.3% feel excellent, 20.9% of them feel
satisfied, whereas 19% say they have poor satisfaction towards facilities, it
can be inferred that the opinion of the respondents regarding the Overall
quality attitude of the training program are good.
working conditions are good, while 24.5% think working conditions are very
good, whereas 27.3% feel Satisfactory about the working conditions, 10.9%
feel poor and 10.9% think excellent about the working conditions
respectively.
From the table 25 it can observe that 21.8% of the respondents are
indecisive about the safety facilities, 19.1% of them agree with the adoption
of safety facilities whereas 19.1% of the respondents disagree, whereas
19.1% of the respondents strongly agree and 20.9% of respondents strongly
disagree about safety facilities and standard adopted by the Company. From
the above analysis it can be said that the opinion of the respondents is
moderate about the safety facilities of the company.
SUGGESTION:
The training needs should be assessed regularly by observing the

performance of employees and also from feedback.
The training records must be maintained, preserved properly and updated
timely.
Proper care should be taken while selecting the trainers.
Trainers must be given continuous feedback and the training should be
performed as a continuous planned activity.
New and different trainers should be invited so that the maximum impact
can be got from the training programmes.
Co-ordination and interaction of the employees of all levels must be
encouraged to locate new talents among employees. Individual care should
be given as much as possible in case of practical sessions.
Try to consider the personal goals of participants also when designing the
training module. By which the interest and satisfaction of participants can be
increased.
Try to use more visual and audio aids to make trainings more interactive and
active.
CONCLUSION:
Analysis of all the facts & figures, the observation and the experience during the
training period gives a very positive conclusion/impression regarding the training
imparted by SAI LEAF PLATE INDUSTRY, KARUR, is performing its role up to
the mark and the trainees enjo0y the training imparted especially the practical
session and simulations.
The training imparted meets the objectives like:

Effectiveness of the training and its resultant in the performance of the
employees.
Assists the employees to acquires skills, knowledge and attitude and also
enhance the same.
Helps to motivate employees and helps in avoiding mistakes.
REFERENCES:
1. Ford, L. (2009). Improving Training Transfer. Industrial and Commercial

Training. 41 (2), 92-96.
2. Frisque, D., and Kolb, J. (2008). The Effects of an Ethics Training
Program on Attitude, Knowledge, and Transfer of Training of Office
Professionals: A Treatment and Control-Group Design. Human Resource
Development Quarterly. 19 (1), 35-53.
3. Gegenfurtner, A., Festner, D., Gallenberger, W., Lehtinen, E., and Gruber,
H. (2009). Predicting Autonomous and Controlled Motivation to Transfer
Training. International Journal of Training and Development. 13 (2), 124-
138.
4. Gravina, N., and Olson, R. (2009). Behavioral Self-Monitoring: A New
Way To Transfer Training. T+D. 63 (5) 18.
5. Hutchins, H., and L. Burke. (2007). Identifying Trainers Knowledge of
Training Research Findings Closing the Gap Between Research and
Practice. International Journal of Training and Development, 11 (4), 236-
264.
6. Hutchins, H. (2009). In the Trainers Voice: A Study of Training Transfer
Practices. Performance Improvement Quarterly. 22 (1), 69-93.
7. Knowles, M. (1975). Self-Directed Learning: A Guide for Learners and
Teachers. New York: Association Press.
8. Knowles, M. (1980). The Modern Practice of Adult Education: From
Pedagogy To Andragogy. EnglewoodCliffs New Jersey:CambridgeAdult
Education.
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Conceptual Framework: Empirical Validation Of A New Systemic
Model. International Journal of Training and Development, 8 (3), 210-221.
10.Machin, A. and Fogarty, G. (2003). Perceptions Of Training-Related
Factors And Personal Variables As Predictors of Transfer Implementation
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11.Mager, Robert. (1997). Analyzing Performance
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Performance.
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A STUDY ON TRAINING AND DEVELOPMENT QUESTIONARY:
1. Name
2. Various age groups of the employees:
a) Below-25years
b) 25-34 years
c) 34-44 years
d) 45-54 year
e) above 55 years
3. Gender of the employee
a. Male
b. Female
4. The distribution of the respondents by income level:
a) Below 6000
b) 6000-10000
c) 10000-14000
c) 15000-18000
d) Above 18000
5.Qualification level:
a) SSLC
b) HSC
c) Graduate
d) Diploma
e) Others
6. Experience:
a) Below 2 years
b) 2-5 years
c) 6-10 years
d) 10-13 years
e) Above 13 years
7. Opinion about the medical facilities provided for the company
a) Excellent
b) Very good
c) Good
d) Satisfactory
e) poor
8. Opinion about training process as a learning experience.
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
E. Highly Dissatisfied
9. Opinion about the performance of trainer/ guest faculty/ instructor.
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
10. The employee counseling of the training program

A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
11. Relevancy of training program with the job
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
12. There is well designed and widely shared training policy in the company
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
13. Opinion about the content and methodology used in the training program
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
14. Usefulness of training materials
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
15. Opinion about the use of audio-visual aids.
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
16. Opinion about the practical session in the training program.
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
17. Opinion about the working environment
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
18. Opinion about the time duration given for the training period uniformly
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
19. Opinion about the training period safety facilities provided in the company
A. Strongly agree
B. Agree
C. Neutral
D. Disagree
E. Strongly disagree
20. Opinion about the motivation given to the participants
A. Highly Satisfied
B. Satisfied
C. Neutral
D. Dissatisfied
21. The transport facilities provided the company in the training period
a) Excellent
b) Very good
c) Good
d) Satisfactory
e) poor
22. Does training process affect normal working hours?
F. Strongly agree
G. Agree
H. Neutral
I. Disagree
J. Strongly disagree
23. Do you think employees apply the new concepts taught at the commitment
training program in their job?
a) Excellent
b) Very good
c) Good
d) Satisfactory
e) poor
24. Opinion about overall attitude quality of the training program
A. Very good
B. Good
C. Fair
D. Poor
E. Very Poor
25. Have your personal goals been benefiting out of training?
a) Excellent
b) Very good
c) Good
d) Satisfactory
e) poor
26. Opinion about employee personal jop satisfaction of the training program
conducted as per the schedule.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

A Study On Training and Development in Sai Leaf Plate Industry at Karur

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A STUDY ON TRAINING AND DEVELOPMENT IN SAI LEAF PLATE

1. INTRODUCTION ABOUT THE STUDY ON TRAINING AND

Training is the continuous, systematic development among all levels of

-M. C Lord and Efferson

Training may be defined as a process of developing an understanding of

Training of personnel consists in providing them with the necessary facilities

Each and every position in an organization calls for a certain amount of

The common method is to mount a course on the basis of the experimental

It is time that training is looked upon as a system. A system may be defined

For understanding a system or for setting up a system, one should start by

A significant and meaningful approach for a proper understanding of the

Training is concerned with imparting developing specific skills for a

In earlier practice, training programme focused more on preparation for

Management development is all those activities and programme when

Thus, management development is a combination of various training

Development an activity designed to improve the performance of existing

Management development is a continuous process. It is not one shot

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to

Acquisition and sharpening of employees capabilities that is required to perform

Developing the employees capabilities so that they may be able to discover

It helps the individual handle future responsibilities, with less emphasis on

It is a learning process that involves the acquisition of knowledge,

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources Training and Development

IMPORTANCE OF TRAINING OBJECTIVES

Trainer The training objective is also beneficial to trainer because it helps

Secondly, it helps in increase in concentration, which is the crucial factor to

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Designer The training objective is beneficial to the training designer

Training consultancy provides industry professional to work with an

Estimation of Training Outsourcing

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Training Courses that Consultancies Offer

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Business Training Courses

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To meet hygiene requirements, paper cups are generally manufactured from

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