TRAINING AND DEVELOPMENT

The company adopts full fludged training programmers. Company maintains a training calendar through which company forecast its training program. Off the job as well as on the job training is provided.

TRAINIG PROGRAMME

Company adopts a full-fledged training program for the employees. They provide two types of training that is for trained employees they are giving an on the job training program and for the fresh candidates they give an induction program along with the 3 month training Two types of training program are conducted. Fresh candidates are given induction training and on the job training is given to the existing employees. The effectiveness of the training is measured.

Apart from these training courses the short-term training course in pith composting using pith plus and treatment of green husk fiber using coin ret is also conducted. Short term cost in manufacturing frame mats, dyeing, bleaching the following are some of the training program conducted by the company.

Every organization needs have well-trained and experienced people to perform the activities that have to be done. If current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or a technological breakthrough requires some type of training and development efforts. As the jobs become more complex the importance of employee development also increases. In a rapidly changing society employee training and development are not only an activity that is desirable but also an activity that an organization must commit resources to it to maintain a viable and knowledge work force.

TRAINING: It is the process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. Their objective of the training is to develop specific and useful knowledge, skills and techniques. It is intended to prepare to carry out pre-determined tasks in welldefined job contexts. Training is basically a task-oriented activity aimed at improving performance in current or future jobs. The term management training connotes equipping managers with such knowledge; skills and techniques are relevant to managerial tasks and functions.

NEED FOR TRAINING OF EMPLOYEES 1. To increase productivity. 2. To improve quality. 3. To help a company to fulfill its future personal needs. 4. To improve organizational climate. 5. To improve health and safety. 6. Obsolescence prevention. 7. Personal growth. ADVANCED TRAINING COURSE

Artisans training course. Training in spinning on motorized raft. Short term training course in manufacturing of fiber mats. Dyeing and bleaching.

STEPS IN TRAINING PROGRAMMES Training program are a costly affair and a time consuming process. Therefore, they have to be drafted carefully. The following steps are to be considered. 1. Discovering the training needs. 2. Getting ready for the job. 3. Preparation of learners program. 4. Presentation of operation and knowledge. 5. Performance try-out. 6. Follow-up and evaluation of program. EFFECTIVENESS OF TRAINING 1. Training should be given to every employee, as everyone is capable of learning. 2. Interest and motive for learning should be created. 3. It should be active not passive. 4. Activeness of the employee must be appreciated, when they learn faster. 5. Time must be given to practice what has been learnt. 6. Trainees learn better when they learn on their own. 7. Success increases if an individual discuss for effective training. 8. Training should be closely related to attention and concentration. 9. Knowledge of standard or performance makes learning effective.

10. Training to be successful, it is related to trainee experience in life.

Training methods / techniques In order to achieve the training objectives successfully, it is essential that a careful choice be made from amongst a variety of pedagogical tools, techniques and training methods available for facilitating learning. Training methods and techniques can be used interchangeably as tools for enabling adult learners acquire desired knowledge, sharpen behavioral and performance skills and develop appropriate attitudes. The forms and types of employee training methods are inter-related. In fact methods are multi-faced in scope and dimensions and each is suitable for a particular situation. Employee training methods can be broadly classified into two. 1. On-the- job training 2. Off-the- job training

TABLE SHOWING THE TRAINING METHODS On-the-job training Job Instruction Training (JIT) Coaching Programmed learning Job rotation Enrichment Training center training or vestibule training Off-the-job training Lecture Conference Laboratory training Role playing Case study Seminar or team discussion In-basket

Apprenticeship

IMPROVING EFFECTIVESS OF TRAINING

The training program can be made effective and successful if the following hints are considered. 1. Specific training objectives should be outlined on the basis of the type of performance required to achieve organizational goal and objectives. An audit of personal needs compared with operational requirements will help to determine the specific training needs of individual employees. This evaluation should form a well-defined set of performance standards towards which each trainee should be considered. 2. Attempt should be made to determine if the trainee has the intelligence, maturity and motivation to successfully complete the training programmes. 3. The trainee should be helped to see the need of training by making him aware of the personal benefits he can achieve through better performance. 4. The training program should be planned so that it is related to the trainees previous experiences and background. This background should be used as a foundation for new development and new behavior. 5. Attempts should be made to create organizational conditions that one conducive to a good learning environment. It should be made clear why changes are needed. Any distractions, in the way of training environment, should be removed. The support of the upper levels of management should be obtained before applying training at lower levels. 6. If necessary, a combination of training methods should be selected so that variety is permitted and a many of the senses as possible are utilized.

7. 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 program. 8. If possible, the personal involvement or active participation of the trainee should be got in the training program. He should be provided with opportunity to practice the newly needed behavior norms. 9. As the trainee acquire new knowledge, skills or attitudes them in job situations he should be significantly rewarded for his efforts. 10. The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. 11. The trainee should be provided with personal assistance when he encounters learning obstacles.

Responsibility for training Training is the responsibility of four major main groups. Top management: - which frames the training policy. The personnel management: - which plans establishes and evaluates instructional programs. Supervisors: - who implement and apply developmental procedure. Employees: - who provide feedback, revision and suggestions for corporate educational endeavor

Types of training There are many approaches to training. We focus here on the types of training that we commonly employed in present day organization.

Skills training

This type of training is most common in organizations. The process here is fairy simple. The need for training is basic skills is identified through assessment. Specific training objectives are set and training content is developed to meet those objectives. Refresher training

Rapid changes in technology may force companies to go in for this kind of training. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive.

Cross-functional training

Cross-functional training involves training employees to perform operations in areas other than their assigned jobs. There are many approaches to cross functional training.

Team training

Team training generally covers two areas, content tasks and group processes, content tasks specify the teams goals such as cost control and problem solving. Group processes reflect the way members function as a team, for example how they interact wit each other, how they sort out differences, how they participate etc.

Creativity training

Companies like Mudra communications, Titan industries, Wipro encourage their employees to think unconventionally, break the rules, take risks, go out of the box and devise unexpected solutions. In creativity training, trainers often focus on three things ie, breaking away; generate new ideas and delaying judgment.

Diversity training

Diversity training considers all of the diverse dimensions in the work place, race, gender, age, disabilities, lifestyles, culture, education, ideas- while designing a training program. It aims to create better cross cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firms employee.

Literacy training

Inability to write, speak and work well with others could often come in the way of discharging duties. Functional illiteracy may be a serious impediment to a firms productivity and competitiveness. Functional literacy programs focus on the basic skills required to perform a job adequately and capitalize on most workers motivation to get help in a particular area.

RECRUITMENT

INTRODUCTION

The D.C.Mills recruitment goal is to attract and employ a highly qualified and diverse workforce to provide quality services to the company for long time.

EVALUATING VACANT POSITIONS

The first step in responding to a vacancy is to review the organizational needs and determine the most effective way to support the companys mission. Factors to consider when evaluating a vacant position should include the organizations current business needs, program requirements, as well as changes in the positions reporting relationship, duties and responsibilities, employment. When a position becomes vacant, this is an opportunity to determine if you should: Fill the position as it currently exists; Redesign the position based on changing needs of the organizational unit and agency;

Redistribute assigned tasks among existing staff or privatize the function; or Abolish the position and functions altogether.

Position vacancies occur for a variety of reasons besides turnover. A vacancy may result from the establishment of a position based on changing business needs or the development of a new program/services, as well as replacing an employee who is on a conditional leave without pay or long-term disability. Depending on the circumstances, company may elect to use wage or contract employees rather than fill a vacant position on a permanent basis.

DETERMINING SELECTION CRITERIA The focus of recruitment is not merely to attract candidates, but attract and hire qualified candidates. The first step in this process is to review, revise or develop a carefully prepared Employee work Profile (EWP).The EWP is the cornerstone of the recruitment process and is the basis for validating employment decisions. Using the EWP assures job relatedness for all employment decisions.Humanes Resources should review the EWP to resolve any questions prior to recruitment. The positions should be assigned to its proper Career Group and Role, and if appropriate, a hiring range assigned. The EWP should reflect the following: Core responsibility; Knowledge, skills and abilities and/or competencies required to successfully perform the work; and Education, experience, licensure, certification required for entry into the position.

The selection criteria are an essential part of the recruitment and selection process. It is important that the criteria be directed related to the core responsibilities of the position that they be job-related. The selection criteria provide the foundation and justification for the following:

Screening out unqualified candidates; Determining who will be interviewed; Developing interview questions; and Determining whom to hire.

Minimum qualifications are knowledge and skills, education, and experience that an applicant must possess in order to perform the critical job requirements. For examples, knowledge of general procurement practices may be a required criterion for a buyer. Minimum qualifications should be described in the following terms: Knowledge: a body of information applied directly to the performance of a function (usually information that is factual or procedural in nature). Skill: a present, observable competency to perform a learned, psychomotor act (e.g., typing skills). Ability: a demonstrated competence to perform an observable behavior or a behavior that results in an observable product (denotes current competence in doing specific job content actions, not the persons capacity to acquire this competency). Competency: a behavior, knowledge, and skill that directly and positively impacts the success of employees and the organization.

Special licenses, registration, and certification: required by state law to perform the job functions.

Education: if required by law (reference the applicable law); if not, state that a combination of experience, education and/or training may be substituted

Preferred qualifications are the additional factors that would enable an applicant to be more competitive than the minimum qualifications. These will be used to help rank qualified

candidates. For example, for a state buyer position, knowledge of state procurement policies might be a preferred criterion. Selection criteria should be specific enough to allow differentiation between applicants and to help select the most appropriate person for position. Examples of recruitment approaches for low demand, high supply jobs: RECRUIT Ads in local newspapers Local job fairs

Examples of recruitment approaches for high demand, low supply jobs: Advertising in professional journals and nationally circulated newspapers and internet Contacting professional organization for member mailing list and develop specialized recruitment mailing Recruitment at colleges and universities Web-based recruitment services and sites The use of recruitment sources varies with the type of job. Typically, clerical and entry-level positions are recruited locally, sometimes using local newspapers, walkin applicants. Professional and technical candidates are usually recruited from a larger labor market using methods listed above as well as specialized publications. Managerial and executive-level recruitment often includes a regional

Job-Specific Information for the Announcement The content of job announcement can take several different forms depending on the media used (flyer, RECRUIT, agency web site, web-based recruitment service providers, newspaper line or display ads.)The announcement should communicate to potential

applicants essential information about the job in appealing and compelling manner. It should relay to applicants the feature and characteristics of the job. (e.g, mandatory overtime, shift work, travel). It is important to note that this may be the first way an applicant becomes interested in a job or an employer.

THE SCREENING PROCESS The purpose of the screening process is to eliminate obviously unqualified applicants and to identify promising candidates. One objective of screening is to select out (reject) those who are obviously unqualified for the job. This is usually done through a comparison of the application or resume to the selection criteria. Human Resource Office develops the screening criteria using core responsibilities, KSAs and competencies, the following should be taken into consideration: The Employee Work Profile; The business needs (organizational units) The appropriateness for the level of the position; Specificity of requirements(should be generic enough to not exclude outside candidates); Education requirements(should not be based exclusively on the college degree, but allow for the equivalent in comparable experience to substitute for degree); and Required experience (should not be based on a number of years).

Screening must be done according to the qualifications and/or competencies established for the position and must be the applied consistently to all applicants.

THE INTERVIEW PROCESS A set of interview questions should be developed in advance and asked of each applicant and their responses must be documented. Determine the qualities that are most important for someone in the position and design questions that can assess whether a candidates possesses them. The questions should be job-related and should elicit information related to the applicants knowledge, skills and past work experience. The participate in the interview process should have a clear understanding of the core responsibilities, KSAs required of the job, and competencies that lead to success, and know when to ask additional questions to clarify information provided by the applicant.

REFERENCE CHECKS Reference checks are critical to the recruitment process since this is the last opportunity for a hiring manager to assess and validate the candidates job-related qualifications, performance, and shortcomings, as well as information noted on the application, resume, or disclose in an interview. Reference checks can provide important new information and/or confirm information obtained through the review and interview processes. There are various types of reference checks that are available depending on the nature of the position. All reference checks that are relevant. The different types of reference checks include the following. Confirmation of work experience, education, training, certification and/or licensure;

Confirmation of military history and discharge status; Domestic violence conviction(precludes individual from carrying a firearms);

Complete background investigation; Driving record check; and Criminal Record Check (not arrest records)-The State application requires that candidates disclose any previous criminal convictions including traffic violations.

Reference checks should attempt to obtain such information as the following: Employment dates; Position title and duties; Beginning and ending salary; Verification of training completed; Performance (work experience, KSAs competencies); Attendance and punctuality; Eligibility for rehire; and Verification of any required license, certification or degree

OBJECTIVES

o To study about the recruitment process. o To study about the various training method. o To know about the effectiveness of training method. o To find out the relationship between employer and employees

SCOPE OF THE STUDY

According to an organization or institution the recruitment and training plays an important role. Effective recruiting is increasingly important today. Newly employees require training so as to perform their task effectively. The study on the recruitment & training on D.C MILLS (P) LTD is hoped to focus on the effectiveness of recruitment methods organization. and training methods adopted in the organization and suggest some solutions to meet good methods in future in the recruited

COMPANY PROFILE

Basic Information Company Name: Business Type: Product /Services: Number of employees: D.C.Mills (P) LTD Manufacturer Doormats, washable rugs, wall to wall Carpets Above 1000 people

Ownership & Capital

Year Established Legal Representative/

1982

Business Owner

Mr.K.J.DENNIS

Trade & Market

Main Markets Total Annual Sales Volume

: :

North America US$ 10 Million- US$ 50 Million

HISTORY
In the year 1982 D.C Mills started exports of Indian Natural fiber Door Mats and floor coverings under a young and dynamic management, with its own manufactories by Mr. K.J. Dennis. They have 8 manufacturing factories with modern and sophisticated machineries in Valavanad, Puthenambalam, Pathirapally, Pollathy, U.S.A, U.A.E, D.C.Mills is presently manufacturing Coco, Sisstal, Jute, Sea grass and wall-to-wall carpets in 4 meters width, Area rugs in door, out door and entrance Mats. They also have fully automatic Holland made power loom machines to manufacture good quality latex backed carpets. They are manufacturing high quality latex backed carpets. They are manufacturing high quality doormats and area rugs in good colorfastness in water and sunlight. They own modern dying and printing factory for the best result of colorfastness. Our export quality-checking department ensures the quality to the taste of all global customers. In 1997 D.C. Mills started new factories for vinyl backed Coco rolls and Door mats with flock Designs of world class with a capacity of 3.75 Million sq mtr per year same as European and U.S style. The R & D department of D.C Mills developed new Eco-friendly latex backing for coco mats to the new global taste.

Other new products are mats made of soft olefin, nylon, wool and cotton yarns. They have most modern Italy made BCF machine for extruding yarns and multi optional coating machine for washable thermo rubber backing.

Also the company owns highly advanced full automatic tufting machines imported from England and U.S.A, for the production of polypropylene mats. The present production capacity of D.C mills is around 100 containers of plant is 10000 sq meters per day. Spanning two decades, D.C Mills foray in the coir products exports is a magnificent example of growth rooted in determination of a management with a vision seldom seen. Attentiveness to customer tastes and preferences, commitment to quality dedication to timely delivery and extensive range of products make D.C Mills numero uno in floor covering business. D.C Mills are the first ISO 9001-2000 certificate holder for coir products in India from TUV cent of Refinish-west flincher TUV cert and first in the world for Vinyl backed coir products from TUV cent and their quality policy is Delight the customer with eco and wallet friendly floor covering enhancing the beauty and hygiene of the environment by delivering products of highest quality on time.

UNITS IN INDIA

D C Mills (P) Ltd, Valavanad D C Auto carpet

 D C Mills Puthanambalam D C Mills (P) Ltd, Pathirappally Detlish, Valavanad Denny Steel

IN ABROAD American Mats, USA Euro Home Interiors UAE

MISSION

To offer D.C. Mills as one step shopping point for your entire floor covering needs. COMPETITORS Palm Fiber Konchery Coir Factory Konchery Weavers Charanghattu Company Alleppey Company

Vision

There is a constant drive to upgrade quality standard in all areas of activity and all products. They are committed to a process of continuous improvement based on the concept of total quality management and world-class manufacturing. D.C.Mills have made highest performance of export during the last years, from 1992-2001 and also received awards from President of India for best performance.

OBJECTIVES

Attentiveness to customer tastes and preferences, commitment to quality, dedication to timely delivery and extensive and products make D.C Mills the numero uno in floor covering business. Yet they know that they have miles to go. The rededicates the hallowed time frames of the last 20 years of growth to go on into the decades to come brimming with confidence but always knowing that delighting the customers in all continents is always their objectives. The company has a workforce of more than 1500 employees with another 5000 people indirectly involved in its operations .At D.C Mills, constant innovation is of prime importance. To this effect, a modern and a highly sophisticated R & D division equipped with the latest information software and hardware forms an integral part of D.C Mills. A team of well-experienced software professionals heads the department. The plethora of awards the company has been earning ever since its inception stands as a solid testimony to the commitment, success and efficiency of the companys production team.

Spanning two decades, D.C Mills foray in the coir products exports is a magnificent example of growth rooted in determination of a management with a vision seldom seen.

QUALITY POLICIES OBJECTIVES

1. Quality controls using high-tech laboratory technology. 2. Computer based planning, phased production, scheduling of shipments 3. Individual attention to specifications of each product by skilled operators & competent supervisors. 4. Applying proper management expertise to each area of operations, in order to make the finished products presentable, and attractive. 5. Standard packing & packaging of each products.

EXPORT PROMOTION

Export of coir products from India touched an all tune high record of 508 crones during the year 2007-08 as export of Rs.483 crones during the previous year. It is significant to note that the export of coir products during the year 2007-08 surpassed the target of Rs.495 crones fixed for coir sectors by the ministry of textiles. The export recorded an all time high level over the last 7 years achieving the target by 103%. Quality wise also the export

of coir and coir products has increased by 11% when compared to the export of previous year. During the period export of handloom mats, tufted mats, power loom, mat, coir, fiber, rubberized coir has shown an increased both in terms of value and quality compared to the previous year.

Export performance of D.C Mills for the last 3 years.

AWARDS

1) Certificate of merit for the export of coir products-3rd position during the year 1992-93. 2) Second position during the year 1993-94 3) Merit certificate for the outstanding performance in pioneering efforts during the year 1994-95 4) Second position during the year 1995-96 5) Certificate of merit from the government of India for outstanding export performance in coir mats and matting during the period 1995-96. 6) First position for outstanding performance in the export of coir products during the year 1996-97. 7) First position for outstanding performance in the effort in promoting export and investment in coir industry during the year 1998-99. 8) First position for outstanding performance in growth in export of coir products during the year 1999-2000. 9) First position for outstanding performance in research and development efforts in product development & Product diversification during the year 1999-2000.

10) Higher position for the outstanding performance in export of coir products during the year 1999-2000. 11) Millennium award for the contribution for the development promotion of coir industry. 12) Award for the top exporter - coir products by Coir Board for 2000-2001. 13) Award for the top exporter coir products by Coir Board for 2002. 14) Award for the top exporter coir products by Coir Board for 2003. 15) Award for the top exporter - coir products by Coir Board for 2004. 16) Award for the top exporter - Chamber of Commerce-2004 17) Award for the top exporter - coir products by Coir Board for 2005. 18) Award for the top exporter - coir products by Coir Board for 2006. 19) Award for the top exporter - Coir products by Coir Board for 2007. &

PRODUCT PROFILE D.C Mills are dealing with coir products and polypropylene products. The major products of the company include:

COIR YARN

The largest suppliers of coir yarn from D.C Mills are Anjengo, vaikom coir etc. These coir yarns are used for further processing of carpet, rugs, floor coverings, coir matting etc

Some of its products are as follows: IMPERICAL MATS:

These mats are made with printed designs of color dyes having thin coir brush. This is having a smooth surface with moisture absorption facility. ELEGANT MATS:

These are natural, elegant doormats in a range of pile height. Woven on automatic looms for uniform, tide weave. The thick coir brush proved unmatched scrubbing action and moisture absorption. Exclusive weaves from D.C Mills, available in rolls custom entrance matting applications.

STENCILED MATS:

Printed with normal coir dyes, water paint or enamel paint. The second and third items are fade resistant.

CORAL:

Coral mats offers a range of highly effective entrance floor coverings, Mat and Matting and indoors entrance mats, each designed to complement one another and perform a specific cleaning function.

LOVERS MAT:

Made from coir rope in natural, bleached, solid and multicolor. Available in oval and oblong shapes and in any single color combinations. The products made from coir are:

Bengal, Prinu, Queen Prince Queen Coco shift Classic Super form Passion Rainbow Durken Crown Magic mat

Products made from Polypropylene are: Crown mat Non-brush mat Colombo

Condor Polyp ore mat Passion

Products made from Rubber are: Iron mat Hollow mat Hexagon Shoe mat

It is the Policy of D. C. Mills (P) Limited to

1. Market Innovative

product fully

conforming

to

or

surprising

customer

specification, delivered on time.

2. Use Eco friendly manufacturing processes. 3. Achieve continual improvement of product and manufacturing processes. 4. Always fulfill social commitments

COMMITMENTS 1. Quality controls using high-tech laboratory technology. 2. Computer based planning, phased production, scheduling of shipments. 3. Individual attention to specifications of each product by skilled operators & competent supervisors. 4. Standard Packing & Packaging of each product. 5. Supporting Certificates of Quality from reputed inspecting /surveying companies. 6. Applying proper Management Expertise to each area of operations, in order to make the finished product presentable, and attractive.

VARIOUS DEPARTMENTS IN DC MILLS ARE

Sample department Production department Human resource department

Marketing department Accounts department Purchase department

INDUSTRIAL PROFILE GLOBAL COIR TRADE

World scenario currently, the global annual production of coir fiber is about 350000 metric tons (MT). Yet even in the worlds top two producers, India and SriLanka, which account for about 90% of global coir fiber production, combined, this available husks, which accrue more or less year round as a waste during coconut processing. Traditional uses for the resilient and durable coir fiber include rope and twine, brooms and brushes, doormats, rugs, mattresses, and other upholstery, often in the form of rubberized coir pads. In the 1980s and 90s, global exports of coir fiber fell by almost half, as Western customers shifted to synthetic foam and fibers. Then, since1990, rapidly growing domestic demand in India more than doubled global production benefiting exclusively the Indian coir industry. Finally, since 2001,a rising Chinese demand for coir, an expanding market for coir-based erosion control products, and the spread of coir pith as a peat moss substitute in horticulture has further pushed up global production and prices. In turn, other coconut growing countries, including Philippines, Thailand and Vietnam are now expanding their production and export of coir fiber. These changes are also reflected in the international trade in coir.

Historically SriLanka had been the worlds largest exporter of various fiber grades, whereas India exports largely value added products-yarn, mats, and rugs. While in 1990 about 80% of global production was exported, growth of Indian domestic market dropped that rate to below 40%. Global trade volume for coir fiber, value added productsyarn, mats, rugs and coir pith now stands at about $140million per year with India and SriLanka respectively accounting for about $70and $60 million not that mount. This may not seem much in the coconut regions of producing countries coir is an important economic factor. In SriLanka, coir related exports account for 6% of agricultural exports, over one of all exports and 0.35% of GDP. Moreover, coir milling and value addition, mostly spinning and weaving, are important regional employers, particularly in rural Southern India and costal Sri Lanka. They give work to 500000+ people, many them women working part time. Yet, working conditions and productivity are generally poor. The challenge for industry is to sustain ably expand market for this versatile renewable resource while maintaining its role as employer for the rural poor. This may require producers to innovate production, improve product consistency, and in particular develop novel applications jointly with their customers in importing countries. Business, public agencies and research institutes are now addressing this challenge in multilateral projects worldwide setting examples that global trade can be beneficial to all parties involved.

INDIAN SCENARIO
Indian coir industry is an important cottage industry contributing significantly to the economy of the major coconut growing states and Union Territories, i.e., Kerala, Tamilnadu, Andhra Pradesh, Karnataka, Maharashtra, Goa, Orissa, Assam, Andaman & Nicobar, Lakshdweep, Pondicherry, etc. About 5.5 lakh persons get employment, mostly part time, in this industry. The exports from this industry are around Rs.70 cores. Coconut husk is the basic raw material for coir products. Around 50 % of the available coir husk is used to produce coir products. Hence, there is scope for growth of coir industry.

During the seventh plan period, encourages has been given for expansion of home market through publicity and advertisement, product diversification, adoption of new technology, research and development, training for artisans, including women and social welfare measures for coir workers, most of whom are SC/ST and women. The Eight Plan programmers for coir industry aimed at increased utilization of coconut husk for production of coir fiber, growth of the domestic market. Strengthening of research and development to find out new uses of coir fiber especially in the area of geofiber, fire retardant, cement and gypsum polymer development, acquiring of new technology like PVC- tufted coir products, encouragement to cooperativisation and providing social welfare, civic amenities and medical facilities to coir workers. Emphasis would be laid on mechanization in a phased manner without affection employment to make Indian coir products competitive in5the export market. Providing seed capital assistance would encourage brown coir fiber production. Modernization of color units has been envisaged by providing incentives for initialization of modern equipments to make coir industry more competitive in the export market.

Special training programmers have been formulated for women artisans. Improved modern treadle ratts would be provided to trained women artisans to increase employment and earnings. Medical facilities, crche for children of coir workers, model coir villages for SC/ST coir workers and social welfare schemes would be implemented during the Eighth plan period.

Emphasis has been given on developing devices/equipment/machinery through R & D to reduce drudgery and to improve productivity of coir workers. Development of improved variety of ratts and looms would help in improving the production of coir yarn spinning, coir mats, etc. In order to boost exports, the scheme of cooperative publicity/program in the export markets, which was started in the seventh plan, would be continued.

India accounts for more than two- thirds of the world production of coir and coir products. Kerala is the home of Indian coir industry, particularly white fiber, accounting for 61% of coconut production and over 85% of coir products. Although India has a long coastline dotted with coconut palms, growth of coir industry in other coastal states has been insignificant. Not more than 50% of the coconut husk is utilized in the coir industry, the remaining being used as fuel in rural areas. Production in the cooperative fold is not more than 20-25%. The development program so far undertaken aimed at revitalization of coir cooperatives, improvement in quality and product diversification. Efforts were also made for exploration of coir cooperatives, improvement in quality and products diversification. Efforts were also made for exploring wider export markets for coir and coir products. Judged from the increase in production and employment, the progress has been rather slow and exports in physical terns have remained mere or lets static.

COIR INDUSTRY IN KERALA

The history of coir and its association with the state of Kerala dates back to the 19 th century. Sandwiched between the Western Ghats on the east and the Arabian Sea on the west, Kerala is one of the most beautiful states in India. A tropical paradise of weaving coconut palms and wide sandy beaches, this thin strip of coastal territory slopes down from the mount Ghats in a cascade of lush green vegetatio0nand varied fauna. One of the most commonly seen tropical trees in Kerala is the coconut tree. In fact, even the name Kerala (Keralam in Malayalam) is derived from this tree (Kera in Malayalam language means coconut and Alam means Land, thus Keralam = Land of coconut). Everything from Keralas culture to its dishes is evolved around the coconut tree.

Alleppey is the nerve center of Keralas famous coir industry. Here, one can see coconut husks being beaten into fiber for making beautiful mats and other coir products. Both men and women are actively involved in the production of the coir. The women are mainly involved in the yarn spinning sector and the men in the product-weaving sector. Coir industry enjoys the status as the largest cottage industry in the state of Kerala, giving employment to over a million people. Kerala also has a very fine natural harbor located at Cochin (Kochi).

Kerala is the home of Indian coir industry particularly white fiber, accounting for 61% of coconut production and over 85% of coir product. Coir industry is second to agriculture as a source of employment in Kerala, providing 3.83 lakh persons, of whom 3.25 lakh are women.

THE FUTURE
As improved technology increases production, industry groups and governmental agencies are actively promoting new uses for coir fiber. Geotextiles is promoting areas. The Indian states of Kerala designated 2000 as coir geotextiles year, which it observed by increasing marketing efforts and supporting research to improve production. The annual world demand for geotextiles is 1.2 billion square yards (1 billion square meters) and growing. Although natural fibers account for only 5% of that, the proportion is expected to increase as more users turn away from no biodegradable synthetics.

LIMITATIONS OF THE STUDY

 The time is inadequate to conduct a deep study. This report could not conduct generalized. The company management keeps certain files as confidential.

RESEARCH METHODOLAGY

 PRIMARY DATA The relevant details are collected through questionnaire with departmental managers and employees of different department. SECONDARY DATA The secondary data are collected from various records, annual report, manuals, magazines and websites. www.dcmills.net www.google.com Period of study The study was conducted for a period of one month. The study involved collection of data from individuals and further information from the profiles. Statistical tool Chi Square analysis For large sample sizes, the sampling distribution of x2 can be closely approximated by a continuous curve known as the chi square distribution Correlation analysis. Correlation is a statistical device which helps us in analyzing the co variation of two or more variables. The effect of correlation is to reduce the range of uncertainty. The prediction based on correlation analysis is likely to be more valuable and near to reality. Percentage analysis Percentage analysis can be used in finding the percentage of observations falling below and or above a specified value of interest. Sample size

With the respect of the object of the project a sample size of 100 was obtained. Sample design Senses survey All items in any field of inquiry constitute a universe or population. A complete enumeration of all items in the population is known as a census survey.

REVIEW OF THE LITERATURE

The economic times N.D 19.3.2002.in this survey of 200 small scale enterprises in North India, represent a cross-sector of industrial segment, by the PHD chamber of commerce and industry, over 64% organization felt managerial training to the very important for gaining competitive edge.

CHART1 AGE OF THE RESPONDENTS

AGE OF THE RESPONDENTS

45% 40% PERCENTAGE 35% 30% 25% 20% 15% 10% 5% 0% 18-25 26-30 31-40 OPTION 41-50 ABOVE 50 AGE

CHART 2 GENDER OF THE RESPONDENTS

GENDER

FEMALE MALE

CHART 3 CHART SHOWING THE EDUCATION QUALIFICATION OF RESPONDENTS

EDUCATION QUALIFICATION

BELOW 10th 10th HIGHER SECONDARY DIPLOMA COURSES GRADUATION POST GRADUATION

CHART 4 CHART SHOWING THE EXPERINCE OF RESPONDENTS

EXPERIENCE OF THE RESPONDENTS

FRESHER BELOW 2 YEARS 2-5 YEARS ABOVE 5 YEARS

CHART 5 CHART SHOWS NO: OF MEMBERS IN THE FAMILY

MEMBERS IN THE FAMILY

4 MEMBERS OPTION

ABOVE 4

MEMBERS IN THE FAMILY

BELOW 4

0%

20%

40%

60%

80%

PERCENTAGE

CHART 6 CHART SHOWS INCOME OF THE RESPONDENT

INCOME OF THE PERSON 70% 60% PERCENTAGE 50% 40% 30% 20% 10% 0% 3000-5000 5000-7000 7000-15000 OPTION ABOVE 15000 INCOME OF THE PERSON

CHART 7 CHART SHOWS EARNING MEMBERS IN THE FAMILY

EARNING MEMBERS IN THE FAMILY

80% 70% 60% 50% PERCENTAGE 40% 30% 20% 10% 0%

EARNING MEMBERS IN THE FAMILY 1 3 OPTION 5 OR MORE

CHART 8 CHART SHOWS TRAINING PROGRAM

TRAINING PROGRAM

NO OPTION

TRAINING PROGRAM

YES

0%

50%

100%

150%

PERCENTAGE

CHART 9 CHART SHOWS THE DURATION OF TRAINING

DURATION OF TRAINING 120% PERCENTAGE 100% 80% 60% 40% 20% 0%

LY O NT H YE AR EA R KL Y

DURATION OF TRAINING

W EE

OPTION

CHART 10 CHART SHOWS CONDUCTING TRAINING PROGRAM

CONDUCTING TRAINING PROGRAM 120 PERCENTAGE 100 80 60 40 20 0

UA LL Y O UP

CONDUCTING TRAINING PROGRAM

IN DI V

ID

G R

OPTION

CHART 11

CHART SHOWS TYPE OF TRAINING

TYPE OF TRAINING

ON-THE-JOB TRAINING OFF-THE-JOB TRAINING BOTH

CHART 12 CHART SHOWS INTRACTION OF TRAINING PROGRAM

INTRACTION OF TRAINING PROGRAM

HIGHLY AGREE AGREE DISAGREE

CHART 13 CHART SHOWS TRAINING INCREASE WORK RESULT

TRAINING INCREASEWORK RESULT 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

PERCENTAGE

TRAINING INCREASEWORK RESULT HIGHLY AGREE DISAGREE OPTION

CHART 14 CHART SHOWS RATE THE TRAINER

RATE THE TRAINER

60 50 40 PERCENTAGE 30 20 10 0 EXCELLENT AVERAGE OPTION RATE THE TRAINER

CHART 15 CHART SHOWS SATISFIED WITH THE TRAINING

SATISFIED WITH TRAINING

HIGHLY SATISFIED SATISFIED DISAGREE

CHART 16

CHART SHOWS COVERING AREAS UNDER TRAINING PROGRAM

COVERING AREA UNDER TRAINING PROGRAM 120 100 80 60 40 20 0 COMPANY POLICIES AND PROCEDURES SKILL BASED TRAINING HUMAN RELATION TRAINING PROBLEM SOLVING TRAINING

PERCENTAGE

COVERING AREA UNDER TRAINING PROGRAM

OPTION

CHART 17 CHART SHOWS IMPROVEMENT IN TRAINING & BEHAVIOUR

IMPROVEMENT IN TRAINING 120 100 PERCENTAGE 80 60 40 20 0 YES OPTION NO IMPROVEMENT IN TRAINING

CHART 18 CHART SHOWS RECRUITMENT METHOD TO GET THE JOB

RECRUITMENT METHO TO GET THE JOB

ADVERTISING REFERENCE EMPLOYMENT EXCHANGE SUBCONTRACT AGENCY CAMPUS RECRUITMENT ANY OTHER OPTION

CHART 19 CHART SHOWS RECRUITMENT THROUGH EXTERNAL SOURCE

RECRUITMENT THROUGH EXTERNAL SOURCE 120 100 PERCENTAGE 80 60 40 20 0 YES NO OPTION RECRUITMENT THROUGH EXTERNAL SOURCE

CHART 20 CHART SHOWS GENERAL OPINION ABOUT THE RECRUITMENT

GENERAL OPINION ABOUT THE RECRUITMENT 80 70 PERCENTAGE 60 50 40 30 20 10 0 GOOD AVERAGE POOR OPTION GENERAL OPINION ABOUT THE RECRUITMENT

CHART 21 CHART ON PROCEDURE FOR JOB SECURE

PROCEDURE FOR JOB SECURED 70% 60% PERCENTAGE 50% 40% 30% 20% 10% 0% HIGHLY AGREE AGREE OPTION DISAGREE PROCEDURE FOR JOB SECURED

CHART 22 CHART SHOWS AWARENESS OF RECRUITMENT METHOD

AWARENESS OF RECRUITMENT METHOD 120 100 PERCENTAGE 80 60 40 20 0 YES OPTION NO AWARENESS OF RECRUITMENT METHOD

CHART 23 CHART SHOWS INFORMATION THROUGH RECRUITMENT

INFORMATION THROUGH INDUCTION 120 100 PERCENTAGE 80 60 40 20 0 YES NO OPTION INFORMATION THROUGH INDUCTION

CHART 24 CHART SHOWS INTERNAL SOURCE IS HIGHLY ENCOURAGING

INTERNAL SOURCE IS HIGHLY ENCOURAGING

HIGHLY AGREE AGREE DISAGREE

CHART 25 CHART SHOWS STEPS IN RECRUTMENT PROCESS

STEPS IN RECRUITMENT PROCESS 90 80 70 60 50 40 30 20 10 0

IN TE RV IE W LL CE SK I RI EN O VE

PERCENTAGE

STEPS IN RECRUITMENT PROCESS

CA L

EX PE

PR AC TI

AL L

OPTION

TH E

AB

CHART 26 CHART SHOWS EFFECTIVE IN HIGHER POST IN MANAGEMENT LEVEL

EFFECTIVE IN HIGHER POST IN MANAGEMENT LEVEL

EXTERNAL SOURCE INTERNAL SOURCE BOTH

TABLE 1 TABLE SHOWING AGE OF THE RESPONDENTS

SL NO: 1 2 3 4 5 TOTAL

PARTICULARS 18-25 26-30 31-40 41-50 ABOVE 50

NO: OF RESPONDENTS 14 29 40 11 6 100

PERCENTAGE 14% 29% 40% 11% 6% 100%

The above table reveals that out of 100% of respondent 14% of them belong to the age group 18-25, 29% of them belong to the age group 26-30,40% of them belong to age group31-40,11% of them belong to the age group 41-50,& 6% of them belong to the age group above 50.

TABLE 2 TABLE SHOWING GENDER OF THE RESPONDETS

SL NO: 1 2 TOTAL

PARTICULARS FEMALE MALE

RESPONDENTS 65 35 100

PERCENTAGE 65% 35% 100%

The above table shows that out of 100% of respondents, 65% of them are female & 35% of them are male

TABLE 3 TABLE SHOWING EDUCATION QUALIFICATION OF THE RESPONDENTS

SL NO: 1 2 3 4 5 6 TOTAL

PARTICULARS BELOW 10 10th HIGHER SECONDARY DIPLOMA COURSES GRADUATION POST GRADUATION
th

RESPONDENT 10 5 10 25 25 25 100

PERCENTAGE 10% 5% 10% 25% 25% 25% 100%

The above table represents the education qualification of the respondents 10% of them have education qualification below 10th, 5% of the respondent are having education qualification 10th, 10% of them are having higher secondary as its qualification, 25% of them are qualification as diploma courses , 25% of them are having graduation & 25% of them are having post graduation.

TABLE 4

TABLE SHOWING EXPERIENCE OF THE RESPONDENTS

SL NO: 1 2 3 4 TOTAL

PARTICULARS FRESHER BELOW 2 YEARS 2-5 YEARS ABOVE 5 YEARS

RESPONDENT 0 20 44 36 100

PERCENTAGE 0% 20% 44% 36% 100%

The above table shows the experience of the respondent 20% of them are having experience below 2 years , 44% of them are having experience 2-5 years, 36% of them are having experience above 5 years.

TABLE 5 TABLE SHOWING MEMBERS IN THE FAMILY

SL NO: 1 2 3 TOTAL

PARTICULARS BELOW 4 ABOVE 4 4 MEMBERS

RESPONDENT 3 61 37 100

PERCENTAGE 3% 61% 37% 100%

The table above shows about the members in the family, 3% of them are having members below 4, 61% of them are having above 4 members, 37% of them are having 4 members.

TABLE 6 TABLE SHOWING INCOME OF THE RESPONDENT

SL NO: 1 2 3 4 TOTAL

PARTICULARS 3000-5000 5000-7000 7000-15000 ABOVE 15000

RESPONDENT 0 66 34 0 100

PERCENTAGE 0% 66% 34% 0% 100

The above table shows the income of the respondent, 66% of them are having 5000- 7000 salary ,34% of them are having 7000- 15000 salary.

TABLE 7

TABLE SHOWING EARNING MEMBER IN THE FAMILY SL NO: 1 2 3 4 5 TOTAL PARTICULAR 1 2 3 4 5 & ABOVE RESPONDENT 13 72 15 0 0 100 PERCENTAGE 13% 72% 15% 0% 0% 100%

The above table shows the earning members in the family, 13% of them are having 1 earning member ,72% of them are having 2 earning member in the f amily,15% of them are 3 earning member in the family.

TABLE 8

TABLE SHOWING TRAINING PROGRAM SL NO: 1 2 TOTAL PARTICULARS YES NO RESPONDENT 100 0 100 PERCENTAGE 100% 0% 100%

The above table shows the training program in the firm, 100% of them told that there is training program.

TABLE 9 TABLE SHOWING THE DURATION OF THE TRAINING

SL NO: 1 2 3 4 TOTAL

PARTICULARS WEEKLY MONTHLY 1 YEAR 2 YEAR

RESPONDENT 0 100 0 0 100

PERCENTAGE 0 100% 0 0 100

The above table shows that 100% of the respondent agrees that training program is conducting monthly.

TABLE 10 TABLE SHOW CONDUCTING TRAINING PROGRAM

SL NO: 1 SL NO: 12 2TOTAL 3 TOTAL

PARTICULARS INDIVIDUALLY PARTICULARS GROUP training On-the job

RESPONDENT 0

PERCENTAGE 0

RESPONDENT

PERCENTAGE

100 0

100% 0% 0% 100% 100% 100%

Off the job training 100 0 Both 100 100

The above table shows that 100% of the respondent agrees that training program is conducted by group.

TABLE 11

TABLE SHOWING TYPE OF TRAINING

From the above table it is clear that they are giving both type of training.100% of the agree to this statement.

TABLE 12 TABLE SHOWING INTRACTION OF THE TRAINING PROGRAM

The above table shows the interaction of the training program, 30% of them highly agree to this question, 65% of them to this question, & 5% of them disagree to this question.

SL NO: 1 SL NO: 2 1 3 2 4 3 TOTAL TOTAL

PARTICULARS HIGHLY AGREE PARTICULARS GOOD HIGHLY AGREE DISAGREE AGREE AGREE DISAGREE

RESPONDANCE 46 RESPONDANCE 36 30 0 65 18 5 100 100

PERCENTAGE 46% PERCENTAGE 36% 30% 0% 65% 18% 5% 100% 100%

TABLE 13 TABLE SHOWING TRAINING INCREASE WORK RESULT

As per the respondent the training program helps to increase their work result, 46% of them highly agree to this question, 36% of them told that it was good, 18% of them agree to this question.

TABLE 14 TABLE SHOWING RATE THE TRAINER

SL NO: 1 2 3 4 TOTAL

PARTICULARS EXCELLENT GOOD AVERAGE VERY POOR

RESPONDENT 22 51 27 0 100

PERCENTAGE 22% 51% 27% 0 100

As per the respondent 22% of them told that they have excellent trainer,51% of them told that good & 27% of them told that its average.

TABLE 15 TABLE SHOWING SATIFIED WITH THE TRAINING

SL NO: 1 2 3 TOTAL

PARTICULARS HIGHLY SATISFIED SATISFIED DISAGREE

RESPONDANCE 30 70 0 100

PERCENTAGE 30% 70% 0 100

As per the respondent, 30% of them highly satisfied with the training & 70% of them satisfied with the training.

TABLE 16 TABLE SHOWING COVERING AREA UNDER TAINING SL NO: 1 2 3 4 TOTAL PARTICULARS COMPANY POLICIES & PROCEDURES SKILL BASED TRAINING HUMAN RELATION TRAINING PROBLEM SOLVING TRAINNING RESPONDENTS 100 100 0 0 100 PERCENTAGE 100% 100% 0 0 100%

The above table shows that the area covered under the training program, 100%of them agree that they are telling about the company policies & procedures and also the skill based training.

TABLE 17 TABLE SHOWING IMPROVEMENT IN TRAINING & BEHAVIOUR

SL NO: 1 2 TOTAL

PARTICULARS YES NO

RESPONDENTS 100 0 100

PERCENTAGE 100 0 100

The above table shows that 100% of them told yes i.e. the training program helped to improve their training and behavior.

TABLE 18 TABLE SHOWING RECRUITMENT METHOD TO GET THE JOB

SL NO: 1 2 3 4 5

PARTICULARS ADVERTISING REFERENCE EMPLOYMENT EXCHANGE SUB CONTRACT AGENCY CAMPUS RECRUITMENT

RESPONDENTS 30 70 0 0 0

PERCENTAGE 30% 70% 0% 0% 0%

6 TOTAL

ANY OTHER OPTIONS

0 100

0% 100%

As the above table tells about the method of recruitment helps the respondent to get the job, 30% of the respondent are through advertising, 70% of the respondent are through reference.

TABLE 19 TABLE SHOWING RECRUITMENT THROUGH EXTERNAL SOURCES

SL NO: 1 2 TOTAL

PARTICULARS YES NO

RESPONDENTS 100 0 100

PERCENTAGE 100 0 100

The above table shows the recruitment through external sources, 100% of them agree that recruitment through the external source is very expensive.

TABLE 20 TABLE SHOWING GENERAL OPINION ABOUT THE RECRUITMENT

SL NO: 1 2 3 TOTAL

PARTICULARS GOOD AVERAGE POOR

RESPONDENTS 73 27 0 100

PERCENTAGE 73% 27% 0% 100%

The above table shows the general opinion about the recruitment method, 73% of the respondent agrees that it is good, & 27% of the respondent agree that it is average.

TABLE 21 TABLE SHOWS PROCEDURE FOR JOB SECURE

SL NO: 1 2 3 TOTAL

PARTICULARS HIGHY AGREE AGREE DISAGREE

RESPONDENTS 30 65 5 100

PERCENTAGE 30% 65% 5% 100%

The above table shows that the recruitment procedure adopted in the company make the prospect job secured, 30% of the respondent highly agree to this, 65% of the respondent agree to this, & 5% of the respondent disagree to this.

TABLE 23 TABLE SHOWS INFORMATION THROUGH INDUCTION

SL NO: 1 2 TOTAL

PARTICULARS YES NO

RESPONDENTS 100 0 100

PERCENTAGE 100% 0% 100%

The above table reveals that 100% of them get all the information about the organization through the induction.

TABLE 24

TABLE SHOWS THE INTERNAL SOURCE IS HIGHLY ENCOURAGING SL NO: 1 2 3 TOTAL PARTICULARS HIGHLY AGREE AGREE DISAGREE RESPONDENTS 35 60 5 100 PARTICULARS 35% 60% 5% 100%

As per the respondent 35 % of the respondent highly agree that internal source is highly encouraging,60% of the respondent agree to this, 5% of the respondent disagree to this.

TABLE 22 TABLE SHOWS AWARENESS OF RECRUITMENT METHOD

SL NO: 1 2 TOTAL

PARTICULARS YES NO

RESPONDENTS 100 0 100

PERCENTAGE 100% 0% 100%

As per the respondent 100% of them are aware of the recruitment method followed in the organization.

TABLE 25 TABLE SHOWS STEPS IN RECRUITMENT PROCESS

SL NO: 1 2 3 4

PARTICULARS INTERVIEW WRITTEN PRATICAL SKILL EXPERIENCE

RESPONDENT 0 0 22 22

PERCENTAGE 0% 0% 22% 22%

5 TOTAL

ALL THE ABOVE

78 100

78% 100%

The above table shows the steps in recruitment process, 22% of the respondent tell that they check practical skills,22% of the respondent tells that they check the experience,78% of them tell that they check all the above options.

TABLE 26 TABLE SHOWS EFFECTIVE IN HIGHER POST IN THE MANAGEMENT LEVEL

SL NO: 1 2 3 TOTAL

PARTICULARS EXTERNAL SOURCE INTERNAL SOURCE BOTH

RESPONDENTS 15 15 70 100

PERCENTAGE 15% 15% 70% 100%

The above table shows the effectiveness in higher post the management level, 15% of the respondent agree that external source is more effective, 15% of the respondent agree that internal is more effective, 70% of the respondent agree that both are more effective.

TESTING OF HYPOTHESIS CHI-SQUARE TEST TEST-1 AIM: To find out whether is a significant relationship between the gender and satisfied with current training program.

Highly satisfied Female Male 15 15

Satisfied 49 21

Dissatisfied 0 0

Total 64 36

Total

30

70

100

Ho: There is no significant relation between gender & satisfied with current training program. H1: There is a significant relation between gender & satisfied with current training program

X = (O-E) -----------E O 15 15 49 21 E 19.2 10.8 44.8 25.2 (O-E) (-4.2) 4.2 4.2 (-4.2) (O-E) 17.64 17.64 17.64 17.64 (O-E)/E 0.918 1.633 0.393 0.7

X = (O-E) -----------E

Calculated value = 3.644 Degree of freedom = (c-1) (r-1) =(2-1) (3-1) =1 x 2 =2 Level of significant = 5% Table value = 5.99

Interference The chi square test done to estimate the gender of the respondent & satisfied with current training program. The null hypothesis is accepted since the calculated value of 3.644 is less than the calculated value of 5.99 chosen at 5% level significance for 2 degree of freedom. Hence we conclude that there is a no significant relationship between the respondent & satisfied with current training program. TEST 2 AIM: To find weather there is significant relation between internal sources is highly encouraging and rate the trainer.

Highly agree Excellent Good Average 11 11 16

Agree 11 40 11

Disagree 0 0 0

Total 22 51 27

Very poor Total

0 38

0 62

0 0

0 100

Ho: There is no significant relation between significant relation between internal sources is highly encouraging and rates the trainer. H1 : There is significant relation between significant relation between internal sources is highly encouraging and rate the trainer.

X = (O-E) ---------E O 11 11 16 11 40 E 8.36 19.38 10.26 13.64 31.62 (O-E) 2.64 (-8.36) 5.74 (-2.64) 8.38 (O-E) 6.96 69.88 32.94 6.96 70.22 (O-E) /E 0.83 0.88 3.21 0.51 2.22

11

16.74

(-5.77)

32.94

1.96

Calculated value = 9.61 Degree of freedom = (c-1) (r-1) = (4-1) (3-1) =3x2 =6 Level of significant at 5% Table value = 12.6

Interference
The chi- square test done to estimate the significant relation between internal sources is highly encouraging and rates the trainer. It indicates that the null hypothesis is accepted since the calculated value is less than the tabulated value of 12.6 chosen at 5% level significance for 6 degree of freedom. Hence we concluded that there is no significant relation ship between significant relations between internal sources is highly encouraging and rates the trainer. CORRELATION TEST-1 Applying techniques for type of training & interaction of training program.

(X-33.33) x

(Y-33.33) y

xy

0 0 100 X=100

(-33.33) (-33.33) 66.67 x = 0.01

1110.8 1110.8 4444.8 x= 6666.4

30 65 5 Y = 100

(-3.33) 31.67 (-28.33) y = 0.01

11.08 11.08 802.58

110.88 (-1054.61) (-1888.76)

y =824.74 xy = (-2832.49)

 X =X/n = 100/3 Y = 33.33

= Y/n = 100/3 = 33.33

xy = (-2832.49), x = 6666.4, y= 824.74

r =

xy x * y (-2832.49) 6666.4 * 824.74 (-2832.49) 5498046.7 (-2832.49) 2344.79 (-1.20)

r = = = =

Calculated value of r = (-1.20).So I conclude that there is a perfect negative correlation between the variable.

TEST-2 Applying techniques for prospects of job secured & effectiveness in higher post in management level.

(X-33.33) x

(Y-33.33) y

xy

30 65 5 X=100

(-3.33) 31.67 (-28.33) x = 0.01

11.08 1002.98 802.58 x=1816.64

15 15 70 Y = 100

(-18.33) (-18.33) 36.67 y = 0.01

335.98 1344.68 1344.68

61.03 (-580.51) (-1038.86)

y=2016.64 xy = (-1558.34)

X =X/n = 100/3 Y = Y/n = 100/3 = 33.33 = 33.33

xy = (-1558.34), x =1816.64, y= 2016.64

r=

xy x * y (-1558.34)_______ 1816.64* 2016.64

r=

= = =

(-1558.34)_____ 3663508.89 (-1558.34) 1914.02 - 0.814

The calculated value of r = (-0.18).so I conclude that there is a perfect negative correlation between the variables.

FINDINGS

1. 40% of the respondents belong to the age group 31-40 2. 65% of the respondents are female of the respondent 3. 25% of the respondents are having diploma courses, 25% are having degree & another 25% are having post graduation.

4. 44% of the respondents are having experience 2-5 years. 5. 61% of the respondents are having above 4 members in the family. 6. 66% of the respondents are having income between 5000-7000 7. 72% of the respondents are having more than 2 earning members in their family. 8. 100% of them agree that they are having training program in the firm. 9. 100% of them agree that they are having monthly training program. 10. 100% of them agree that training is given to the respondents in group. 11. 100% of them agree that they are having both on-the-job training & off- the-job training. 12. 65% of them agree that the training program was interactive and 5% of the respondents disagree to this.

13. 76% of the respondents tell good about the training & training increase the work result. 14. 51% of them tell good about the trainer. 15. 70% of them satisfied with the training program.

16. 100% of them agree that they are giving training about the company policies and procedures & skill based program in the organization. 17. 100% of the respondents agree that the training have helped a lot in their work. 18. 70% 0f the respondents get their job under the reference method. 19. 100% of the respondents agree that the external source of recruitment is very expensive. 20. 73% of the respondents says good about their recruitment method following in their organization. 21. 65% of the respondents agree that the recruitment procedure adopted in the company make the prospects the job secured & 5% of the respondents disagree to this. 22. 100% of the respondents that they are aware of the recruitment method followed in the organization. 23. 100% of the respondents agree that every one get all the information through the induction. 24. 62% of the respondents agree that they get internal source of recruitment is encouraging. 25. 78% of the respondents agree that the steps used in recruitment process are interview, interview, written, practical skill. 26. 70% of the respondents agree that both source of recruitment is more effective i.e. external & internal source of recruitment

SUGGESTIONS
1. The trainer should be changed 2. The company should look for further recruitment method.

3. They can improve the current training program.

CONCLUSION The project work entitled recruitment & training procedure of D.C Mills (P) ltd Allappuzha, has made an attempt to study about the human resources practices & recruitment & training process of the company. As a result of this study the researcher found that most of the employees are good response & employees are satisfied in the recruitment & training procedure followed by the company.

BIBLIOGRAPHY
Statistical methods - SP GUPTA

Research methodology methods techniques - C.R. KOTHARI Statistics for management

- GC

BERI

Human resource management - VSP RAO Human resource management - GARY DESSLER

Human Resource Management by ICFAI center for Management Research

QUESTIONNAIRE ON RECRUTMENT AND TRAINING

1. Name: 2. Age: 18-25 26-30

31-40 Above 50 3. Gender Male

41-50

Female

4. Education Qualification Below 10 Higher secondary Graduation 5. Experience Fresher 2-5 years Below 2 years Above 5 years 10 Diploma courses Post graduation

6. Number of members in the family Below 4 Above 4

7. Income of the person 3000-5000 7000-15000 5000-7000 Above 15000

8. Number of earning members:

9. Do you have any training program in the firm?

Yes 10.

No

How often do you have it? Weekly Monthly

1 year

2 years

11.

How is the training program conducted? Individually Group

12.

Please specify the types of training On-the job training Both Off- the job training

13.

Do you agree that training program was interactive? Highly agree Disagree Agree

14. Do you agree that training program helps to increase your work results Highly agree Disagree 15. Rate the trainer Good

Excellent Average

Good Very poor

16.

Are you satisfied with the current training program?

Highly satisfied Disagree

Satisfied

17.

Please tick the areas covered under the training program Company policies & procedure Human relation training Skill based training Problem solving training

18. Has the training program helped to improve your training and behavior? Yes No

19.

Which method of recruitment helps you to get the job? Advertising Employment exchange Campus recruitment Reference Sub contract agency Any other option

20. External source of recruitment is very costly method.Do you agree? Yes No

21. General opinion about the recruitment method followed by your organization Good Average

Poor

22. Does the recruitment procedure adopted in the company make the prospects of the job secured?

Highly agree

Agree

Disagree

23. Are you aware of the recruitment methods followed in your organization? Yes No

24. Did you get all the information about the organization through the induction? Yes No

25. Recruitment done through the internal source is highly encouraging Highly agree Agree

Disagree

26.

What are the steps used in recruitment process? Interview Practical skill Written Experience

27. Which sources management level

is

more

effective

in

higher

post

in

External source Both

Internal source