A Study on Effectiveness of Training & Development at BAMUL
Table of Contents: Sl.No
Chapter 01
Chapter 02
Contents Executive Summary
Page No
Introduction about the Project Topic chosen for Study Need for the study Objectives of the study Scope of the study Methodology Adopted Literature review Limitations of the study Industry profile Company Profile Promoters Vision, Mission, Quality policy Products & Service profile Areas of Operation Infrastructure facilities Competitors information SWOT Analysis MC Kinsey Model Future Growth & Prospects Financial Statement Analysis
Chapter 03
Theoretical background of the study
Chapter 04
Analysis & interpretation of Data
Chapter 05
Summary & Findings Conclusion Suggestions & Recommendations Bibliography Annexure
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A Study on Effectiveness of Training & Development at BAMUL
Executive summary: Training is an attempt to improve current or future employees performance by increasing an employee’s ability to perform through learning usually by changing the employee’s attitude or increasing his or her skills and knowledge .The need for training and development is determined by the employees performance deficiency computed as follows; *Training and development = standard performance /actual performance *The beginning of training could be traced to the Stone Age when people started duration the industrial revolution when people stared transferring knowledge through sign and deeds to others .Vocational training started. During the industrial revolution when apprentices were provided direct instruction in the operation of machine *Training and development is increasing recognized now as a most important organisation activity. Rapid technological changes required newer skills and knowledge in many areas .training has to be continuously offered to keep employees updated and effective *There are some who believe that training has unnecessarily been given undue important and that the experience on the job is good enough with necessary skills and efficiency on the job is good enough with necessary skills and efficiency, to perform the job .it is true that training cannot entirely substitute experience ,but it has certain definite advantages also. Training unlike experience can shorten the time required to maximum efficiency. Cost of training is much less than the cost of gaining experience, particularly if one is dealing with expensive equipment .training thus provides certain advantages which are not available by learning through experience. Training functions can be broadly divided into five segments. . Training objectives . Identification of training needs . Training methods . Administration of training programs, and . Training evaluation
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A Study on Effectiveness of Training & Development at BAMUL
It enables to know the actual implementation of various training and development tools Techniques, which deals with the development aspect of all the components or human resource which not only helps organisational needs and goals but also others goals like individuals development .the study helps employees in getting new training program, Management to alter the system if necessary.
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CHAPTER -01 INDUSTRY PROFILE INTRODUCTION The Bangalore Milk Union Ltd., (Bamul) was established during 1975 under Operation Flood II by keeping “Amul” as its Roll Model. At present Bamul has Bangalore Urban, Bangalore Rural & Ramanagaram Districts of Karnataka State as its area of operation for Milk Procurement and selling Milk in part of Bruhath Bangalore Mahanagara Palika (BBMP) area. Since its inception the Union is constantly striving further for dairy development and marketing activities in its milk shed area. . BACKGROUND On January 1st 1958 a pilot scheme to cater the Bangalore Milk Market, Department of Animal Husbandry, Government of Karnataka was started Milk processing facilities & Veterinary Hospitals at National Dairy Research Institute (NDRI). Later in 1962, The Bangalore Milk Supply Scheme came into existence as an independent body. With the great efforts by the then Hon’ble Minister for Revenue & Dairying, Government of Mysore
Sri M V Krishnappa, A joint venture of UNICEF,
Government of India & Government of Mysore was dedicated Bangalore Dairy to the people of Karnataka State on 23rd January 1965 by the then Hon’ble Prime Minister Late Sri Lal Bahadhur Shastriji. The Bangalore Dairy scattering over an area of 52 Acres of land, the Dairy had an initial capacity to process 50,000 liters of milk per day. Bangalore Dairy underwent a structural change in December 1975, handed over to Karnataka Dairy Development Corporation (KDDC).
Rural Milk Scheme of
Mysore, Hassan & Kudige Districts was started under Operation Flood-II and then transferred to Karnataka Milk Federation (KMF) in May 1984 as a successor of KDDC. To cater to the growing demand for milk by the consumers of Bangalore City, the capacity was increased to 1.5 lakh liters per day under the Operation Flood-II during 1981 and later increased to 3.5 lakh liters per day under Operation Flood-III during 1994.
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As per the policies of the National Dairy Development Board (NDDB), Bangalore Dairy was handed over to Bangalore Milk Union Ltd., (Bamul) on 1st September 1988.
The Union is capable of processing the entire milk procured, by timely
implementation of several infrastructure projects like commissioning of New Mega Dairy state-of-the-art technology with a processing Capacity of 6.0 Lakh liters per day, new chilling centres, renovation of product block etc., The milk shed area of Bamul comprises of 2611 revenue villages. As of now the Union has organized 2019 Dairy Co-operative Societies (DCS) in 3,672 villages, thereby covering 86 % of the total villages in these three districts. In these DCSs, there are 3,42,170 milk producer members. Among them 114,173 members are women and 60,051 members belong to Schedule Caste and Schedule Tribes. The philosophy of this co-operative milk producers’ organization is to eliminate middlemen and organize institutions owned and managed by milk producers, by employing professionals. Achieve economies of scale of rural milk producers by ensuring maximum returns and at the same time providing wholesome milk at reasonable price to urban consumers.
Ultimately, the complex network of co-
operative organization should build a strong bridge between masses of rural producers and millions of urban consumers & achieve a socio-economic revolution in the village community. Bamul has been registered under MMPO by Central Registration Authority. Today, the Union has become the biggest Milk Co-operative Union in Southern India. Bamul has been certified for ISO 22000:2005 & ISO 9001-2000 for quality management and Food Safety Systems. In recognition to these efforts and achievements, the National Productivity Council (NPC) of Government of India has conferred “Best Productivity Award” FIVE TIMES and “Energy Conservation Award” by Bureau of Energy Efficiency (BEE) to the Union
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COMPANY PROFILE ORGANISATION STATUS The member producers and their Dairy Co-operative Societies (DCS) are the vital constituents of the Union and their progress is the judging yardstick on the efficiency of the Union’s operation. Hence the maximum importance has been given to their development. The Union is making intensive efforts over the years to organize DCSs in more and more villages of the three districts in the milk-shed area.
Importance has been given to enroll more and more milk producers in the villages as members of these DCS’s. While enrolling these members, more emphasis is being accorded to enroll more number of women members and to organize more women managed DCSs under STEP (Support to Training and Employment Program for Women). It is heartening to note that there is an active participation of women/ weaker sections of the society in all the dairy development activities of the Union. They have become mainstay of all the developmental programs of the Union. This has resulted in the buildup of economical benefits to the most vulnerable sections of the rural mass.
As on MARCH 2014 there are 1936 DCS in these DCS , there are 3,42,170 milk producer members are enrolled and out of which 1,14,173 are women and 44,804 members belong to Schedule caste and 15,247 members belongs to schedule Tribes.
Total Membership & Women Membership at DCS
340307 337419 340448 342170 309597 321238 327176 325854 331544
91746
96653
99603
102842
105804
109834
110357 111894 114173
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
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MILK PROCUREMENT The Milk produced by 108051 farmers at village level will be collected every day morning and Evening at DCS. Under Clean Milk Production programme, to maintain the freshness & quality of the milk 146 Bulk Milk Coolers covering 417 DCS of Total Capacity 2,27,000 Lts were installed at DCS level. During the year the Unions daily average milk procurement is 11.52 Lakh Kgs, which works out to be 595 kgs per day per DCS. The milk procurement has increased by 9.96 % when compared to the last year.
Avg. Milk Procurement (Kgs Per Day)
1152147 1047704
805618
2005-06
758021
2006-07
932572
940976
2010-11
2011-12
828684 710082
729564
2007-08
2008-09
2009-10
2012-13
2013-14
Bamul is offering the most remunerative milk procurement price to member producers. The operational efficiency is reflected on procurement prices paid to the member producers. The average milk procurement price paid during the year was Rs. 24.38 for every Kg of Milk supplied to the Union. Which is 80% of total cost of production?
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Milk collected at DCS will be transported to Chilling Centers, through 122Milk Procurement Can Routes, by travelling 19,365 KM’s every day. 27 Bulk Milk Cooler (BMC) Routes are also in operation, which collects milk from 146 BMC centres of 417 DCS directly transported to Bangalore Dairy through insulated tankers.
The Bangalore Milk Union is marketing milk and milk products in the brand name of “Nandini” through 1627 retailers, 32 Franchisee Outlets, 32 Milk Parlors, 265 distribution routes. The key success factor of Bamul in becoming a market leader is the narrow price spread maintained between purchase & sales, marketing higher volumes of milk. The volume of sales plays a critical role in determining costs. Hence, the market strategy of Liquid MILK MARKETING Bangalore Milk Union is to regard selling of market milk as its core marketing activity and to concentrate its efforts in this direction to increase the volume of milk sales. The impressive growth in the sale of milk by Bamul over the years is due to the persistent efforts to maintain timely supply, maintaining quality and attending to the complaints of consumers and agents with prompt follow-up action.
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Bamul is also organising Consumer Awareness Programme as a part of Market Development to create awareness of “Nandini” Milk through personal contacts, Door to Door campaigns, Organisational Meetings, School Children Mega Dairy Plant visit etc., are conducting regularly.
Types of Milk & Milk products marketing by Bamul: Nandini Toned Milk Karnataka's most favourite milk, Nandini Toned Milk. Fresh and pure milk containing 3.6% fat and 8.5% SNF. Available in 500ml and 1ltr & 6 Ltr pack. Better to use within a day from the date of pack. Nandini Homogenised Nandini Homogenised Cow Milk is pure milk containing 4.0% Fat & 8.5% SNF. Which is homogenised and pasteurised? Consistent right through, it gives you more cups of tea or coffee and is easily digestible. Available in 500 ml packets.
COW Milk
Nandini Subham Nandini Subham Milk. Containing 4.5% Fat and 8.5 % SNF. A rich, creamier and tastier milk Available in 500 ml and 1 ltr packets.
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Nandini Samrudhi
Nandini Samrudhi Milk. Containing 6.0% Fat and 9.0 % SNF. A rich, creamier and tastier milk, Ideal for preparing home-made sweets & savouries. Available in 500ml packs. Apart from the Milk, the different Milk Products are Curds, Butter, Ghee, Peda, Paneer, Set Curds & Spiced Butter Milk are also sold.
Nandini Curd Nandini Curd made from pure milk. It's thick and delicious. Giving you all the goodness of homemade curds. Available in 200 Gms and 500 grms & 1 Kg packs. Nandini Butter Rich, smooth and delicious. Nandini Butter is made out of fresh pasturised cream. Rich taste, smooth texture and the rich purity of cow's milk, makes any preparation a delicious treat. Available in 100 Gms, 200 gms and 500gms cartons both salted and unsalted.
INFRASTRUCTURE DEVELOPMENT: The strategy of Bangalore Milk Union is “Procure More, Sell More & Serve More” and reaping the benefits of economies of scale. In order to realize this strategy, the Union has implemented the following projects so that more and more milk can be procured and processed. This will help us to serve our producer members by passing on the maximum benefits; we are consciously adopting the growth-oriented strategy of helping our producers to grow by ourselves growing constantly.
Mega Dairy with a capacity to process 6 lakh litres of milk per day expandable to 10 llpd has been built by investing Rs. 38.70 corers obtained as term loan from National Dairy Development Board. The Mega Dairy has latest state-of-the-art technological facilities in dairy Don Bosco Institute of Technology
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processing and the Union will have the ability to manufacture milk and milk products to world class standards.
Although Bamul sets standards for its products for better serve to customers, it was not possible to keep the standards stability due to manual operations.
In designing
mega dairy, Bamul looked towards an automated system that would allow it to achieve consistent quality parameters for each product. Energy and manpower would also be more effectively optimised and controlled and all plant equipment would be integrated.
NATUR OF BUSINESS CARRIED .R&D services for every phase of development ideation, design and application development Testing and integration Quality management Full product line management
COMPANY VISION &MISSION Vision: .
To ensure prosperity of the rural Milk producers who are ultimate owners of the Federation
To promote producer oriented viable cooperative society to impart an impetus to the rural income, dairy productivity and rural employment.
To abridge the gap between price of milk procurement and sale price.
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To develop business acumen in marketing and trading disciplines so as to serve consumers with quality milk, give a fillip to the income of milk producers.
To compete with MNCs and Private Dairies with better quality of milk and milk products and in the process sustain invincibility of cooperatives.
Mission:
Heralding economic, social and cultural prosperity in the lives of our milk producer members by promoting vibrant, self-sustaining and holistic cooperative dairy development in Karnataka State
Quality technology .Create values for all stake holders through innovation and operational excellence .Create a motivated team of competent people by providing continuous learning &creative atmosphere PRODUCT & SERVICE POLICY PROFILE: The company main product is MILK, .Analysis Maintenance &support Product development Product line management Strategic staffing Don Bosco Institute of Technology
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PROGRESS AND ACHIEVEMENT OF THE UNION SINCE ITS INCEPTION 1. Establishment of the Union:
Bangalore Co-operative Milk Producers’ Societies Union Ltd. was established on 16th November 1976.
After the bifurcation of the above Union, into two separate union for Bangalore Districts (Urban and Rural) and Kolar District, Bangalore Urban and Rural District Co-operative Milk Producers’ Societies Union Ltd. (BAMUL) on 23rd March 1987.
Bangalore Dairy was took over by BAMUL on 1st September 1988.
Bangalore Mega Dairy started functioning on 17th December 2000
MMPO-1992 Registration No 42/R.MMPO/93
Bangalore Dairy ISO 22000-2005 & ISO 9001-2000 certified by Standard Australia International (SAI) Global Ltd., a reputed Australian based company during 2006.
2. Infrastructure at the time of inception & subsequent expansion – year-wise in terms of the following: A. Capacity of the Dairy and Chilling Centers a. Main Dairy i. Milk processing capacity was 60,000 Liters per day (LPD) at the time of establishment of the dairy on 23rd January 1965. ii. Milk processing capacity was expanded to 1.5 lakh LPD on 1st February 1981. iii. Milk processing capacity was expanded to 3.5 lakh LPD during 1994. iv. Milk Condensing plant 3 Metric Tons per day. v. Spray drying plant 5 Metric Tons per day. vi. Milk Processing capacity of 6,00,000 Liters per day (LPD) fully automated Mega Dairy started functioning from 17th December 2000. vii. Converted the old building as a Product Block during 2002. Don Bosco Institute of Technology
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b.
Anekal Chilling Center Anekal Chilling Center was started on 12th September 1964 with a milk
i.
chilling capacity of 20,000 LPD. ii.
Later the milk chilling capacity was expanded to 60,000 LPD on 28 th February 1999.
c.
Byrapatna Chilling Center Byrapatna Chilling Center was started on 19th May 1962 with a
i.
milk chilling capacity of 20,000 LPD. ii. d.
Later the milk chilling capacity was expanded to 60,000 LPD Doddaballapur Chilling Center Doddaballapur Chilling Center was started on 5th January 1967
i.
with a milk chilling capacity of 20,000 LPD. ii. e.
Later the milk chilling capacity was expanded to 60,000 LPD Vijayapura Chilling Center Vijayapura CC was established on 1st February 1995 with a milk
i.
chilling capacity of 1 lakh LPD. f.
Solur Chilling Center Solur Chilling Center was established on 31 st January 1999 with a
i.
milk chilling capacity of 60,000 LPD. g.
Hoskote Chilling Center i. Hoskote Chilling Center was commissioned on 29 th March 2000 with a milk chilling capacity of 1.5 lakh LPD.
h. Kanakapura Chilling Center i.
Kanakapura Chilling Center was commissioned on 1 st October 2004 with milk chilling capacity of 60,000 LPD.
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TECHNICAL INPUT SERVICES: Bangalore Milk Union is providing various Technical Input & Extension Services to the milk producer members & their Dairy animals through TWELVE Camp Offices situated in each Taluk i.e., Anekal, Bangalore East, Bangalore South, Yelahanka (Bangalore North), Channapattana, Devanahalli, Doddaballapura, Hosakote, Kanakapura, Solur (Magadi), Nelamangala & Ramanagara. From these camps the Technical Input services like Weekly Mobile Veterinary Service, Emergency Veterinary Service, Artificial Insemination Service, Periodical Vaccinations, Balanced Cattle Feed Sales, Mineral Mixture Sales, Fodder development and Fodder Seed Production, Clean Milk Production practices, Extension Services for Cattle Feeding, breeding, insurance and milk production etc., will be carried over. ANIMAL HEALTH AND OTHER ACTIVITIES ANIMAL HEALTH The Union is taking special care to promote the health of the cattle of member milk producers. Veterinary facilities have been extended to all the DCS. Mobile veterinary routes, emergency veterinary routes, Health camps, vaccination against foot & mouth disease and thaileriosis diseases, etc., are being regularly done.
Regularly
Deworming is also done for the cattle. There is also a backup of First Aid Services to needy DCS’s. Particulars MVR Cases Treated Health Camp cases Treated Emergency Cases Treated F& M Vaccination Rakshavac
2008-09 166198 70420 373107 18094
2009-10 43761 118307 74773 528259 26227
2010-11 171613 88440 506479 22176
2011-12 251925 96617 757432 21548
2012-13 246788 92978 789648 29980
ARTIFICIAL INSEMINATION Artificial Insemination (AI) has been the main functional tool in dictating this upsurge of development of Dairying in Bamul. Farmers have taken up cross-breeding from Don Bosco Institute of Technology
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2013-14 199709 124741 17229
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way back in 1962. The Union has surveyed and appropriately located AI centers based on cattle population. It is also popularized the idea of cluster AI centres and replace the Single AI centres in a phased manner. The use of progeny tested semen from “Nandini Sperm Station” is also giving a further boost to the breeding activities.
Particulars
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
251
259
259
242
241
241
260
1,11,536
1,12,740
1,16,002
113300
113302
100778
116682
94
96
101
111
114
118
121
1,69,185
1,92,207
1,97,645
227761
268439
262774
300783
2,80,721
3,04,947
313647
341061
381741
363552
417465
No. of Single AI Ce nte rs No. of AI Done Sin gle No. of Cluster AI Ce nte rs No. of AI Done Clu ster s Total AI Done
To reduce infertility in cattle, a frontal attack has been continuously attempted by conducting Special Infertility Camps under the expert guidance and by the use of infertility connected drugs.
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During 1999-2000, a Vertical Silo of 10,000 litter capacity for storing Liquid Nitrogen has been installed under TMDD program in collaboration with National Dairy Development Board and Karnataka Milk Federation. In addition this facility is being used for supplying liquid nitrogen to neighbouring Unions and also to Department of Animal Husbandry. This has helped in protecting the quality of semen straws, thereby considerably increasing the probability of conception during artificial insemination of cattle. CATTLE FEED & FODDER DEVELOPMNET The Union is implementing several programs to increase milk production and also to reduce the cost of milk production in the milk shed area. Balanced cattle feed is being procured from the Cattle Feed Plants of KMF for distribution among member producers. Fodder seeds are distributed to member producers at subsidized rates. In addition to this, technical advice, Silage Demonstrations, Azzolla Demonstrations and Straw Treatment Demonstrations are also being conducted at DCS level. Chaff Cutters are supplied at subsidized rates. Cattle Feed Sales: 2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
33359
37691
40529
45233
45870
46271
48451
Particulars
CF Sales
(in M T’s )
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A Seed Processing plant was commissioned at Rajankunte by investing Rs. 41 lakhs. The Union is catering to the Seed production needs of many Unions in Karnataka and also of Southern India. YASHASVINI HEALTH INSURANCE: Yashasvini Health Insurance Scheme was muted by Government of Karnataka during the year 2001-02.
This scheme was implemented by Co-operative department,
Members of Co-operative Societies and their family members are the beneficiaries of this scheme. The annual premium is Rs. 120/- per beneficiary. All major hospitals are adopted for this scheme, all types of surgery will be covered under this health scheme.
Bangalore Milk union has covered 1.50 Lakh beneficiaries under this
scheme by contributing Rs 30/- towards premium per beneficiary. CATTLE INSURANCE: Bangalore Milk Union is providing Insurance Coverage to the Dairy animals in collaboration with United India Insurance Ltd., 40,238 animals are covered under this Insurance. The annual premium is 2.22% of the value of the animal. 50% of the annual premium of Rs. 122.99 Lakh was borne by bamul. IN THIS MILLENNIUM We want to become not only the largest Union, but also become one amongst the bestrun milk unions in the country. The Union is aware of the challenges of the new private entrants, who are mainly thriving on unfair trade practices. They procure milk at least cost, without bothering about the welfare of the producers and without extending any technical inputs for improving milk production. They market milk by resorting to unhealthy and unethical practices deceiving the unsuspecting consumers. The Union wants to counter this in a positive manner by trying to improve its efficiency of operation and market promotion. It wants to become well trenched in the market as market leader. It wants to follow the strategy of cost-competitiveness, which is hard to match by the competitors.
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MCKINSEY 7S FRAMEWORK The 7-s Model is a tool managerial analysis and action that provides a structure with to consider a company as a whole, so that the organisation’s problem may be diagnosed and a strategy may be developed and implemented. The seven key elements that make the organisation and their effectiveness. It looks at the seven key elements that make the organisation successful, or not; strategy; structure; systems; style; skills; staff; and shared values The model is very much helpful in viewing the interrelationship of strategy formulation and implementation. It focus managers attention to a variety of activities that may affect the implementation of any strategy, as the model originally developed as a way of thinking more broadly about problems of organizing effectively. It is a judging tool for the implementation of strategies While thinking comprehensively about a new strategy and the problems that arise in carrying it out, a manager must think of his company as unique culture and must think about the ability of the company to get anything really fundamental (I.e.,, not tactical) accomplished as a matter of moving the whole culture . Therefore, managers, need to consider all seven factors of the model for the successful implementation of any strategy. 7’s Model’s Systemic Approach to Improving Organisation;
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The 7-s diagram illustrates the multiplicity interconnectedness of elements that define an organisation’s ability to change. The theory helped to change manager’s thinking about how companies could be improved. It says that it is not just a matter of setting up new systems and letting them generate improvements. To be effective, your organization must have a high degree of fit or internal alignment among all the seven S’s. Each S must be consistent with and reinforce the other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others. It is impossible to make progress on one without making progress on all. Thus, to improve your organisation, you have to pay attention to all of the seven elements at the same time. There is no starting point or implied hierarchy – different factors may drive the business in any one organization. The seven S’s of the model are distinguished into Hard Ss and Soft Ss. The Hard elements are feasible and easy to identify as they can be found in strategy statements, corporate plans, organisational charts and other documentations of the company. They include; *Strategy *System *Structure
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The soft Ss are hardly because of difficulty involved in describing them as capabilities, values and elements of corporate culture are frequently developing and changing. The elements of soft Ss are: * Style * Staff *Skills *Shared values
STRUCTURE: Structure is the basis for a specialization and co-ordination influenced primarily by strategy and by organisation size and diversity. Organisation structure refers to the way in which organisation activities are divided, grouped and coordinated and the relationship between the personal in the organization. It is the formalized intentional structure of roles and position in the organization. Structures describe the hierarchy of authority and accountability in an organisation charts. Most organisations use some mix of structure – pyramidal, matrix or networked ones –to accomplish their goals. It is the framework in which the activities of the organisation’s members are coordinated. The four basic structural forms are the functional form, divisional structure, matrix structure and network structure. STRATEGY: According to McKinsey strategy means the actions, which a company plans in response to or anticipation of changes in its external environment. In other words it is the determination of basic long-term objectives or courses of action and allocation of resources to achieve the organization goals. Strategy is a plan an organisation formulates to gain a sustainable advantage over the competition. It is the route that the organization has chosen for its future
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growth; a plan, an organization formulates to gain a sustainable competitive advantage. SYSTEMS: Systems include formal and informal procedures that support the strategy and structure. In other words, it is process that shows how an organisation gets its day-today things done. This includes the procedures and routines that characterize how important work is to be done I.e. financial systems, hiring , promotion and performance appraisal systems and information systems etc. It is the formal and informal procedures, including innovation systems, compensation systems, management information systems and capital allocation systems that govern every activity. developmental assessment of individual. The concept of 360 degree appraisal has also been introduced. The performance management process at BAMUL is designed to; *track performance *Provide effective feedback *Talent management *Improving plan for poor performers *Mentoring and coaching employees STYLE; Style includes two things i.e. management style and organisation culture. Management style is the way in which the managerial personnel behave and collectively spend their time to achieve organisational goals. It consists the way of leading motivating and the style of leadership in the management SKILLS; Skills is the distinctive capabilities or competencies or of the organization as a whole .In other words it is what the company does best , in the ways of expanding or shifting competences. It is what the company does best; the distinctive capabilities and competencies that reside in the organization. Don Bosco Institute of Technology
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Staff; Staffs refer to the people in the enterprise and their socialization into the organizational culture. Productive high performing employees are the company’s most valuable assets. It is the organization’s human resources; refers to how people are developed, trained, socialized, integrated, motivated, and how their carriers are managed. SHARED VALUES; All members of the organization share some common fundamental ideas or guiding concept around which the business is built. This may be to make money or to achieve excellence in a particular field. These values and common goals keeps employees working towards a common destination as a coherent team and are important to kept the team spirit al SWOT ANALYSIS
STRENGTH WEAKNESS OPPORTUNITY THREATS INTRODUTION; SWOT analysis is the analysis made which associates with Strengths, Weakness, Opportunities and Threats. This analysis is made in order to know about the organization’s non-tangible assets. This derives the factors that affect the performance directly or indirectly. Strengths derives the positive aspects of the organization weakness derives the negative aspects of the organization which also helps to rectify Don Bosco Institute of Technology
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the weakness and turn it to be the strengths, opportunities, derive the opportunities that show the path to success. And threats determine the external or internal threats that hinder the smooth functioning of the organization over a period of time. A firm strength are it resources and capabilities that can be used as basis for developing a competitive advantage STRENGTH: . Good working environment . Separate Resource Management Group to take care of bench resources . Effective communication . Market share leadership . Strong Brand equity . Effective Pricing Strategies . Reputation management . Extensive global reach . Strong financial performance . Employee management skills WEAKNESS: . Weakness management team . Unplanned Training objectives . Employee competencies are not in par with the competent projects . Short term projects OPPORTUNITIES: . Innovation . Products and services in expansions in an advanced analytics . Market expansion . Growth in worldwide service THREATS: Don Bosco Institute of Technology
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. INCREASING employee cost . Intense competition
NEW Projects: Bamul has planned to convert Hosakote Chilling Centre into a 2.0.LLPD Capacity Dairy with an investment of Rs.2427.00 Lakh and a New Product Block at Bangalore Dairy Premises with an investment of Rs. 2033.00 Lakhs. Bamul has SEVEN Chilling Centers geographically located around Bangalore and 121 Bulk Milk Coolers at DCS Level. Milk Product Block within the campus to manufacture Butter, Ghee, Peda, Flavoured Milk, Spiced Butter Milk, Paneer, Set Curds etc.,
FINANCE: The Union had an approximate turnover of Rs. 965.97 crores in the year 2012-13 as against Rs. 882.16 Crores for the year 2011-12.
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Annual Turn-over (in Lakh Rupees)
40374.00
39589.00
45206.00
50935.00
56633.00
2005-06
2006-07
2007-08
2008-09
2009-10
69828.49
2010-11
88216.00
2011-12
BALANCESHEET AS ON 31ST MARCH AT BAMUL AMOUNT IN Rs Particular
2012-2013
2011-2012
2010-2011
2009-2010
(Rs)
(Rs)
(Rs)
(Rs)
181337000
172802000
148717000
127894000
43400
21400
0
320900
Loan liability
2329581
2346422
2281680
838030
Current liabilities
364830310
346126757
271785572
248831988
provision
471108703
158742333
146705048
231655460
Sources of funds Paid up share capital Nominal membership Share suspense Reserves & surplus
Profit& Loss a/c Don Bosco Institute of Technology
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96597.28
2012-2013
A Study on Effectiveness of Training & Development at BAMUL
5239006062
524442417
459053915
448753260
86623329
67371291
49621844
46458997
Grand total
1630178386
1271852621
1078165059
1104752635
Application of funds Fixed assets
546987053
522387743
526931180
547850047
Work in progress
105460280
58400201
1082115
2796794
Expenditure
1320000
6517499
11174997
15236340
Investments Sub total
31909554 685676886
31567152 618872594
31567152 570755445
18229152 584112332
Inventory
467618903
260131301
17763614
63377705
Sundry debtors
96008133
64768886
80679442
105826408
Cash &bank balances
272556667
261305225
186892996
301776956
Service deposits
78262084
16016622
28170751
13374223
Others
19692760
19126831
19010726
18901028
Sub total Grand Total
1036953 944501500 1630178386
31631161 652980027 1271852621
15192086 507409614 1078165059
17383982 520640303 1104752635
Particular
2012-13(Rs)
2011-12(Rs) 2010-11(Rs) 2009-
Deferred revenue
Current Assets –Loansadvances
Loans &Advance
Don Bosco Institute of Technology
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10(Rs) MANUFACTURING: Direct Expenses Opening stock
215007049
135434132
17505054
61589002
16218822
1394139
15319508
13778207
Milk &products
8013143338
6912950945
5364201546
4099411445
Purchases p&l trading
697267190
564000290
480078281
397920738
211986818
170396054
145030029
136318938
conversion Exp Sub Total 1 PROFIT &LOSS A/C Expenses Staff expenses
805336969 9958960186
617956878 8414682437
510566140 6533300558
442202528 5151220859
453870329
364750945
333167228
292032705
Administrative Exp
94626088
87131830
80864845
82464489
Rates & Taxes
3572167
4292882
3083577
2782736
Selling &Distribution
114243010
94535275
85623230
77696505
Interest & bank
10436228
8452921
12173480
19540066
charges
110139778
92227015
66569398
55644416
Procurement &
49041919
47944864
45679468
44692570
inputExp
24650000
23099960
Milk &products Opening stock-p&l trading PURCHASES
Procurement Trans contract Exp Processing &
Depreciation Income tax provision Sub total 2 Expenses Total Sales income
860579520 722435692 10819539706 9137118129
627161226 7160461784
574853487 5726074345
Sales & milk products
9659728329
8282040604
6518056126
5277613491
Sales-p&l trading
659507075
539693769
466423743
385749411
406198245
215007049
135434132
17505054
Closing stock –milk& products
Don Bosco Institute of Technology
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Closing stock –p&l
26522877
Trading Sub Total 3 OTHER INCOME
16218822
13944139
15919508
10751956526 9052960244
7133858140
5696787464
Other income
54997552
74004097
24412754
27177723
Other income p&l
49398629
35387458
32711144
21292803
staff loans
11243754
9737077
5503607
7565379
Grants
4126440
172000
2407367
1183231
Sub Total 4
119766375
119300632
65034872
57219136
Income Total (3+4) Gross Total (1+3) Net Profit –After Tax
10871722901 9172260876 792996340 638277808 52183195 35142747
7198893012 600557582 38431228
5754006600 545566605 27932255
568613552
448364954
412225685
Interest on deposits &
EBIT
451515518
CALCULATION OF RATIOS 1. Current Ratio or Working Capital Ratio: This ratio measures the relationship between current assets and current liabilities.
Current Ratio (no of times) = Current Assets Current Liabilities (Standard=2:1)
Table no-1
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Year current assets current liabilities current ratio 2009-2010 168.17 79.55 2.114:1 2010-2011 92.88 49.10 1.891:1 2011-2012 89.13 69.15 1.288:1 2012-2013 171.14 85.08 2.011:1
CEAPH: 1 Current Ratio
2. Quick ratio:
This ratio measures the relationship between total assets and total liabilities.
Ratio (no of times) = Quick Assets Current Liabilities
(Standard ratio 1:1) Table no-2 Don Bosco Institute of Technology
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Year Quick Assets Current Liabilities Current Ratio 2009-2010 123.97 79.55 1.558:1 2010-2011 50.99 49.10 1.038: 1 2011-2012 41.58 69.15 0.601: 1 2012-2013 67.43 85.08 0.792:1
Graph: 2
QUICK RATIO 3. Net worth Ratio: Net worth ratio or proprietary ratio or equity measures the relationship between net worth and total asset.
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Net worth ratio (no of times) = Net Worth Total assets (Standard=0.5:1)
Table no -3
Year
Net Worth
Total Assets
Net Worth Ratio
2009-2010
166.93
414.46
0.402:1
2010-2011
173.86
398.30
0.436:1
2011-2012
172.43
373.34
0.461:1
2012-2013
171.54
414.18
0.414:1
Graph: 3 Net worth Ratio
4. Gross profit ratio:
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Gross profit ratio (%) =profit before interest and tax Sales Table -4 Year
PBIT
Sales
Gross Profit Ratio (%)
2009-2010
16.89
202.00
8.36
2010-2011
26.35
370.16
7.12
2011-2012
7.04
348.54
2.02
2012-2013
3.49
356.47
9.79
Graph: 4 Gross Profit Ratio
5. Return on investment: Return on investment (%) = profit before interest and tax Assets Table no – 5 Year
PBIT
Assets
ROI (%)
2009-2010
16.89
414.46
4.07
2010-2011
26.35
398.30
6.61
2011-2012
7.04
373.34
1.88
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2012-2013
3.49
414.18
8.42
Graph: 5 Return on investment
6. Net profit % of sales Net profit % of sales = profit after tax Sales Table no-6 Year
Profit After Tax
Sales
NPRS (%)
2009-2010
11.53
202.00
5.70
2010-2011
18.04
370.16
4.87
2011-2012
4.75
348.54
1.36
2012-2013
2.36
356.47
6.62
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Graph: 6 Net profit % of sales
7. Stock Turn Ratio: Stock turnover ratio (no of times) = sales Stock Table -7 Year
sales
Stock
STR (In times)
2009-2010
202.00
44.20
4.57:1
2010-2011
370.16
41.89
8.83:1
2011-2012
348.54
47.56
7.32:1
2012-2013
356.47
103.70
3.43:1
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Graph: 7 Stock Turn Ratio
8. Debtors Turn Ratio: Debtors’ Turnover Ratio (no of times) = Sales Debtors Table -8 Year
sales
Debtors
STR (In times)
2009-2010
202.00
7.24
27.90:1
2010-2011
370.16
10.08
36.72:1
2011-2012
348.54
11.37
30.65:1
356.47
8.55
41.69:1
Graph -8 Debtors Turn Ratio:
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Ratio Analysis Summary Table: Particulars
2009-2010
2010-2011
2011-2012
2012-2013
Current ratio
2.114
1.891
1.288
2.011
Quick ratio
1.558
1.038
0.601
0.792
Net worth ratio
0.402
0.436
0.461
0.414
Gross profit ratio
8.36
7.12
2.02
9.79
Return on investment
4.07
6.61
1.88
8.42
Net profit% of sales
5.70
4.87
1.36
6.62
Stock turn over (times)
4.57
8.83
7.32
3.43
Debtors turnover ratio
27.90
36.72
30.65
41.69
LEARNING EXPERIENCE: Experience is a crucial aspect of every student to have an successful and challenging career. It gives real world exposure such as communication skills, competition prevailing, decision making power and so on. The present project work was highly beneficial as it gave opportunity to the corporate exposure. Don Bosco Institute of Technology
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This project training at BAMUL was very helpful &knowledge based as it gave a practical experience of corporate functioning of the company &got a very cooperative experience. The HR executive as given good amount of information related to management, company vision and mission, environment policy and the operational plan carried out in the organisation. This information helped to frame the Mckensey’s 7s model of the organisation. interaction with the various department of the HRM, production department ,marketing , quality control, R&D department gave an insight in to the hierarchies they are follow and the functioning of various HR activities like performance appraisal, welfare facilities provided, conflict management ,competency mapping the relationship between worker’s and management which is an essential element. The present topic the study on effectiveness of training and development which helped to understand the practical orientation of the functions of various department of the company. This helped to co- relate and understand the concept more clearly.
GENERAL INTRODUCTION INTRODUCTION OF TRAINING AND DEVELOPMENT The term “Training and Development” are closely related and are often used as synonymous concepts, there are some important distinctions in their meanings Don Bosco Institute of Technology
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in the context. The term training may be defined as “A process by means of which the aptitude, skills &capacities of individual employees to perform specific jobs are specific qualification of particular employees for particular purpose. As emphasized by Dole Yoder. The use of the term ‘Training and Development’ in today’s employment setting is far more appropriate than training. The training along since “Human resource can exert their full potential only when the learning process goes far beyond simple route or routine & According to J.P. Campbell Training courses are typically designed for a short team and stated set purpose, such as the operation of some piece of machinery, while development involves a broader education for long term purposes. As put by Dale Yoder Desired area of research Desired area of research “Effectiveness of Training and Development in BAMUL” (Bangalore urban and rural district co-operative milk producer’s society’s union limited) Research objective
To study the financial status of the company
To understand the various training program conducted at BAMUL
To know the opinions of employees towards training program.
To Analyze and evaluate the impact of training on the performance of the employees.
Problem definition * lack of proper training process &also there is no proper tool which is used to evaluate training effectiveness
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*lack of gradation of materials *there is no constant follow-up &proper concentration on the objective because of small percentage of new recruits *lack of sufficient time to adopt the training knowledge Scope of the project work The study was primarily conducted to know the effectiveness of employee training in BAMUL and explore the way to improve the efficiency of the training program Sources of information from the company. The information available from the company helps to know the importance given to the quality aspects and the training programs conducted to make the employees in meeting the quality standards.
Literature related to the research: V.S.P. RAO. Human Resource Management2004,Excel publication Author founds effectiveness of training and development is a term that had been used to describe the broader job-related experience an individual has drew attention to what they described as psychological growth needs as relevant to the consideration of effectiveness of training and development. Several such needs were identified; skill variety, task significance, autonomy and feed book .They suggested that such needs have to be addressed if employees are to experience high quality of working life.
SUBBHA RAO, HUMAN RESOURCE MANAGEMENT (2004) HIMALAYA PUBALICATION:
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Author finds A high effectiveness of training and development is essential for organization to continue to attract and retain employees .T& D is a process in which organizations recognize their responsibility to develop job and working conditions that are excellent for the employee and organization .An effective leader influences the followers in a desired manner to achieve goals .It is evident from literature different leadership styles may affect organization effectiveness and performance .The interventions of T&D will effectively utilize the employee potentials ensuring great participation and involvement of employees. This paper focuses and analysis the literature findings which involves effectiveness of training and development.
K.ASHWATHAPPA,(2002) Human Resource Management and Personal Management TATA MC Graw Hill Publication: Development refers to those learning opportunities designed to help employees grow development is not primarily skill oriented .instead it provides general knowledge and attitude which will be helpful to employees in higher position efforts towards development often depends on personal development and ambition development activities ,such as those supplied by management developmental pro grammas are generally voluntary Training contributes to employee stability in at least two ways employee become efficient after under going training .efficient employees contributes to the growth of the organization .training makes the employee versatile in open
Research Methodology Research methodology is a way to systematically solve the research problem; it is a science of studying how research is done scientifically.
Primary Data Don Bosco Institute of Technology
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Primary data was collected through a survey of employees. Primary data is the first hand data which is collected by the researcher Secondary Data Secondary data is the data which have been gathered by somebody else and are available to others for use .secondary data was collected from the company records, manuals, journals, magazines, textbooks of HRM. Sampling Method To arrive at an objective conclusion, samples of 397500 employees were chosen representing all the departments of the company. Judgmental sampling was used to identify respondents. Sampling Size In order to reduce the sampling error, simple random sampling is adopted, the sample size taken for this survey is hundred Sampling Units Sampling units are per employee of BAMUL” (Bangalore urban and rural district cooperative milk producers societies union limited) Tools and Techniques used STATISTICAL TOOLS FOR ANALYSIS
Simple percentage method: In this method various factors are analyzed in the basis of percentage.
Bar graph:
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In this method various factors are drawn as pie charts on the basis of percentage.
Pie chart: In this method various factors are drawn as pie charts on the basis of percentage.
TECHNIQUES OF DATA COLLECTION Questioning technique is the primary method of data collection used in this research; it is techniques of obtaining specific information about the defined content.
Open ended questions: These are the questions in which the employees can answer in their own words.
Close ended question: These are question in which the employees are to make a choice from the various choices given.
Details of the Internal Guide Name of the Guide: SHUBHA H R, Assistant professor, MBA Department. DON BOSCO INSTITUTE OF TECHNOLOGY, email:
[email protected] Details of the External Guide Name of the guide Mr.Thippaswamy HR department. BAMUL
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ANALYSIS/DESIGN, INFERENCES OF THE RESULTS: The primary data collected through the questionnaire has been collected and analyzed in tune with the objective as follows:
Each question has been reduced to a table showing the number of responses got for each alternative provided. pie chart and bar graphs have been drawn.
The finding depicted by each table and graph have been explained.
Suitable inferences have been drawn from the explanations of the findings in tune with the objective of the study.
TABLE-01: Did you continue to receive any training there after for your development? Particulars
No. of respondent’s
percentage
1
35
33%
2
25
67%
Total
60
100%
Source: primary survey-2014
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GRAPH-01: Showing percentages of responded who received training in different skill sets.
TABLE-02: was the training and development based on? Particulars
No. of respondent’s
percentage
Yes
30
50%
No
17
28%
Some extent
13
22%
Total
60
100%
GRAPH-02: Showing percentages of respondents having different basis of training
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TABLE-03: Was there any discussion among the participants about the programme after conclusion on the strength and weakness?
Particulars
no. of respondent’s
percentage
Yes
42
70%
No
18
30%
Total
60
100%
GRAPH-03: showing the percentages of respondents who feel the training session was interaction
. TABLE-04: showing the opinion about flexible time period to conduct performances
Particulars
no. of respondent’s
percentage
Monthly
05
10%
Quarterly
09
18%
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Half yearly
16
32%
Yearly
20
40%
Total
50
100%
GRAPH-04: showing the opinion about flexible time period to conduct performances
TABLE-05: Showing the opinion about who should trained the employees. Particulars
no. of respondent’s
percentage
Manager
25
50%
Self appraisal
21
42%
consultant
04
08%
Total
50
100%
GRAPH-05: showing the opinion about who should trained the employees.
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Analysis: As the graph shows that 50% of the employees say that manager should be the appraiser. Inference: The above graph says that manager should appraise the employees.
TABLE-06: Showing the opinion of employees regarding the performance improvement because of their previous training and development programme Particulars
no. of respondent’s
percentage
Improvement
32
65%
No-improvement
09
15%
average
09
20%
Total
50
100%
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GRAPH-06: showing the opinion of employees regarding the performance improvement because of their previous training and development programme
Analysis: The graph shows that 65% of the employees say that there will be improvement in next performance cycle because performance appraisal. Inference: As the employees say that there will be improvement in the performance for the next appraisal cycle when compared with the previous cycle. TABLE-07: showing the opinion that the training helps in polishing the skill or development area. Particulars
No. of respondent’s
percentage
Manager
25
50%
Self appraisal
20
40%
consultant
05
10%
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Total
50
100%
GRAPH-07: Showing the opinion that the training helps in polishing the skills or development area.
TABLE-08: Showing the opinion that, will personal bias creeps in while training an individual. Particulars
no. of respondent’s
percentage
Yes
20
45%
No
30
55%
Total
50
100%
Source: primary survey-2014 GRAPH-08: showing the opinion that, will personal bias creeps in while training an individual.
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Analysis: As the graph shows that 55% of the employees say that there won’t be any personal bias while training an individual. Inference: As the above table shows there is no one dominant opinion about the bias in training an employee.
TABLE-09: Showing percentage of respondent’s belief on training on concept of training
Particulars
respondent’s
Percentage
Yes
60
100
No
Nil
Nil
Total
60
100%
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GRAPH-09: Showing percentage of respondent’s belief on training on concept of training
. TABLE-10: Do you think that training contributes towards improvement in the job satisfaction?
Particulars
no. of respondent’s
percentage
1
60
100
2
Nil
Nil
Total
60
100%
GRAPH-10: Showing that the training contributes towards improvement in the job satisfaction
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TABLE-11: How do you rate the training &development environment in your organisation?
Particulars
no.of respondent’s
percentage
1
10
17
2
33
55
3
17
28
Total
60
100%
Source: primary survey-2014
GRAPH-11: Showing rate the training &development environment in your organisation
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TABLE-12: Showing the opinion about the training conducting one on one survey to the employees. Particulars
no. of respondent’s
percentage
Yes
13
26
No
37
74
Total
50
100%
GRAPH-12: Showing the opinion about the training conducting one on one survey to the employees
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TABLE-13: Showing opinion on the company giving the opportunity to employee to improve, if the training performance is low.
Particulars
no. of respondent’s
percentage
Yes
30
60
Some what
20
40
Total
50
100%
GRAPH-13: Showing opinion on the company giving the opportunity to employee to improve, if the training performance is low.
TABLE-14: showing the opinion of employees about the feedback given by the reporting officer about your training performance in the company.
Particulars
no. of respondent’s
percentage
Given
10
20
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Some time
14
28
Not given
26
52
Total
50
100%
Source: primary survey-2014 GRAPH-14: showing the opinion of employees about the feedback given by the reporting officer about your training performance in the company.
TABLE-15: Showing opinion of employees about satisfaction level of employees with the training and development programme
Particulars
no. of respondent’s
percentage
Yes
22
44
No
28
56
Total
50
100%
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GRAPH-15: Showing opinion of employees about satisfaction level of employees with the training and development programme
FINDINGS *There is a combination of both senior and young blood in the organization, therefore attrition is low * The organisation is giving less importance for the induction programme * Training programme has helped the employees to enhance their skills and knowledge * The organisation is conducting effective training programme periodically *BAMUL is organisation different categories of training to suit the employees like on-the job and off-the job training programme *Most of the respondents are satisfied with the training programme conducted by the organisation *Training sessions are interactive. Trainer discusses the strength and weakness of the trainees *Training had a good impact on employee’s performance *After each training programme response sheet is given to the employees to give their feedback Don Bosco Institute of Technology
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*Maximum duration of training is 15 days and most of the employees are satisfied with the period of training *Most of the employees feel training has helped them to change their attitude *Most of the employees feel training has helped them not only for self development but also has contributed for the overall development of the organisation.
SUGGESTIONS *Training material should be prepared with great care so that employee can learn effectively and easily *Training should be in specialized area like IT (advanced area) required *Instead of concentrating on theories, practical training should be given. This is useful not only the participants but also to the organisation *Training programme can be handled by external agencies and also in-house training *All the employees should get training in different areas as per the aptitude and need of the organisation *Classes should be arranged inter centre level so there will be interactivity will be established *periodical review after training to each individual *Training should be aimed at motivating the participants, which ultimately benefit of the organisation.
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CONCLUSION *The success of any organisation is mainly dependent on its human resources. The skills, knowledge and abilities at the people should be continuously enhanced for the survival of the organisation in the competitive era. *people are an important asset to the company and they are the one who contribute to have competitive advantage over others *The purpose to behind this is continuous improvement of all employees and also to increase their capacity in doing the job effectively *the quality and quantity of the training programme should be enhanced for effective functioning of organisation .If they conduct the training programme based on important asset of the company and they are the one who contribute to have competitive advantage over others While conducting the training programme there were lot of drawbacks such as ` Long gap between the end of training and use of skills `Trainee’s variation in the amount of their experience and would have large differences in their ability `Lack of personal interests to learn
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THE BASIS OF STUDY CONDUCTED THE FOLLOWING CONCLUSIONS ARE DRAWN: *The organisation is conducting effective training programs periodically *Training objectives are being explained to the trainers, which makes the clear about the purpose of training *All the employees feel training motivates them to perform better *Most of the employees training has helped them not only for self-development but also has contributed for the overall development of the organisation
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QUESTIONNAIRE;Dear SIR/Madam I, Miss Rekha. PA MBA student of DBIT, Kumbalgodu request you to give true response to the questionnaire which is designed in order to study the “Effectiveness of Employees training &development” at BAMUL I request you to kindly fill the questionnaire which will help me to come to appropriate conclusions. Thanking you Rekha .PA 1. Job/ designation
; ----------
2 .Department
; ---------
3 .Occupation
; ----------
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Officers_
Technical
Managers_
None of the above_
4. Length of service: ---------------5. Gender
; Male--Female-------
6. Do company provide adequate importance induction training? Yes or No. 7 .Does induction training is well designed? Yes or No 8. Does organisation provide sufficient duration for training? a)very much b)much c)not much d)not at all 9. Do you think that the training provided helps you to orient your attitude towards the goals of the organisation? If yes, please give the scale; Excellent/very good/ good/ average 10. What is your response regarding training content? a)good b)better c)poor average d) poor 11. Are you satisfied with training program conducted in the organisation? a) Yes
b) No
12. What was the category of training? a) On the job training Don Bosco Institute of Technology
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b) Off the job training 13. Does the training program conducted_______? a) Quarterly b) yearly c) Half yearly 14. Did the training program helped for your development? a) Yes b) No 15. Does the training have an impact on your performance? a) Agree b) disagree c) strongly agree BIBLOGRAPHY; BOOKS: ASTD Journal,(November 2012) “Training and Development” “Marketing Research”, Third Edition, Tata Mc Graw Hill Publishing Limited, New Delhi K. Ashwathappa (2002), “Human Resource and personal Management”, 2nd Edition Tata Mc Graw Hill Publishing limited Prasad L.M (2005) “Management Information Systems”, 1st Edition New Delhi :Sulthan Chand and sons P,Subba Rao (2004) “Personal and HRM “Himalaya publishing house Naresh K. Malhotra (2001), “Marketing Research” Third Edition , person Education India
WEBSITE; www.humanresourceabout.com Don Bosco Institute of Technology
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www.bamul.com
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A Study on Effectiveness of Training & Development at BAMUL
Don Bosco Institute of Technology
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