grampus pr 2 oct

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DECLARATION

I, Pankaj Kumar, hereby declare that this project report entitled A STUDY

ON TRAINING AS A HUMAN RESOURCE DEVELOPMENT TOOL in

Grampus Pharmaceuticals, LTD Ambala submitted to The Director(SR&E) Indira

Gandhi National Open University New Delhi for the award of the degree in MASTER

OF BUSINESS ADMINISTRATION, is my original work and, this is a bonafidestatement that I have not submitted the report to any university or college for the

award of any degree.

Place: AmbalaDate: 02 Oct 13

PANKAJ KUMAR


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ACKNOWLEDGEMENT

It is with profound sense of respect that I wish to take this opportunity to reveal

my over whelming gratitude to Mrs Neeru Gupta (Head of Department) ICL Group

Of Managenent & Technology Ambala for her continuous encouragement, valuable

suggestion and guidance at every stage of my project.

I extend my sincere thanks to Mr. Pawan Kumar Mani, Director Grampus

Pharmaceuticals Ltd Ambalawho gave me permission to do project in his esteemed

Organization and I would like to thank Mr. Rajeev Anand General Manager-HR,

and Mr. Manish Bansal and Amardeep Singh Executives in HR department for

their guidance and co-operation in completion of my project.

I take it as a privilege to extend my sincere thanks to all the staffof Grampus

Pharmaceuticals LTD Ambala.

PANKAJ KUMAR


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TABLE OF CONTENTS

PREFACE

Chapter No. Title Page No.

I Conceptual framework

II Methodology

III Organization Profile

IV Data Analysis and Interpretation

V Findings, Suggestions and Conclusion

Bibliography

Annexure


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In present days of industrial working, the objectives of the workers and

management are not contrary. Everyone come to an industrial undertaking to fulfill

individual needs and to earn livelihood. To improve the standards of Organization,

assessing the employees performance plays a crucial part. This assessment helps us tounderstand the commitment of employees at their work and towards the

Organizational goals.This also gives an idea to the management to identify the training

needs and to take better decisions

Considering the above aspects, it is important to study the effectiveness of the

Performance Management System in the Organization. Think if this human factor does

not enjoy doing work in the Organization or they do not feel comfortable with the

work or do not get job satisfaction. Naturally it will directly or indirectly affects on

their work.

Keeping in view the different aspects of performance Management System,

this study has been done to know the Performance of employees towards marinating

Performance Management System in the Organization

The Present work consists ofV chapters, well arranged in a coherent manner.

Chapter-I is about the conceptual Framework of Performance Management System,

Chapter-II explains the Profile of the Organization,

Chapter-III deals with the Methodology,

Chapter-IV presents the Analysis and Interpretation of data and

Chapter-V gives the findings, Suggestions and Conclusion of the study.


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CHAPTER-I

CONCEPTUAL FRAMEWORK

TRAINING AND DEVELOPMENT

Chapter 1

CONCEPTUAL

FRAMEWORK


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INTRODUCTION

Training is an important process of imparting knowledge to the employees. It

helps in improving productive and behavioral pattern. Training is advantageous not

only to the organization but also to the employees. Training is vital and necessary

activity in all organizations. It plays a large part in determining the effectiveness and

efficiency of the establishment. Training is used as a tool to carve out the hidden

potential of the employees

Employee Training is distinct from management or Executive Development.

While the former refers, training is given to employees in areas of operations,

techniques and allied areas, while the latter refers to developing an employee in areas

of important techniques of the Management Administration, Organization and allied

areas.

Training means to continuously nurture the employees or workers towards

better performance in a systematic way. This can be either at the work spot or at the

workshops. This is mainly to improve the technical skills of the employees or workers.

Development means bringing out the actual potentialities and thus willing to

high motivation and commitment standards towards work. This will be generally with

regard to improvement in the behavioral skills.

CONCEPT OF TRAINING

Every organization needs to have well-trained and experienced people to

perform the activities that have to be done. So, every modern Management has to

develop Human Resources Development. In a rapidly changing society, employee

training is not only an activity that an organization must arrange if it is to maintain a

viable and knowledgeable workforce. Training is thus a practical and vital necessity.


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MEANING

Training is the process of increasing the knowledge and skill of an employee

for doing a particular job. Training is short-term educational process and utilizing a

systematic and organized procedure by which employees learn knowledge and skills

for a definite purpose. Training improves, moulds, changes the employees

knowledge, skills, behavior, aptitude and attitude towards the requirement of the job

and organization.

OBJECTIVES OF TRAINING

Training is mainly job-oriented.

To impart the basic knowledge and skill to the new entrants and enable them to

perform their jobs well.

To teach the employees the new techniques and ways of performing the jobs

and operations.

To prepare the employees for higher level task and build up a second line of

competent officers.

NEED FOR TRAINING

Training is considered as a key input for developing manpower in an

organization so as to improve their job performance.

The need for training arises on account of the following reasons:

To match the employee specifications with the job requirements and

organizational needs.

Organizational viability and transformation process.

Latest technological advances should be adopted i.e., mechanization,

computerization and automation.

Internal mobility from one job to another due to promotion and transfer to

employees.


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IMPORTANCE OF TRAINING

Training is an important process of imparting knowledge to the employees. It

helps in improving productive and behavioral pattern. Training is advantageous not

only to the organization but also to the employees. Training is vital and necessary

activity in all organizations. It plays a large part in determining the effectiveness and

efficiency of the establishment.

- DALE.S.BEACH

BENEFITS OF TRAINING PROGRAMME

A well-planned and executed Training Programme not only sharpen the skills but

can provide the following developments as well:

Higher productivity and profitability.

Better quality of work and best work methods.

Less wastage of time during the learning period.

Improves high morale among the employees

Personal growth of individuals.

Low accident rates.

Improves employer employee relations.

Develop the Capability to cope up with changing environment.

Better understanding of goal and sense of pride in men.

Improves self confidence

Better understanding of consumer behavior

Improves motivation

Reduce absenteeism

Develop positive approach

Improves efficiency

Full utilization of human resourse

Brings sense of belongingness


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Healthy work culture

PRINCIPLES OF TRAINING

The principles, which have been evolved, can be followed as guidelines to trainees.

Clear objectives about the Training Programme are:

Training policy for designing and implementing the training programme.

Acquisition of knowledge and new skills through motivation.

Reinforcement to trainees by means of awards and punishments.

Organized material should be properly prepared and provided to the trainees.

Learning periods has to be fixed as it takes time to learn.

Preparing he instructor who is both good at subject and job.

Feedback regarding the performance of the trainees in the jobs.

Practicing the skills taught by the trainee.

Appropriate techniques related to the needs and objectives of the organization.

METHODS OF TRAINING

Training is essential for the smooth economic timely and efficient service of the

organization. Training methods or techniques represents the medium of imparting

skills and knowledge to the employees. There are two methods of training:

On-the-job training methods

Off-the-job training methods

ON THE JOB TRAINING

This method is also called as Internal Training Method. This is suitable for

all levels of employees workers, supervisors and executives.

In this method, the employee gets training on the job and at the work place it self the

trainee learns while he/she is actually engaged in doing a job. This method is called as


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learning by doing. Several methods are used to provide on-the-job training. They

are:

Job rotation

Coaching

Job instruction

Committee assignments

OFF THE JOB TRAINING

This method is also called as External Training Methods. These methods are

designed and intended to impart training by supplying required knowledge and skill to

the employees away from the job and work place. This is an opportunity for freedom

of expression for the trainees. Several methods are used to provide off-the-job training.

They are:

Vestibule training

Role playing

Lecture method Conference or Group Discussion method

Programmed instruction

TYPES OF TRAINING

Training is required for several purposes. Accordingly, training programme may

be of the following types:

a) Orientation training

b) Job training

c) Safety training

d) Promotional training

e) Refresher training

f) Remedial training

g) Individual training

h) Team training


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i) Business training

j) Executive training

ASSESSMENT OF TRAINING NEEDS

Training activities must be related to the specific needs of the organization and

the individual employees. A Training Programme should be launched only after the

training needs are assessed clearly and specifically.

The effectiveness of a Training Programme can be judged only with the help of

training needs identified in advance. In order to identify the training needs, a gap

between the existing and required levels of knowledge, skills, performance and

aptitudes should be specific. The problem areas that can be resolved through training

should also be identified.Training needs can be identified through the following types

of analysis:

Organizational Analysis

Task or Role Analysis

Job Analysis

Man Analysis

Training programme, training methods and course content are to be planned on the

basis of training needs. Training needs are those aspects necessary to perform the job

in the organization in which employee lacks aptitude/attitude, knowledge and skill.

The following methods are used to assess the Training Needs:

i. Organizational requirements/weaknesses

ii. Departmental requirements/weaknesses

iii. Job specification and Employee specification

iv. Identifying the specific problems

v. Anticipating the future problems


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vi. Managements request

vii. Observation

viii. Interviews

ix. Group Conferencesx. Questionnaire surveys

xi. Test

xii. Check lists

xiii. Performance appraisal time

DESIGNING A TRAINING PROGRAMME

In order to achieve the training objectives, an appropriate Training Policy is

necessary. A training policy represents the commitment of top management to

employee training. It consists of rules and procedures concerning training.

A Training Policy is required:

To indicate the companys intention to develop its employees.

To guide the design and implementation of the Training Programmes.

To identify the critical areas where training is to be given on priority basis.

To provide appropriate opportunities to employees for their own betterment.

EVALUATION OF THE TRAINING PROGRAMME

The effectiveness of an investment in training in needed to be appraised as so

much of money is invested in a Training Programme. Management needs to be

reassured about the effectiveness of a particular method, instruction, the relation

between training cost, proved productivity, general efficiency and effectiveness of a

course.


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CONCEPT OF EXECUTIVE DEVELOPMENT

INTRODUCTION

Executives are the most valuable assets of any organization. The manager or

executive is the dynamic life-giving element in an organization. The success and

growth of an organization depends largely on the caliber and performance of its

executives. Therefore, systematic and continues efforts are necessary to prepare

executives who can successfully meet the challenges of the present and future.

MEANING

Executive Development is also called as Management Development.

It is a systematic approach of learning and growth by which managerial personnel gain

and apply knowledge, skills, attitudes and insights to manage the work in their

organizations effectively and efficiently. Executives learn conceptual knowledge,

theoretical knowledge and managerial skills in an organized manner. It is largely self

development.

OBJECTIVES OF EXECUTIVE DEVELOPMENT

The Management Development programmes are organized with a view to

achieving specific objectives. They are:

To improve the performance of managers at all levels in their present jobs.

To prepare managers for the higher jobs in future.


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To provide opportunities to executives to fulfill their career aspirations.

To understand the problems of human relations and improve human relations

skill.

To stimulate creative thinking.


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NEED OR IMPORTANCE OF EXECUTIVE DEVELOPMENT

Executive Development is the programme by which executives capacities to

achieve desired objectives are achieved. No organization can be successful in the long

run without a planned approach to the development of its managerial persons. The

following factors emphasize the need for Executive Development programmes:

Growth and size of the organizations.

Technological and social changes.

Recognition of social and public responsibilities.

Growth of International Business.

Re-awakening of ethical and moral values.

PRINCIPLES OF EXECUTIVE DEVELOPMENT

The Top Management should accept responsibility for getting the policy of

executive development.

Executive Development programmes must be geared to the needs of the

company and the individuals.

Executive Development starts with the selection of the right man for the

executive positions.

A realistic timetable or time schedule for the development of executives should

be prepared keeping in view the present and future needs of the organization.

Learners participation is essential for development. It brings significant

growth.

Feedback should be made available to the learner so that steps can be taken to

improve.

An organizational climate conductive to executive development should be

created.


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TECHNIQUES OF EXECUTIVE DEVELOPMENT

There are mainly two types of techniques by which managers can acquire the

knowledge, skills and attitudes, which make themselves competent managers. They

are:

1. On-the-job development techniques

2. Off-the-job development techniques

ON THE JOB DEVELOPMENT

In these techniques, the motivation to learn is high as training takes

place in the real job situation. The important techniques are:

Coaching

Understudy

Position rotation

Project assignment

Committee assignment

Selective readings

OFF THE JOB DEVELOPMENT

In these techniques, the executives have to learn in their work place or

office and devote their entire time to the development objective. The important

techniques are:

Case study method

Incident method

Role playing

Group discussions

Management games

Sensitivity training

Simulation method

Conference method

Lecture method


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Researchmethodology

Chapter II


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METHODOLOGY

RESEARCH DESIGN

Data collected for the study has been divided into two parts.

PRIMARY DATA

This data will be mainly gathered through various questionnaires being

distributed by interacting with officials at different levels

SECONDARY DATA

This data will be collected through computer based reports from the published

sources like books and periodicals and reports like Annual Training Reports from

various pharnma companies websites.

SAMPLING TECHNIQUE

The data can also be obtained by applying sampling technique on the following

segments in the areas of Training & Development mentioned below:

Training needs

Types of Training

Effects of Training of employees

Implementation of Training techniques into work procedures

SEGMENTS

Workmen

Employees

Technical

Non-technical

Executives

Floor level

Middle level

Top level


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LIMITATIONS OF THE STUDY

Time is the big constraint

Cooperation from employees is less

Employees were not willing to fill questionnaire

SCHEME OF PRESENTATION:

The entire study is presented in 5 chapters:

Chapter-I deals with CONCEPTUAL FRAME WORK

Chapter-II gives a picture about the METHODOLOGY of the study.

Chapter-III PROFILE OF THE ORGANIZATION is presented in

Chapter-IV DATA ANALYSIS & INTERPRETATION of the study is

presented in

Chapter-V deals with FINDINGS, SUGGESTIONS AND CONCLUSIONS

of the study.


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ORGANISATION PROFILE

CHAPTER III


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ORGANIZATION PROFILE

This chapter gives detailed information about the Industry Profile

Pharmaceutical Industry, Organizational Profile Grampus Pharmaceuticals and

training needs in Grampus Pharmaceuticals Organization

INDUSTRY PROFILE

The pharmaceutical industry in India is among the most highly organized

sectors. This industry plays an important role in promoting and sustaining

development in the field of global medicine. Due to the presence of low cost

manufacturing facilities, educated and skilled manpower and cheap labor force among

others, the industry is set to scale new heights in the fields of production, development,

manufacturing and research. In 2012 the domestic pharma market in India was

expected to be US$ 15.76 billion and this is likely to increase at a compound annual

growth rate of 9.9 per cent until 2012 and subsequently at 9.5 per cent till the year

2015.

Industry Trends

The Pharma industry generally grows at about 1.5-1.6 times the Gross

Domestic Product growth

Globally, India ranks third in terms of manufacturing pharma products by

volume

The Indian pharmaceutical industry is expected to grow at a rate of 9.9 %

till 2012 and after that 9.5 % till 2015

In 2011-12, India exported drugs worth US$12.2 billion in to the US and

Europe followed by Central and Eastern Europe, Africa and Latin America

The Indian vaccine market which was worth US$965 million in 2011-12 is

growing at a rate of more than 20%

The retail pharmaceutical market in India is expected to cross US$ 13-15

billion by 2013


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Challenges

Every industry has its own sets of advantages and disadvantages under which theyhave to work; the pharmaceutical industry is no exception to this. Some of the

challenges the industry faces are:

Regulatory obstacles

Lack of proper infrastructure

Lack of qualified professionals

Expensive research equipments

Lack of academic collaboration

Underdeveloped molecular discovery program

Divide between the industry and study curriculum

Government Initiatives

The government of India has undertaken several including policy initiatives and tax

breaks for the growth of the pharmaceutical business in India. Some of the measures

adopted are:

Pharmaceutical units are eligible for weighted tax reduction at 150% for the

research and development expenditure obtained.

Two new schemes namely, New Millennium Indian Technology

Leadership Initiative and the Drugs and Pharmaceuticals Research Program

have been launched by the Government.

The Government is contemplating the creation of SRV or special purpose

vehicles with an insurance cover to be used for funding new drug research

The Department of Pharmaceuticals is mulling the creation of drug

research facilities which can be used by private companies for research

work on rent


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Pharma Export

In the recent years, despite the slowdown witnessed in the global economy,

exports from the pharmaceutical industry in India have shown good buoyancy in

growth. Export has become an important driving force for growth in this industry with

more than 50 % revenue coming from the overseas markets. For the financial year

2012-13 the export of drugs is estimated to be $16.25 billion as per the Pharmaceutical

Export Council of India, which is an organization, set up by the Government of India.

A survey undertaken by FICCI, the oldest industry chamber in India has predicted

16% growth in the export of India's pharmaceutical growth during 2012-2013.

Key players in Indian Pharmaceutical Industry

There are several national and international pharmaceutical companies that operate in

India. Most of the country's requirements for pharmaceutical products are met by thesecompanies. Some of them are briefly described below:

Ranbaxy Laboratories Limited is the biggest pharmaceutical manufacturing

company in India. The company is ranked at the 8th position among the global

generic pharmaceutical companies and has presence in 48 countries including

world class manufacturing facilities in 10 countries and serves to customers

from over 125 countries.

Dr. Reddy's Laboratories manufactures and markets a wide range of

pharmaceuticals both in India and abroad. The company has 60 active

pharmaceutical ingredients to manufacture drugs, critical care products,

diagnostic kits and biotechnology products.

Cipla is an Indian pharmaceutical company renowned for the manufacture of

low cost anti AIDS drugs. The company's product range comprises of


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anthelmintics, oncology, anti-bacterial, cardiovascular drugs, antibiotics,

nutritional supplements, anti-ulcerants, anti-asthmatics and corticosteroids.

Cipla also offers other services like quality control, engineering, project

appraisal, plant supply, consulting, commissioning and know-how transfer,support.

Nicholas Piramal is the second largest pharmaceutical healthcare company in

India. The brands manufactured by the company include Gardenal, Ismo,

Stemetil, Rejoint, Supradyn, Phensedyl and Haemaccel. Nicholas Piramal has

entered into join ventures and alliances with several international corporations

like Cheissi, Italy; IVAX Corp; UK, F. Hoffmann-La Roche Ltd., Allergen

Inc., USA etc.

Glaxo Smithkline (GSK) is a United Kingdom based pharma company; it is

the world's second largest pharmaceutical company. The company's portfolio

of pharma products consist of central nervous system, respiratory, oncology,

vaccines, anti-invectives and gastro-intestinal/metabolic products among

others.

Cadila Pharmaceuticals Ltd. is one of the largest privately held

pharmaceutical companies in India, headquartered at Ahmedabad, in the state

of Gujarat. Over the last five decades, it has been developing and

manufacturing pharmaceutical products and selling and distributing these in

over 50 countries around the world. An integrated healthcare solutions providerwith pharmaceutical product basket, it caters to over 45 therapeutic areas that

include cardiovascular, gastrointestinal, analgesics, haematinics, anti-infectives

and antibiotics, respiratory agents, antidiabetics and immunologicals. The

company focuses on providing high quality, appropriately priced products to its

customers and supports all these with dedicated customer service. Cadila

Pharmaceuticals has a multicultural, multilingual and multinational workforce

of more than four thousand employees including over two hundred people

outside India in forty-nine countries of Africa, CIS, Japan and USA.


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India's Domestic Pharmaceutical Market (12 Months Ended January 2013)

Company Size ($ Billion) Market Share (%) Growth Rate (%)

Total Pharma Market 6.9 100.0 9.9

Cipla .36 5.3 13.4

Ranbaxy .34 5.0 11.5

Glaxo Smithkline .29 4.3 -1.2

Piramal Healthcare .27 3.9 11.7

Cadila .24 3.6 6.8

GRAMPUS PHARMACEUTICALS

Established in the year 1994, at Jasmeet Nagar, Ambala - 134003,

Haryana, India, Grampus Pharmaceuticals are one of the prominent manufacturer

and suppliers of a wide range of Pharmaceutical Drugs. Our portfolio of products

includes Antibiotics/Infusion (Parenteral), Anti-Malarial/Anthelmintics, Anti-

allergic/Anti-asthmatics, Cardiac/Diabetic, Anti-inflammatory Drugs, Energy

Supplements, Ointments and many other medicines for treating different health

disorders. These are formulated by using the finest quality of ingredients that are

procured from authentic vendors of the market. Acclaimed for their effective and fast

results, these are recommended by many renowned physicians and medicos.

To carry forward our business process efficiently and competently, we have

developed an outstanding manufacturing facility that is installed with the latest

machines and equipment. The entire formulation is done as per the WHO-GMP

certified norms under the guidance of experts, thus leaving no room for quality

degradation. Being a customer centric organization, we deliver our consignments

within the stipulated time frame.


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Under the support and guidance of our mentor, Mr. Pawan Kumar Maini, we

have become a renowned organization in this domain. His exceptional management

skills and sound marketing strategies have helped us to earn a substantial market share

in a very limited time span.

Our Products

A professionally managed organization, we are engaged in the formulation of a

range of Pharmaceutical Drugs for treating different health disorders. These are

formulated by using quality approved ingredients that are sourced from reliable

vendors of the industry. Processed under the supervision of experts, our drugs play an

instrumental role in improvising the human life and help in eradicating ailments,

thereby, assuring better and healthier life.

Our range encompasses

Antibiotics/infusion(parenteral) medicines Anti-malarial/anthelmintics medicines

Anti-allergic/anti-asthmatics drugs Aardiac/diabetic medicines

Anti-inflammatory drugs Analgesic/ antispasmodic drugs

Vitamin Minerals

Protein Nutritional supplements

Anti flatulent drugs Anti ulcer and anti emetics drugs

Eye/ear drops Nasal drops

Ointments Pediatrics drugs, and other drugs

These are widely demanded owing to the following features:

Perfect compositions

Pure content


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Efficacious

Long lasting shelf life

Zero side effects

A. Infrastructure

We are backed by a sophisticated manufacturing facility that is furnished with ultra

modern machines and equipment. Spread over a vast area, it is segregated into various

independent sections like manufacturing, quality testing, R&D, packaging and

warehousing facility to conduct a hassle free production process. Each division is

equipped with the requisite facilities and is managed by experienced professionals.

B. Quality Assurance

Being a quality driven organization, we maintain strict control over all processes of

procurement, processing, packaging, storage and transport. We process our range of

Pharmaceutical Drugs using supreme quality ingredients, which are sourced from

authentic vendors of the market. Every task is executed as per standardised quality

norms, thus leaving no room for quality degradation. To ensure that our entire gamut

meets the well defined industry standards, our experts conduct a series of testing

procedures on well-defined quality parameters such as:

Zero side effects

Composition of the ingredients

Longer shelf life

Precise pH value

Effectiveness

Hygiene quotient


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C. Research and Development

Being a quality driven organization, we lay great emphasis on research activities.

Therefore, we have developed an advanced research division that is installed with all

requisite facilities. It is managed by experienced professionals, who keep a tab on the

current medical researches, emerging diseases and other allied disciplines and inform

the same to the management. They also conduct extensive market surveys regarding

the performance of our offered range. These professionals are also responsible for

updating our manufacturing facilities as per technological advancements.

Warehousing and Packaging

We know the perishable nature of our products; therefore, we have always laid strong

emphasis in preservation and appropriate storage of the products that we process. For

this, we have developed a modern warehousing unit that spreads over a vast area. It is

installed with all requisite facilities and is well-protected against any hindrances.

Salient features of this unit:

Controlled temperature

Well lit

Managed by efficient personnel

For packaging our entire assortment, we use pharmaceutical grade packaging material

for packaging these drugs.

D. Why Us?

We have emerged as a leading organization in our domain owing to the following

factors:

Quality formulations

Effective quality control measures


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Wide market reach

Competitive prices

Timely delivery

E. Products & Services

We are one of the leading manufacturer and supplier of a wide range of

Pharmaceutical Drugs that includes medicines such as capsules, tablets, ointments,

liquid syrups and injections such as anti allergic medicines, antibiotics medicines,

cardiac medicines, antacids medicines and many more. These are formulated under the

supervision of the expert professionals who uses premium quality components in the

formulation process.

Capsules

We are involved in offering a wide range of Capsules that are formulated using high

quality components and advance processing machines. Our range includes Keme-

forte, Rabikin-DSR and Kenvit-ZG. These capsules are developed under the able

guidance of team of experts, who have in depth knowledge about the formulation of

the pharmaceutical capsules as per medical standards.

Injection

We are one of the leading manufacturers and suppliers of a wide range of Injections,

which are used against severe viral infections. These products are specially formulated

with utmost care with the right compounds under the hygienic and advanced

technology laboratory. With stringent monitoring in all the stages, these products have

the right composition to provide instant relief from viral infections without causing
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any side effects. Our available range of products includes Kindec-25, Kindec-50,

Bone-D3 and many more.

Suspension

We are one of the leading manufacturers and suppliers of a varied range of

Suspension, which is widely used to fight against various viral infections. These

products are specially processed with the most advanced technologies using optimum

quality raw materials procured from the trusted and certified vendors. With their rich

experience and knowledge, we are able to provide these products which are highly

effective without any side effects. Some of our available range of products includes

Sucrasil, Sucrasil-o, Donsi and Keflox-NT.

Syrup

We are one of the reputed organizations engaged in manufacturing and supplying of a

varied range ofSyrup in the market. These products are formulated under hygienic

laboratories by our scientists using right compounds for accurate composition. Our

available products are highly effective and provide instant relief from severe viral

infections without any side effects to the patient. Our available range of products

includes Picowin, Dis-Q, Colikid and many more.
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THE GROWTH SCENARIO

The Industry is a largely fragmented and highly competitive with a large

number of players having interest in it.

Indian contract research industry growing at 40-50 per cent

The Indian contract research Industry has grown tremendously over the past

few years. It has witnessed the emergence of several CROs in the area of drug

discovery & development over the last decade.

India to capture US$ 350-400 million or 10 per cent of global clinical

trials by 2013.

India is emerging as a favored global destination for global drug development

companies. Recent changes in Indias healthcare policies and a maturing regulatory

environment have significantly brought down the risk of shifting more clinical

research from the developed countries to India. The clinical research industryin India

is presently estimated at over US$ 100 million.

New product launches underlie market growth

The market has been growing between 6-8 per cent over the last two years,

primarily driven by new launches and to some extent by volumes. In the last two

years, more than 3,900 new products (largely branded generics) have been launched in

India, contributing about US$ 355.6 million (million) worth of market value. While

the Indian pharma majors launched more than ten products per year, global MNCs

averaged one or two annually.
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DEPARTMENTS:

The main departments of Grampus Pharmaceuticals, India are explained below

1. PROJECT DEPARTMENT

The primary responsibility of the Project department is to install new

manufacturing process plants and machinery at the location specified. The function of

Project department ends only when they hand over the commissioned assembly to

manufacturing department In other words projects acts as the internal supplier for

manufacturing department.

2. MARKETING DEPARTMENT

The Marketing department of Grampus Pharmaceuticals is divided into sub-

divisions, each with specific objectives, working towards a common goal. While Sales

concentrates on bringing in the customers, CRM Marketing functions towards

catering their needs and so on.

A brief view on various sub divisions of marketing is as follows:

SALES / BUSINESS DEVELOPMENT

The Sales or the Business Development arm of the Grampus Pharmaceuticals

concentrates on bringing in Customers to the organization. The initial function of the

sales department is Collecting database of all prospects and to find their needs. The


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needs of these prospective customers are analyzed. On acquiring an appointment, a

Sales Presentation follows where the various features and benefits of the product were

explained to the customer. The sales presentation is generally tuned according to the

needs of the prospects and the duration of appointment. In other words, Salesdepartment identifies the suspects (by the database) and converts them to prospects (by

convincing them about the product) and then to customers (by acquiring the order).

CUSTOMER RELATIONSHIP MANAGEMENT

The primary responsibility of the CRM department is to have a constant

relationship with the customers, understand their needs and act as a connecting bridge

between them and organisation. The primary responsibility of CRM Marketing is to

act as the Customers representative to the Organisation and vice-versa till the Wind

Turbine Generator is commissioned.

3. FINANCE DEPARTMENT

Finance Department is responsible in managing the finance in the Organization

optimally and to raise funds as required.

Duties and functions

Financial reports monthly, half-yearly and annuals actuals estimates and

budgets.

Statutory financial and legal returns.

Analysis of project cost with estimates and sales calculation.

Fund management to ensure financial are kept to the minimum.

Coordination with bankers, auditors and lawyers.

Overseeing the IT & HRD functions of Grampus Pharmaceuticals.

Installaton of BOT project in Grampus Pharmaceuticals for Indian operations.

Sales tax & service tax

Physical cash count checks Chennai and Pondicherry.

Passing of journal vouchers.


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Checking and passing project costing information.

Miscellaneous

4. HUMAN RESOURCE DEPARTMENT

Mission of HR department:

To evolve HR practices that ensure competence and employee

satisfaction.

Duties

Salary administration

Maintenance of statutory compliance

Maintenance of employees details

General administration

Maintenance of insurance for all company vehicles, and all other insurance

like workmen compensation, GPF, health, travel shield policy, plant and

machinery etc except insurance related to wind mills.

THE ROLES OF HR PERSONNEL ARE:

To collaborate with the senior management to formulate effective human

resource strategies, policies and programs to support the Organizations goals

and objectives, improve the effectiveness of management processes and

address employees needs.

To provide the functional/divisional heads with the information, tools, systems

and support services that enable them to effectively manage and develop their

human resources to achieve departmental goals


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To make available to employees information, tools, systems and support

services that enable them to progress their careers in alignment with the goals

of the Organization.

THE HR FUNCTION IS MANAGED THROUGH THE

FOLLOWING KEY PROCESSES

HRD

HUMAN

RESOURCE

PLANNING

SEPARATION

PERFORMANCE

MANAGEMENT

TRAINING &

DEVELOPEMENT

INDUCTION

RECRUITMENT


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THE PERFORMANCE MANAGEMENT SYSTEM IN GRAMPUS

PHARMACEUTICALS

The Performance Management System is an ongoing communication process

that is undertaken in partnership between the Appraiser and the Appraisee. This

partnership is undertaken with the primary objective of achieving the Organization

goal, namely, Improved Performance and Results. This process also helps in providing

clarity within the Organization of what is expected and how they are to be achieved.

The method adopted in Grampus Pharmaceuticals is Management By Objectives

(MBO)

The period of Appraisal is generally 1st June to 31st May, each year with one interim

informal review in the month of December

The 4 main activities of the Performance Management System in Grampus

Pharmaceuticals are:

1. PLANNING

2. MANAGING

3. REVIEWING

4. REWARDING

1. PLANNING:


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Planning involves identification and agreement of the goals with the Appraiser,

while understanding the resources, interdependency and constraints for the job. Along

with the goals competencies, work habits and special Achievements are also identified.

GOALS

Goals or Targets represent what the appraisee is accountable for and in how much

period they are expected to deliver.

GOAL SETTING:

I. Identify major goals related to the job

The Appraiser and the Appraisee should identify the key goals that are

achievable. There should be focus on only 5-6 goals for a year. Having more number

of goals will divert the attention from the major priorities of the job.

Types of Goals

a) Operational Goals: These relate to outputs expected of routine, activity

based

Example: Production Target for a Month/Quarter/Year

b) Project/ Assignment Goals: These relate to specific short term or long

term

1. initiatives as part of the responsibilities of the job

Example: Connecting all the Wind Mills by the end of 2006

c) Self Development Goals: These relate to individual development, where

one can earmark the areas of development, either in technical or soft skills


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Example: Acquiring knowledge of Scientific Modeling of Sites by

December 2006

d) People Goals: These relate to interpersonal relationship, inter departmentinterface, team work etc.

Example: Improving Customer Satisfaction Index by 20%

e) Quality Goals: These are related to introducing processes or following the

defined processes and systems in the area of work.

Example: Following the processes and ensuring there are no non

conformance reports during quality audits

II. Writing the goals

The goals that are set should have SMART characteristics

Specific

Measurable

Agreeable

Realistic

Time-Bound

COMPETENCIES

A Competency is knowledge, attribute or underlying characteristic of a person that

enables him to deliver superior performance in a given job or role or situation.

Competencies represent HOW a particular job needs to be done.

Example: When a Marketing Department Employee is given a target of increasing

the sales volume ( 500MW by 2007) then the competency which is seen in him during

the Appraisal period is whether he is RESULT ORIENTED or not.

WORKHABITS


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In few kind of jobs work habits play a major role. They should be considered during

the Appraisal Period to improve his performance and to meet the Organizations

Objectives.

They include: Punctuality

Uninformed and Frequent Absenteeism

Clean and neat performance

Politeness

Flexibility in accepting work from people

Speed in completion of job

SPECIAL ACHIEVEMENTS

Special Achievements represents those incidents or occasions where an

employee contributes in a significant way, far beyond the call of duty. These are

special and are not pre-planned.

2. MANAGING:

This is the critical part in the entire Performance Management Process. In this

stage Appraiser explains various goals, their importance and the necessity for an

employee to meet/exceed pre-agreed levels of performance.

Managing is the process where an employee is guided and encouraged to improve

performance and achieve targets. There should be openness to give/ receive feedback,

to advice, counsel, explanations etc

3. REVIEWING:

are structured opportunities to provide performance feedback to the Appraisee

and set the goals for the upcoming period. These are conducted periodically as per

fixed schedule.


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This process is effective only if the Appraisee get regular feedback from the Appraiser

about the quality of the work.

4. REWARDING:

Rewarding to the employees is done based on the Performance Appraisal

Rating given to the employees. There will be no automatic increase in compensation

and promotions as the employees gain experience. All the increments or promotions

are purely based on the performance rating of the employees, Companies Performance

criteria, Market Situations and some other policies

EVALUATION OF THE EMPLOYEES PERFORMANCE

In the process of evaluation of the employee performance, employees are

allowed to rate themselves on a scale of 1-4 (1 being the least and 4 being the highest),

and then during the Appraisal Interview, the employee Appraiser gives the ratings on

the scale of 1-4 based on his performance in achieving Goals, Competencies, Work

Habits and Special Achievements. The rating given by the Appraiser is considered the

evaluation purpose.

Based on the ratings given to them on Goals, Competencies, Work Habits and Special

Achievements and the weightages given to Goals, Competencies, Work Habits and

Special Achievements, their composite rating(score) is calculated. This score is

considered as the final rating.

WEIGHTAGE DISTRIBUTION

Weightage of Goals : 60%

Weightage of Competencies : 30%

Weightage of Work habits : 10%

A discretionary weightage of 10% on special achievements can also be given


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Employees performance is rated on a scale of 1 to 4 based on the ratings given to

them by their Appraiser where the representations of the scores are as follows:

1. Poor

2. Average

3. Good

4. Outstanding.

RESULTS OF RATING

According to this rating, and the deviations in the employees current salary

and the market value, his Increments/ Promotions are decided.

If he is found that he is capable person of handling more duties then he is given

more responsibilities

.If the employees rating is found average, then the weakness of the employees

are identified and accordingly training is given to the employees

If the employees performance is found to be poor then he may be removed

from the job

Along with this performance appraisal form the seniors are suggested which areas are

in strength these people as well as weaknesses these suggestions are taken into

consider according that training is conducted to the members in the organization. In


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this way Grampus Pharmaceuticals is started the training and development of the

employees.

DATA ANALYSIS&

INTERPRETATION

CHAPTER IV


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&&

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

1. Is Training and Development given adequate importance in your

organization?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSE

1 To a great extent 38 38%

2 To a reasonable extent 44 44%

3 To a small extent 18 18%

4 Not at all __ __

TOTAL 100 100%


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38

44

160

To a great extent

To a reasonable extent

To a small extent

Not at all

INTERPRETATION

It was found through the response of a major number of employees that, Training was

given a reasonable importance in the organization followed by many to a great extent

and some to a small extent.

2. Have you experienced any improvement in your self-confidence levels

after attending the Training Programmes?





4 Not at all 08 08%

TOTAL 100 100%


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30

48

14

8

To a great extent


To a small extent

Not at all

INTERPRETATION

It was found from the response that major number of respondents experienced

improvement in their self-confidence levels to a reasonable extent followed by many

to a great extent and some to a small extent. It was even found that a little number of

respondents did not find any improvement in their self-confidence levels.


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3. Do you think the Training Programmes are relevant to your work

environment?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSE1 To a great extent 20 20%



4 Not at all 08 08%

TOTAL 100 100%

20

64

8

8

To a great extent


To a small extent

Not at all

INTERPRETATION

It was found from the response that major number of respondents felt that the Training

Programmes were relevant to the work environment to a reasonable extent followed by

some to a great extent and very little respondents to a small extent and some even felt

that the Training Programmes were not at all relevant to the work environment.

4. Were you given prior idea about the training topic when you were nominated

for a Training Programme?


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1 Yes 58 58%

2 No 40 40%

3 Not aware 02 02%TOTAL 100 100%

20

64

8

yes

no

not aware

INTERPRETATION

It was found that from the response that major number of respondents were given

prior idea about the training topic while some responded that they were not given

prior idea the training topic when they were nominated for a Training Programme

and a very little percentage of respondents said that they were not aware of it.


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5. What type of Training Programmes you basically attend?


1 Behavioral 40 36.36%

2 Environmental 06 05.45%3 Functional 20 18.18%

4 All four areas 44 40%

40

6

20

44Behavioral

Environmental

functional

all four areas

INTERPRETATION

It was found that many respondents attended for the Training Programmes in all

the four areas followed by Behavioral, Functional and Environmental. Some

employees attended for the Training Programmes in two areas also.


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6. Are there any changes occurred in the pattern of Training Programmes

conducted to you in past five years?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSE1 To a great extent 16 16%



4 Not at all 10 10%

5 Not Applicable 12 12%

TOTAL 100 100%

16

42

20

10

12

To a great extent

to a reasonable

to a small extent

not at all

not applicable

INTERPRETATION

It was found from a major number of respondents that changes occurred in the pattern

of Training Programmes conducted in past 5 years to a reasonable extent followed by

some to a small extent and some to a great extent. There are less number ofrespondents who said that there were no changes in the Training Programmes from

long time. Some employees did not respond, as their service in the organization is only

a few months.


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7. How is the feedback collected?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSES

1 Questionnaire 100 100%

2 Interviews __ __ 3 Tests - -

TOTAL 100%

questionnaireintervies

test

INTERPRETATION

It was found from the respondents that feedback is collected through Questionnaires to

a great extent followed by Tests to a small extent. Some said that feedback is collected

both by Questionnaires and Tests, but no one responded to Interview feedback. So,

feedback is not collected through interviews.


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8. Is your feedback considered for further Training Programmes organized?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSES

1 Yes 40 40%

2 No 20 20%3 Not Aware 40 40%

TOTAL 100 100%

40

20

40

yesno

not aware

INTERPRETATION

It was found that many number of respondents felt that their feedback is considered for

further Training Programmes while some felt that their feedback is not taken into

consideration. The remaining employees were not aware or not able to say whether

their feedback is taken into consideration or not.


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9. When did you recently attend a Training Programme?


1 1-3 months back 12 12%

2 3-6 months back 28 28%3 6-9 months back 16 16%

4 9-12 months back 44 44%

TOTAL 100 100%

12

28

16

441-3 months back

3-6 months back

6-9 months back

9-12 months back

INTERPRETATION

It was found from the respondents that most of them have attended the Training

Programmes 9-12 months back followed by 3-6 months, 6-9 months and lastly 1-3

months back. Some employees even did not attend a Training Programme from past

two years.


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10. Is the Training Policy adopted by your organization well designed and

shared?

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSE1 Agree 68 68%

2 Disagree 18 18%

3 Strongly agree 04 04%

4 Strongly disagree 10 10%

TOTAL 100 100%

68

14

4

10

agree

disagree

strongly agree

strongly disagree

INTERPRETATION

It was found from the response that most of the respondents agreed and strongly

agreed with the Training Policy adopted by the organization. It was even found that

some of the respondents responded that they strongly disagree with the organizations

Training Policy.


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11. Is Training and Development a motivating factor in your organization?



2 To a reasonable extent 58 58%3 To a small extent 24 24%

4 Not at all 06 06%

TOTAL 100 100%

12

58

24

6

To a great extent

to a reasonable

to a small extent

not at all

INTERPRETATION

It was found that major number of respondents felt that Training and Development is a

motivating factor in Grampus Pharmaceuticals to a reasonable extent, followed by

many to a small extent, some to a great extent. But a little number felt that Training

and Development is not a motivating factor in the organization.

12. Were you satisfied with the Training Programmes you have attended?


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4 Not at all __ __

TOTAL 100 100%

22

64

140

To a great extent

to a reasonable

to a small extentnot at all

INTREPRETATION

It was found from the respondents that major numbers of employees were satisfied

with the Training Programmes followed by some to a great extent and a little number

to a small extent. But no one was dissatisfied with the Training Programmes of

GRAMPUS PHARMACEUTICALS.

13. Your overall rating of the Training Programmes conducted by Grampus

Pharmaceuticals

S.NO OPINION NO. OF RESPONDENTS % OF RESPONSE1 Excellent 22 22%


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2 Good 46 46%

3 Satisfactory 26 26%

4 Poor 06 06%

TOTAL 100 100%

22

46

26

6

excellent

good

satisfactory

poor

INTERPRETATION

It was found from the response that major number of respondents felt, the overall

rating to the Training Programmes is good followed by some to a satisfactory level.

Some felt that the Training Programmes of GRAMPUS PHARMACEUTICALS were

excellent while the remaining felt that the Training Programmes were poor.

14. How is the work environment in Grampus Pharmaceuticals?


1 Excellent 18 18%

2 Good 52 52%

3 Satisfactory 24 24%

4 Poor 06 06%TOTAL 100 100%


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18

52

24

6

excellent

good

satisfactory

poor

INTREPRETATION

It was found from the employees that the work environment in Grampus

Pharmaceuticals is good to a great extent followed by some at a satisfactory level.

Some felt that the work environment is excellent while the remaining felt that the work

environment is poor.


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15. Effectiveness of Training Programmes in the organization

After careful observation, the effectiveness of training programmes is found through

the employees

S.NO OPINION % OF RESPONSE

1 EXCELLENT 20%

2 VERY GOOD 67%

3 SATISFACTORY 11%

4 POOR 2%

20

67

112

EXCELLENT

VERY GOOD

SATISFACTORY

POOR

Job satisfactions of respondents in the organization


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Table 4.6

Choice No. of Respondents Percentage

Yes 90 90

No 10 10

Inference :

Table 4.6 reveals that 90% employees in the organization were satisfied with

their job and 10% employees were not satisfied with their job.


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FINDINGS, SUGGESTIONS

AND CONCLUSION

CHAPTER V


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FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

FINDINGS

Findings are the essence of the study. In the time frame of my training I found certain

results. That are:

The company gives preference to "on the job training procedure".

The company uses recommendation from present employee for the

improvement in training procedure.

The company has provision for the training & development programme for all

the workers working in the organisation.

About 81% of the workers find training & development programme beneficial.

19% of the workers find training & development programme wasteful.

About 71% of the employees showed interest in training.

29% of the employees had low level interest towards training & development

programme.

60% of the employee have notion not to exceed duration of training more than

three months.

But some of the employees think it to schedule towards the duration of six

months and more.

84% of workers are interested in job related training.

16% have low level interest in job related training.

About 90% of the employee feel that training benefit them and help them

grooming up their skills.

Only few did not find it successful.

About 15% find non-job related training be useful.


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RECOMMENDATIONS

Recommendations are very necessary for an organisation to revamp and to hone the

skills of its workforce and hence accelerating its productivity, efficiency and

effectiveness.

Company should use fair and just training procedures.

Company should use performance test for evaluating the success of training

procedure.

Policies regarding training should be flexible so that necessary changes can be

brought as and when necessary.

Company should try to motivate its employees for active participation in

training programmes.

Time to time surveys should be done so as to improve training programme

methods.

Congenial environment should be imparted for workers and employees as they

are the assets of the organisation.

Regular checks and vigilance should be done for the effective training

programme.

Certain personality development programmes should be conducted for the

betterment of the manpower in the organisation.

Sports and recreational facilities should be started so as to improve the

disguised talents of the workers.

Certain awards and appreciation during training and their job would bring

wonders of course.


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FINDINGS

Most of the employees have attended the training programmes.

Majority of the employees have gained sufficient information from the training

programme.

Majority of the employees help others to perform better in the organisation.

Most of the employees are satisfied with the training programme conducted in

the organisation.

Most of the employees agree that training and development programme

improve their skill and ability.

Major portion of the employees prefer superiors to conduct training

programme.

Major portion of the employees says that the training programme in the

company is good.

Majority of the employees have able to meet company expectations after the

training programme to an extent.

Most of the employees in the organisation think that training programme will

able to take on emerging challenges.

Majority of the employees have prefer for external trainings.

Majority of the employees think that training programme minimizes the

accident and damage of equipments partially.

Training and development programs at Reliance Communications is aimed at

systematic development of knowledge, skills, attitude and team work.

The majority of employees fall under age group of 40 years and above who

enjoys more experience with regard to their responsibility.

Maximum respondents have undergone training program in the last year. But it

is only showing 66% of the respondent are satisfied with the training duration


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The employees are not aware about the criteria of selection for Training. 42%

of the employees are selected randomly for the training programme and no

other proper method is followed

The Trainee has to know the objectives of Training before selection. Only 87%of the employees are aware about the objective of training when being selected.

Knowledge is the important factor for any kind of learning. It gives an idea to

employee about the subject matter. 40% said that the training imparted is only

helping to some extent in gaining the knowledge, not to the full extent.

Training is given to employees by recognizing their area of deficiency. No

training is imparted to the employees on the basis of giving promotion upon

completion.

SUGGESTIONS

There should be greater effort taken by the company for conducting

training and development of employees especially the areas where the

company considers vital.

There should be a discussion among the employers and management

before conducting the training programme.


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Refresher courses or other crash courses should be given to the

employees time to time to keep pace with the change of technology.

Newly recruited employees require training to perform their task

effectively such as class room training, job training, self development training

etc.

The learning conditions are carefully controlled and qualified

instructions are employed. The trainees are away from the noise and work

pressure on the shop floor.

The trainee should be provided with regular, constructive feedback

concerning his progress in training and implementation of the newly acquired

abilities.

Specific training objectives should be outlined on the basis of the type

of performance requires achieving organizational goals and objectives.

The training programme should be planned so that it is related to the

trainees previous experiences and background.

Attempt should be made to determine if the trainee has the intelligence,

maturity and motivation to successfully complete the training programme.

It should be recognized that all the trainees do not progress at the same

rate. Therefore, flexibility should be allowed in judging the rates of progress in

the training programme.

If possible, the personal involvement or active participation of the

trainee should be got in the training programme. He should be provided withopportunity to practice the newly needed behavior norms.

As the trainee acquires new knowledge, skills or attitudes and applies

them in job situations, he should be significantly rewarded for his efforts.

The trainee should be provided with personal assistance when he

encounters learning obstacles.


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CONCLUSIONS

In conclusion, it may be said that armed with a knowledge of how people

learn the strengths and weakness of different management development programmes

and the latest concepts available, trainers and supervisors can devise programme that

can effectively result in inter-personal behaviour modification. Concentration on

support programmes involving records, feedbacks, and the reshaping of organisational

climate will furthur enhance the probabilities of success of training and development

programmes and improvement in interpersonal relations.

The human resource executives should be exposed to lot of management

programs

More experienced and senior executive should be involved in training sessions

and

for experience sharing sessions

The duration of the Training programme should increase


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The employees should aware about the criteria for selection and they should

aware

about the objectives of training when being selected.

Training should be more relevant to the job and need contribute to traineesknowledge to the fullest extent.

Training also to imparted to the employee based on giving promotion, not just

only for the employees who are found inefficient. This helps in motivating the

employees and maintain the effectiveness of training.

It is found that 87% of the total respondents feel that their supervisor strictly

following the standard format of performance review and 13% of the

respondents feel that the standard format is not being followed

The time spent by the supervisor for the discussion on the performance review

is 10-20 minutes for 35% of the associates; no time was spend by the

supervisor for 5% of associates and 20 minutes and above time was spent by

the supervisor for 60% of the associates.

There is a feeling that 55% of the total respondents agree that their supervisor

takes the performance appraisal process seriously, 35% of the respondents

strongly agree, 5% disagree and another 5% of the respondents strongly

disagree

53% of the total respondents strongly agree that they can share thoughts and

feelings freely with the supervisor and 47% of the respondents just agree

It is evident that 60% of the respondents agree that their discussions with their

supervisor are fruitful, 30% agree and 10% of the respondents disagree with

this


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I found that 87% of the total respondents agree they and their supervisor

mutually arrive a t final rating and 13% of the respondents do not agree with

this

It is found that 88% of the total respondents agree that they get guidance in

understanding the process of performance review from their supervisor and

only 12% disagree with this

It is learned that 63% of the total respondents believe that their goals are

SMART and 37% believe that their goals are not SMART

The survey reveals that only 55% of the associates have completed their mid-

year review. 45% of the associates have not yet completed their mid-year

review; this is due to the reason that their supervisors could not spend time for

review.

It denotes that 60% of the total respondents taken as 100%, 75% of them say

that their supervisors identify training needs after the mid-year review and 25%

disagree with this.

It shows that 54% of the respondents say that their mid-year appraisal has

helped them to do their job better, 33% say that it has greatly helped them and

13% disagree with this statement.


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SUGGESTIONS

To appraise the employees twice in a year so that the employees performance

will become better in the coming year, instead of one year.

Data of the appraisal should be written immediately after completion of the

appraisal process. Then their will be no loss of data about the employees

performance and analysis can be done properly

Other attributes must be identified to measure the performance such as

interpersonal skill, avoiding conflict, situational behavior can be rated.

Reward and performance should be linked. The person getting highest rating

should be given reward as an incentive package

Proper counseling and support should be given by the management to improve

the performance of the employees

Identify proper training needs for those who have undergone mid-year review.

Make sure that the mid-year appraisal must be useful to them in achieving the

objectives of the Organization

After the mid-year review the training needs that are identified should be

completed within that year. Then the associates will satisfy about their

performance of the job. These training programs should be organized during

unseasons

An influential person and who has popularity among employees should provide

awareness of the system and motivate employees to participate in the meetings


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The incentives provided for good performance must be a motivating factor for

a better performance

There is a feeling that this system is not fully utilized to recognize the

performance of the associates. So, top management should create seriousness

towards the performance management system

The performance management system that is being follows is very well

designed. But there should be no delay in its implementation practically

The parameters on which the performance is assured should be more logical

and analytical.


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CONCLUSION

From the opinions, views and response of the employees on this study, I

conclude by saying that most of the employees of hold a positive view on the

effectiveness of the Training programmes in the Organization.

In todays competitive era, Organizations need to have more and more trained

performing people to reach its appropriate goal.

There is consistency in rating the performance of the individuals. Employees

are co-operative in improving the productivity. Skills of the employees are being wellrecognized and are given a chance to prove their work. This motivates them to work

for the Organization to achieve the target set before them

Hence I conclude with a positive note on the study by saying that the

Organization with the implementation of suggestions and by developing a multi prone

strategy covering all the aspects of Training would become a benchmark for the rest

of the firms in this field.


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BIBLIOGRAPHY

BOOK AUTHOR

A. C.B.MAMORIA Personnel Management

B. L.M.PRASAD Principles and Practice

of

Management

C. P.SUBBA RAO Essentials of HumanResource Management

&

Industrial Relations

D. C.R.KOTHARI Research Methodology


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ANNEXURE

CHAPTER VI


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ANNEXUREQUESTIONNAIRE

Survey on Training as HRD tool GRAMPUS PHARMACEUTICALS

(As a part of our project work)

NAME:

DESIGNATION:DEPARTMENT:

1) Is Training and Development given adequate importance in your

organization?

a) To a great extent

b) To a reasonable extent

c) To a small extent

d) Not at all

2) Have you experienced any improvement in your self-confidence levels after

attending the Training Programmes?



c) To a small extentd) Not at all

3) Do you think the Training Programmes are relevant to your work

environment?



c) To a small extentd) Not at all


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4) Were you given prior idea about your training topic when you were

nominated for a Training Programme?

a) Yesb) No

c) Not aware

5) What type of Training Programmes you basically attend?

a) Behavioral

b) Environmental

c) Functional

d) All four areas

6) Are there any changes occurred in the pattern of Training Programmes

conducted to you in past five years?




d) Not at all

7) How is the feedbackcollected?

a) Questionnaire

b) Interviews

c) Tests

8) Is yourfeedback considered for further Training Programmes organized?

a) Yes

b) No

c) Not aware


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9) When did you recently attend a Training Programme?

a) 1-3 months back

b) 3-6 months back

c) 6-9 months backd) 9-12 months back

10) Is the Training Policy adopted by your organization well designed and

shared?

a) Agree

b) Disagree

c) Strongly agree

d) Strongly disagree

11) Is Training and Development, a motivating factor in your organization?




d) Not at all

12) Were you satisfied with the Training Programmes you have attended?




d) Not at all

13)Youroverall rating of the Training Programmes conducted by Grampus

Pharmaceuticals.

a) Excellent

b) Good

c) Satisfactory

d) Poor


78/78

14) How is the work environment in Grampus Pharmaceuticals?

a) Excellent

b) Good

c) Satisfactoryd) Poor

15) Effectiveness of Training Programmes in the organization

a) Excellent

b) Very good

c) Satisfactory

d) Poor

THANK YOU

grampus pr 2 oct

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