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Training & Development at NSL Sugars
CHAPTER 1
1.1INTRODUCTION
Human resource management is the strategic and coherent approach to the effective and
efficient management of people in a company or organization such that they help their
business gain a competitive advantage. It is designed to maximize employee performance
in service of an employer’s strategic objectives. Human resource management is
primarily concerned with the management of people within organizations, focusing on
policies and systems.
HR departments are responsible for overseeing employee-benefits design, employee

recruitment, training and development, performance appraisal, and reward management,
such as managing pay and employee benefits systems. HR also concerns itself with
organizational change and industrial relations, or the balancing of organizational practices
with requirements arising from collective bargaining and governmental laws.
I was assigned the title “Training and development”. My topic is concerned with the
employee’s development at NSL sugar industries. Employees training tries to improve
skills, or add to the existing level of knowledge so that employee is better equipped to do
his present job, or to prepare him for higher position with increased responsibilities.
However individual growth is not and ends in itself. Organizational growth need to be
measured along with individual growth.
BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 1

Training refers to the teaching or learning activities done for the primary purpose of
helping members of an organization to acquire and apply the same. Broadly speaking
training is the act of increasing the knowledge and skills of an employee for doing a
particular job. In today’s scenario change is the order of the day and the only way to deal
with it is to learn and grow.
Training and development in Human Resource Management (HRM) refers to a system of

educating employees within a company. It includes various tools, instructions, and
activities designed to improve employee performance. It’s an opportunity for employees
to increase their knowledge and upgrade their skills.
I felt necessary in knowing and understanding the process of training and development
and it’s strategies in NSL Sugar Factory, Bhusnoor.
The topic Training and development were chosen with great interest to know how the
NSL Sugar Factory, Bhusanur is giving training to its employees and how where it’s
effective in development of its employees.

1.2 OBJECTIVES OF THE STUDY

 To study the effectiveness of training in overall development of skills of
workforce.
 To study the impact of training on workers.
 To study the changes in behavioural pattern due to training.
 To find out new methods of training and development in NSL sugar factory,
Bhusanur.

1.3 SCOPE OF THE STUDY

The scope of training depends upon the categories of employees to be trained. As we all
know that training is a continuous process and not only needed for the newly selected
personnel but also for the existing personnel at all levels of the organisation.
The importance of training and development:

 Creating a Highly Skilled, Motivated and Enthusiastic Workforce.
 Healthy Work Environment.
 To Improve Quality of Work.
 Training future leaders.
 Improving company culture.

1.4 RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select,
process, and analyse information about a topic. In a research, the methodology section
allows the reader to critically evaluate a study’s overall validity and reliability.
To carry out the study of the topic, “Training and development '', it was felt appropriate to
use both primary and secondary data source. To gather data used both primary and
secondary data collection methods primary data.
All the results were incorporated and important findings, observations were discussed for
gaining the insight and offering the suggestions.
DATA COLLECTION METHOD

I. Primary data collection method.
Primary data refers to data collected from first-hand experience directly from the main
source. It refers to data that has never been used in the past. The data gathered by
primary data collection methods are generally regarded as the best kind of data in
research.
1. Observations.
2. Oral Histories.
II. Secondary data collection method.

Secondary data refers to data that has already been collected by someone else. It is much
more inexpensive and easier to collect than primary data.
1) Internet.
2) Journals.
3) Records.

1.5 LIMITATIONS OF THE STUDY

 Sample size is limited.
 The result of the study are based on assumptions that all the information provided
by the respondent is correct.
 Due to lack of awareness, educational background and environmental factors the
respondents were unable to share their view.
 Most of the aspects will kept confidential and not reverted.

CHAPTER – 2
THEORETICAL BACKGROUND
Human resource management (HRM or HR) is the strategic and coherent approach to the
effective and efficient management of people in a company or organization such that they
help their business gain a competitive advantage. It is designed to maximize employee
performance in service of an employer’s strategic objective. Human resource
management is primarily concerned with the management of people within organizations,
focusing on policies and systems.
HR departments are responsible for overseeing employee-benefits design, employee

recruitment, training and development, performance appraisal, and reward management,
such as managing pay and employee benefits systems.HR also concerns itself with
organizational change and industrial relations, or the balancing of organizational practices
with requirements arising from collective bargaining and governmental laws.
The human resources field began to take shape in 19 th century Europe. It was built on a
simple idea by Robert Owen (1771–1858) and Charles Babbage (1791-1871) during the
industrial revolution. These men concluded that people were crucial to the success of an
organization. They expressed the thought that the well-being of employees led to perfect
work; without healthy workers, the organization would not survive.
The overall purpose of human resources (HR) is to ensure that the organization is able to
achieve success through people. HR professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in
finding, recruiting, selecting, training, and developing employees, as well as maintaining
employee relations or benefits.
Training and development professionals ensure that employees are trained and have
continuous development. This is done through training programs, performance
evaluations, and reward programs. Employee relations deals with the concerns of

employees when policies are broken, such as cases involving harassment or

discrimination.
Managing employee benefits includes developing compensation structures, parental leave

programs, discounts, and other benefits for employees.
TRAINING AND DEVELOPMENT:

Training and development initiatives are educational activities within an organization that
are designed to improve the job performance of an individual or group. These programs
typically involve advancing a worker’s knowledge and skill sets and instilling greater
motivation to enhance job performance.
Employee training and development offers a company’s human capital the chance to
cultivate their skills and improve their performance, with both current and future roles in
mind. The upshot is increased productivity, motivation, and without a doubt, a boost for
results.
Human resource manager provide an Efficient Orientation Program to New Employees.

This training involves familiarizing employees with the company’s culture and goals, as
well as the company’s expectations from its employees and what employees expect from
the company.
The purpose of HR development is to provide the ‘coaching’ needed to strengthen and

grow the knowledge, skills, and abilities that an employee already has. The goal of
development and training is to make employees even better at what they do.

4 M OF MANAGEMENT
The 4M is a method that allows to identify and group causes that impact to a specific
effect. 4M categories (Material, Method, Machine, Man) It is a good, intermediate tool of
problem analysis.
1. Manpower
2. Machine
3. Method
4. Material
1. Manpower (Skill, Technology, Organization, Resources)

Do our associates have the skill (and the will) to do what is expected of them
safely, consistently and effectively?
Human skills are necessary for building successful relationships, teams, and
organizations. You have to know how to communicate in different situations
and with different people.
The employees are the true assets of an organization. They are the ones who
contribute effectively towards the successful functioning of an organization.
They strive hard to deliver their level best and achieve the assigned targets
within the stipulated time frame.
Technology helps increase the efficiency of systems, products and services.

It helps track and streamline processes, maintain data flow and manage
contacts and employee records. In fact, this increased efficiency in operation
helps reduce costs as well as enable the business to grow rapidly.

2. Machine (Equipment)
Are our machines capable of safe and reliable output at the desired quality and rate? Do
breakdowns, defects or unplanned stoppages inhibit their ability to meet that goal?
Injuries can also occur due to machinery becoming unreliable and developing faults or
when machines are used improperly through inexperience or lack of training. So that the
training is necessary to man for how to operate.
Before they start using any machine they need to think about what risks may occur and
how these can be managed.
Ensure every static machine has been installed properly and is stable (usually fixed
down).Produce a safe system of work for using and maintaining the machine.
Maintenance may require the inspection of critical features where deterioration would
cause a risk. They should also look at the residual risks identified by the manufacturer in
the information/instructions provided with the machine and make sure they are included
in the safe system of work.
3. Method (Process, Schedule, Procedure)

Do we have standard work methods in place which ensure and support consistent, safe
production?
Machine or equipment operations, cleaning procedures, safety measures and packing
protocols; less obvious examples can include customer service scripts, design processes
and teaching (or training) frameworks.
4. Material (Information, Raw Materials, Consumables, Quality)

Do they meet the required specifications – are there no defects and shortages? Is excess
handling or movement reduced or eliminated? Are they stored appropriately?

TOTAL PRODUCT MAINTAINANCE

Total productive maintenance (TPM) started as a method of physical asset management,
focused on maintaining and improving manufacturing machinery in order to reduce the
operating cost to an organization.
It include 8 Activities of TPM that required participation from all areas of manufacturing
and non-manufacturing in the concepts of lean manufacturing. TPM is designed to
disseminate the responsibility for maintenance and machine performance, improving
employee engagement and teamwork within management, engineering, maintenance, and
operations.
The goal of TPM is the improvement of equipment effectiveness through engaging those
that impact on it in small group improvement activities. Total quality management
(TQM) and total productive maintenance (TPM) are considered as the key operational
activities of the quality management system. In order for TPM to be effective, the full
participation of entire organisation from top to frontline operators is highly vital. This
should result in accomplishing the goal of TPM: “Enhance the volume of the production,
employee morals, and job satisfaction.”
The main objective of TPM is to increase the Overall Equipment Effectiveness (OEE) of
plant equipment. TPM addresses the causes for accelerated deterioration and production
losses while creating the correct environment between operators and equipment to create
ownership.
OEE has three factors which are multiplied to give one measure called OEE
Performance x Availability x Quality = OEE

PILLARS OF TPM:
The eight pillars of TPM are mostly focused on proactive and preventive techniques for
improving equipment reliability:
1. Autonomous maintenance -Operators who use all of their senses to help
identify causes for losses.
2. Focused improvement - Scientific approach to problem solving to eliminate
losses from the factory.
3. Planned maintenance – Professional maintenance activities performed by
trained mechanics and engineers
4. Quality maintenance – Scientific and statistical approach to identifying
defects and eliminating the cause of them
5. Early/equipment management – Scientific introduction of equipment and
design concepts that eliminate losses and make it easier to make defect free
production efficiently.
6. Education and training –Support to continuous improvement of knowledge
of all workers and management.
7. Administrative & office TPM – Using total productive maintenance tools
to improve all the support aspects of a manufacturing plant including production
scheduling, materials management and information flow, As well as increasing
moral of individuals and offering awards to well deserving employees for
increasing their morals.
8. Safety health environmental conditions- With the help of these pillars,
we can increase productivity. Manufacturing support.

IMPLEMENTATION OF TPM
Following are the steps involved by the implementation of TPM in an organization.
 Initial evaluation of TPM level.
 Introductory Education and Propaganda (IEP) for TPM.
 Formation of TPM committee.
 Development of a master plan for TPM implementation.
 Stage by stage training to the employees and stakeholders on all eight pillars of
TPM.
 Implementation preparation process.
 Establishing the TPM policies and goals and development of a road map for TPM
implementation.
The steering committee should consist of production managers, maintenance managers,

and engineering managers. The committee should formulate TPM policies and strategies
and give advice.
This committee should be led by a top-level executive. Also a TPM program team must
rise, this program team has oversight and coordination of implementation activities. As
well, it’s lacking some crucial activities, like starting with partial implementation. Choose
the first target area as a pilot area, this area will demonstrate the TPM concepts. Lessons
learned from early target areas/the pilot area can be applied further in the implementation
process.

CHAPTER-3
COMPANY PROFILE
NSL Sugars Limited (NSL) is one of the most efficient integrated sugar companies in
south India and a sugar arm of ‘NSL’ group. NSL Group entered the ‘sugar’ industry as
part of their diversified interests in agro- commercial crop business.
NSL Sugars Ltd was established as an associate company of NSL group in the year of
2003-04 with the vision that the real scope for economic activity lies in agro-based
Industry in rural India. Today, NSL Sugars is amongst the top ten sugar companies in
India with five integrated sugar complexes across Karnataka, Telangana & Maharashtra
states producing sugar (27000 TCD), Cogeneration power (152MW), Distillery (280
KLPD) and organic manure products & Bio fertilizer products (300 MTPA).
All plants are located in south India with proximity to air / sea ports to support refining
operations during off-season. All these five integrated plants are strategically located with
better cane availability prospects, higher yields & recovery rates and relatively easier
regulatory environment. This would be an important value/profitability driver for the
growth prospects of the company.

Types of sectors In India In Karnataka

Co-operative sector 327 22
Private sector 362 34
Public sector 43 02
Total 732 58
GROWTH OF SUGAR INDUSTRY

The first sugar mill in India was established in the year 1903 in Pratappur area of Deoria
district.
Sugar has been produced in India since ancient times and then it spread to other parts of
the world. Sugarcane is a native of tropical Indian subcontinent and Southeast Asia. In
India, sugarcane is planted thrice a year in October, March and July depending on part of
the country. Most of the sugar production in India takes at local Cooperative Sugar mills.
After gaining Independence, India made serious plans for overall industrial development
of sugar industry.
Sugar industry is an important agro-based industry that impacts rural livelihood of about
50 million sugarcane farmers and around 5 lakh workers directly employed in sugar mills.
Employment is also generated in various ancillary activities relating to transport, trade
servicing of machinery and supply of agriculture inputs.
India is the second largest producer of sugar in the world after Brazil and is also the
largest consumer. Today Indian sugar industry’s annual output is worth approximately
Rs.80, 000 crores.

PROFILE OF THE FACTORY
Name of the factory NSL sugars limited, Aland
Location Bhusnoor-village, Aland-TK, Gulbarga-Dist,

Karnataka.
Nearest railway station Gangapur
Nearest airport Hyderabad
Nearby towns Aland
Land area in areas 127 Acres
Capacity 7000 TCD
Year of establishment 2010
Address for correspondence NSL sugars limited, Aland Bhusnoor-village,

Aland-TK, Gulbarga-Dist, Karnataka.
Phone no. : 08477294888
Fax no. : (08440) 210200
Email: alland. nslsl@nslsugars.com
Website : www.nslsugars.com
Pin code : 585302
State : Karnataka
District : Gulbarga

BACKGROUND AND INCEPTION OF THE COMPANY:
The NSL (Nuziveedu Seeds Limited) group is an epitome of a man and his vision.
Consistent hard work and imagination have transformed his vision into an institution
which has contributed significantly to Indian agricultural and rural development.
Nuziveedu Seeds started its journey in 1973. The foundation laid by the father has been
further strengthened and built upon by his son Sri M Prabhakar Rao, who has been
leading the company since 1982.
The company has evolved over the years with core expertise in research, marketing and
supply chain to emerge as the largest seed company in India.
ORGANIZATION STRUCTURE:
Organization structure is a basic framework within which the decision behaviour of an
executive takes place. It is an established pattern of relationship among the components of
the organization.
ORGANIZATION STRUCTURE
1. Board of management
2. Board of directors
3. Secretary
4. Sales
5. Engineer
6. Store keeper
7. Medical
8. Office spot
9. Chief A/C officer
10. HR
11. Production
12. Chief chemist
13. District chemist

14. Co-chemist
BASIS OF DEPARTMENTALIZATION
 Administration department
 Production department
 Purchases department
 Stores department
 Personal department
 Finance department
 Cane department
 Sales department
PROMOTERS
CORPORATE TEAM- NSL SUGARS
Mr M. Venkatramaiah- Founder Chairman of the company
Mr M Prabhakar - Group Chairman
Mr K Ramakoteswara Rao Vice Chairman.

Mr Hari K V Joint managing Director.
Mr Basavaiah’s Whole time director.

Mr TCS Reddy – Chief operating officer.
Mr Jitendra kumar – Agm- Financial manager.
Mr Manab Mitra – Vice President (International business).

Mr Ningangouda belli – Assistant General Manager (Human Resource). Mr
Piyush Garg-General manager (Commercial).

CORPORATE HEAD OFFICE

NSL Sugar Limited, the NSL icon, 4eme floor, # 8-2-684/2/a road no. 13
Banaras Hills, Hyderabad500 0345, AP – India. Naiad: B-127, 1 st floor, Sec-2, NOIDA-
201301 (Delhi NCR).
Registered Office:
No. 60/1, 2nd cross Residency road, Banglore-560 025.
NSL Sugars Limited is part of the prestigious NSL Group. The company’s organizational
structure comprises of distinguished & experienced stalwarts on the board with Chairman,
four independent directors, two executive directors & four non-executive promoter
directors.
The constitution of Board is in line with the requirement of section 149 of the Company`s
Act, 2013 and SEBI guidelines applicable for listed companies which states that at least
one third of the Board strength should comprise of independent directors. Company is
also having the woman director as required under the provisions of the Companies Act,
2013 and as per SEBI guidelines for the listed companies.
Executive Directors
Mr PGK Dutt, Vice President & Whole Time Director
Independent Directors
Mr N. Sambasiva Rao, Independent Director
Mr K.A. Somayajulu, Independent Director
Promoters & Non-Executive Directors

Mr M Prabahkar Rao, Director
Mrs M Asha Priya, Woman Director
Mr M Venkatram Chowdary, Director

Vision
 To be one of the major players in Sugar Industry
 To create an organization that all our stakeholders are proud to be associated with
us
 To manage business with proficiency and transparency
 To involve all employees with an equal opportunity for their growth
Mission
 To transform NSL Sugars Ltd into one of the fast growing company with an
objective to reap benefits to the Investors, Employees, farmers and to the society.

CHAPTER – 4
DATA ANALYSIS AND INTERPRETATION
Table-4.1
Showing the age group of respondents
Age No. Of respondents Percentage
Less than 25 years 01 02
25-50 39 78
Above 50 years 10 20
Total 50 100
Interpretation of data:
From the above table, it is noted that 78 percent of the respondents were in age group of
25-50 years, 20 percent of the respondents were above 50 years and 02 percent of the
respondents were less than 25 years.

Chart – 4.1
Showing the age group of respondents.
No. of respondents
2%
20%
1
2
3
78%

Table-4.2
Showing gender wise classification of respondents
Sex No. Of respondents Percentage
Male 50 100
Female 00 00
Total 50 100
From the above table, it is noted that 100% of respondents were male employees.

Chart – 4.2
Showing gender wise classification of respondents.
No. of respondents
1
100%

Table- 4.3
Showing the qualifications wise classification of the respondents.
Qualifications No. Of respondents Percentage
SSLC 12 24
PUC 16 32
Diploma 9 18
Graduate 12 24
PG 01 02
Total 50 100
From the above table, it is observed that 32 percent were have completed PUC, 24
percent were SSLC, 24 percent were Graduate, 18percent have completed Diploma,
2percent were Post graduate.

Table-4.3
Showing the qualifications wise classification of the respondents.
No. of respondents
2%
24%
24%
1
2
3
4
5
18%
32%

Table- 4.4:
Showing the work experience of the respondents.
Analysis No. Of respondents Percentage

2 4
Less than 5 years
22 44
10 years and above
26 52
Above 15 years
Total 50 100
From the above table 52percent of employees are less than 15 years’ experience, 44
percent are more than 10 years of experience, and 4 percent are less than 5 years’
experience.

Chart – 4.4
Showing the work experience of the respondents.
No. of respondents
4%
1
2
3
52% 44%

Table- 4.5
Showing the income structure of the respondents.
Monthly income No. Of respondents Percent

1000- 5000 5 10
5000- 10000 20 40
10000-20000 21 42
20000 above 04 08
Total 50 100
From the above table 42 percent are having income of 10000-20000, 40 percent are
having income of 5000-10000, 10 percent are having income of 1000- 5000 and 8 percent
are having income of 20000 and above.

Chart – 4.5
Showing the income structure of the respondents.
No. of respondents
8% 10%
1
2
3
4
42% 40%

Table- 4.6
Showing does training helps to improve employee- employer
relationship.
Yes/ No No. Of respondents Percentage
Yes 47 94
No 03 6
Total 50 100
From the above data it is showed that 94% of respondents says training helps to improve
employee- employer relationship.
6% of respondents says that training will not improve the employee- employer
relationship.

Chart- 4.6
Showing the vacancies in the companies through various options.
No. of respondents
6%
1
2
94%

Table-4.7
Whether organization considers training as a part of organizational
strategy.
Particulars No. Of respondents Percentage
Strongly agree 08 40
Agree 10 50
Disagree 01 5
Somewhat agree 01 5
Total 20 100
50% of respondents consider training as a part of firm’s strategy.

Chart-4.7
Showing whether organization consider training as a part of
organizational strategy.
No. of respondents
5% 5%
1
2
40% 3
4
50%

Table- 4.8
To whom training is given more in the organization.
New staff 20 40
Junior staff 15 30
Senior staff 10 20
Based on requirement 05 10
Total 50 100
40% of new staff are given training.
10% of junior staff are given training.
40% of senior staff are given training.
10% of employees are given training based on requirements.

Chart-4.8
Showing to whom training is given more in the organization.
No. of respondents
10%
1
2
20% 40% 3
4
30%

Table- 4.9
Showing what kind of training method do you prefer.

On the job training method 10 20
Off the job training method 15 30
Both 25 50
Total 50 100
20% of respondents satisfied with on the job training method.
30% of respondents satisfied with off the job training method.
50% of respondents satisfied with both training methods.

Chart – 4.9
Showing what kind of training methods are preferred by respondents.
No. of respondents
20%
1
2
50% 3
30%

Table- 4.10
Showing what mode of training method is used in the firm.
Methods No. Of respondents Percentage
Job relation 10 20
28
Conference/discussion 14
External training 20 40
Programmed instruction 6 12
Total 50 100
20% of employees said job relation is used as a mode of training.
28% of employees said conference/discussion is used as mode of training.
40% of employees said external training is done.
12% of employees said programmed instruction is used as a mode of training.

Chart – 4.10
Showing the mode of training method is used in the firm.
No. of respondents
12%
20% 1
2
3
4
40% 28%

Table- 4.11
Showing training and development sessions conducted in your firm are
useful.
Strongly agree 20 40
Agree 15 30
Disagree 05 10
Somewhat agree 10 20
Total 50 100
40%of employees strongly agree with the statement.
30% of employees agree with the statement.
10%of employees disagree with the statement.
20% of employees somewhat agree with the statement.

Chart – 4.11
Showing training and development sessions conducted in the firm are
useful.
No. of respondents
20% 1
2
40% 3
10% 4
30%

Table-12
Showing does training helps to increase the motivational level of
employees.
Yes 48 96
No 02 4
Total 50 100
From the above table it is noted that 96% of respondents said training helps to increase
the motivational level of employees.
4% of respondents said that training will not help to increase the motivational level of
employees.

Chart – 4.12
Showing how long it takes to implement the trained process.
No. of respondents
4%
1
2
96%

Table-4.13
Showing how well the workplace of the training is physically organised .
Ratings No. Of respondents Percentage
Excellent 20 40
Good 15 30
Bad 01 02
Average 14 28
Total 50 100
40%employees said that workplace of training is organised excellently.
30%employees said workplace is good organised.
1% employees said workplace is badly organised.
28% employees said workplace is average.

Chart – 4.13
Showing how well the workplace of the training is physically organised.
No. of respondents
4 1
28%
1 2
40% 3
4
3
2%
2
30%

Table- 4.14
Showing that training increases the quality of work.
Yes 45 90
No 05 10
Total 50 100
90% of respondents have the opinion that the training increases the quality of their work.
10% of respondents have the opinion that training will not increases the quality of their
work.

Chart – 4.14
Showing the training increases the quality of work.
No. of respondents
10%
1
2
90%

Table- 4.15
Showing the time allocated for training is sufficient.
Yes 50 100
No 00 00
Total 50 100
100% of respondents were agree with the time allocated for training is sufficient.

Chart – 4.15
Showing the time allocated for training is sufficient.
No. of respondents
1
100%

Table- 4.16
Showing the importance of training and development.
Yes 49 98
No 01 02
Total 50 100
From the above table, 98% says that training and development is important, 02 % says it
is not necessary.

Chart – 4.16
Showing the importance of training and development.
No. of respondents
2
2%
1
2
1
98%

Table- 4.17
Showing whether employees were satisfied with training and
development.
Particular No. Of respondents Percentage
Yes 50 100
No 0 0
Total 50 100
From the above table, 100% were satisfied with training and development process.

Chart – 4.17
Showing whether employees were satisfied with training and
development.
No. of respondents
1
100%

Table- 4.18
Showing how often training programme are conducted in the
organization.
Every month 8 16
Every quarter 20 40
Every half yearly 15 30
Every year 7 14
Total 50 100

Chart – 4.18
Showing how often the training programme are conducted in the
organization.
No. of respondents
14% 16% 1
2
3
4
30%
40%

Table- 4.19
Showing that training helps to understand the job clearly.
Yes / No No. Of respondents Percentage
Yes 45 90
No 5 10
Total 50 100
From the above table it is observed that 90% of respondents said that training helps to
understand the job clearly.
10% of respondents said that training will not help to understand the job clearly.

Chart – 4.19
Showing that training helps to understand the job clearly.
No. of respondents
10%
1
2
90%

Table- 4.20
Showing training has helped in changing the attitude of the employees.
Yes 48 96
No 2 4
Total 50 100
From the above table it is showing that 96% of respondents said that training has helped
in changing the attitude of the employees.
4% of respondents said that training has not helped in changing the attitude of the
employees.

Chart- 4.20
Showing training has helped in changing the attitude of employees.

CHAPTER – 5
No. of respondents
2
4%
1
2
1
96%
FINDINGS
1. During the study it clears that 78% of respondents are above 25 years.
2. From the study it was observed 52% of respondents have above 15 years of work
experience.
3. During the study it was observed that organization gives more training for new staff.
4. During the study it was observed that 90% of respondents attend the training and
development program.
5. From the study it was observed that 40% of respondents says that external training
method is useful.
6. About 100% of respondents were satisfied with the time allocated for training is
sufficient.
7. From the study it was observed that 40% of respondents have the opinion that training
is useful.
8. During the study 40% of respondents are satisfied with the
Workplace of the training.
9. It is noted that 100% of respondents are accountable and authoritative in making
decision.
10. From the study it was observed that 90% of respondents have the opinion that the
training increases the quality of their work.


SUGGESTIONS
The research suggested that the training and development process in NSL Bhusnoor
(sugar factory).
 Training of every employees in an organization is well planned and effective to

the employees.
 Change plays vital role, using new technologies can improve efficiency.
 Periodically feedback should be taken from the employees about training
program.

CONCLUSION
From this observation it can be concluded that the topic training and development process
in NSL Bhusnoor (sugar factory), study to conclude that as the 92% of employees are
satisfied with training and development and which is scientific too, there is no need of
changing the training and development process of NSL Bhusnoor sugar factory.
To conclude, people are most important part of an organization and they give training and
development with effective manner. If properly trained the employees they will be an
asset to the organization.

BIBLIOGRAPHY
1. Raymond Noe, Employee training and development.
2. Journals
3. Records
WEBSITE:
1. WWW.nslsugars.com
2. WWW.google.com

QUESTIONNAIRE
Personal information:
1. Name : _________________________________________
2. Designation: _____________________________________
3. Department: _____________________________________
4. Age
a. Below 25 years
b. 25- 50 years
c. Above 50 years
5. Gender
a. Male
b. Female
6. Qualification
a. SSLC
b. PUC
c. Diploma
d. Graduate
e. Post graduate
7. Work experience
a. Less than 5 years
b. 10 years and above
c. 5 to 10 years
d. Above 15 years

8. Monthly income
a. 1000- 5000
b. 5000- 10000
c. 20000- 30000
d. 10000- 20000
9. Organization considers training and development as part of organisational

strategy. Do you agree with this statement?
a. Strongly agree
b. Agree
c. Somewhat agree
d. Disagree
10. What kind of training and development methods to you prefer?

a. On the job training method
b. Off the job training method
c. Both
11. To whom training is given more in the organization?

a. New staff
b. Junior staff
c. Senior staff
d. Based on requirements
12. Weather training and development sessions conducted in your firm are useful?
a. Strongly agree
b. Agree
c. Somewhat agree
d. Disagree

13. How well the workplace of the training is physically organised?

a. Excellent
b. Good
c. Bad
d. Average
14. Do you think the training increases quality of work?

a. Yes
b. No
15. Whether the time allocated for training is sufficient?

a. Yes
b. No
16. Do you think that the training and development programme is important?
a. Yes
b. No
17. Whether you are satisfied with training and development programme?
a. Yes
b. No
18. How often training programs are conducted in the organization?

a. Every month
b. Every quarter
c. Every half yearly
d. Every year
19. Does training helps to improve employee- employer relationship?

a. Yes
b. No

20. Does the training helps to increase the motivational level of employees?
a. Yes
b. No
21. Do you agree training has helped in changing the attitude of the employees?
a. Yes
b. No
22. Do you agree that training helps to understand the job clearly?
a. Yes
b. No
23. What mode of training method is used in the firm?

a. Job relation
b. Conference/ discussion
c. External training
d. Programmed instructions

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Training & Development at NSL Sugars

HR departments are responsible for overseeing employee-benefits design, employee

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 1

Training and development in Human Resource Management (HRM) refers to a system of

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 2

1.2 OBJECTIVES OF THE STUDY

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 3

1.3 SCOPE OF THE STUDY

The importance of training and development:

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 4

1.4 RESEARCH METHODOLOGY

DATA COLLECTION METHOD

II. Secondary data collection method.

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 5

1.5 LIMITATIONS OF THE STUDY

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 6

HR departments are responsible for overseeing employee-benefits design, employee

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 7

employees when policies are broken, such as cases involving harassment or

Managing employee benefits includes developing compensation structures, parental leave

TRAINING AND DEVELOPMENT:

Human resource manager provide an Efficient Orientation Program to New Employees.

The purpose of HR development is to provide the ‘coaching’ needed to strengthen and

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 8

1. Manpower (Skill, Technology, Organization, Resources)

Technology helps increase the efficiency of systems, products and services.

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 9

3. Method (Process, Schedule, Procedure)

4. Material (Information, Raw Materials, Consumables, Quality)

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 10

TOTAL PRODUCT MAINTAINANCE

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 11

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 12

The steering committee should consist of production managers, maintenance managers,

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 13

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 14

Types of sectors In India In Karnataka

GROWTH OF SUGAR INDUSTRY

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 15

PROFILE OF THE FACTORY

Name of the factory NSL sugars limited, Aland

Location Bhusnoor-village, Aland-TK, Gulbarga-Dist,

Nearest railway station Gangapur

Nearest airport Hyderabad

Nearby towns Aland

Land area in areas 127 Acres

Capacity 7000 TCD

Year of establishment 2010

Address for correspondence NSL sugars limited, Aland Bhusnoor-village,

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 16

BACKGROUND AND INCEPTION OF THE COMPANY:

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 17

Mr K Ramakoteswara Rao Vice Chairman.

Mr Basavaiah’s Whole time director.

Mr Manab Mitra – Vice President (International business).

BBA (Exclusively for Women) Program, Sharnbasva University, Kalaburagi Page 18

CORPORATE HEAD OFFICE

Promoters & Non-Executive Directors