kottekal aryavaiyda sala

7/24/2019 kottekal aryavaiyda sala

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1.1 Organization Profile

THE ORIGIN

A century ago, the western countries and even the educated people in India treated Ayurvedaas a Barbaricsystem. The very name Ayurveda was evolved down up with contempt by

people who are fascinated by wonders of Allopathic system. Only few scholars and

physicians in India new the raw importance of Ayurveda.!aidyaratnam ".#. !arier was an

important scholar among them.

$e had made a deep study of the scene of Ayurveda under the late

Brahmasree%uttancheri!asudevan&oose. $e had also ac'uired nowledge for the

development of Ayurveda.(uring this time he found that the non)availability of prepared

medicines are an important problem of those days.*or solving this problem, he found the

Aryavaidya #ala in +- at %ottaal,a small village in &alappuram district./e)

arrangements were made to prepare Ayurvedic &edicines strictly in accordance with the

authentic Ayurvedic te0ts under his personal supervision.$e insisted on 'uality and purity,

ensuring the efficiency of medicines prepared in his clinic.

#oon the name " # !arier and his A!# became well nown all over the world.$e e0panded

his establishments and increased the production of medicines.To cater the needs of increasing

patients, branches were opened at 1alicut in ++2 and at "alaad in +3.In +33,in

recognition of his valuable services to humanity , #ri ". #.!arier was conferred the

distinguished title of !aidyaratna by $is 40cellency the !iceroy and 5overnor 5eneral ofIndia.

PRESENT POSITION OF AVS

Today %ottaal Aryavaidya #ala 6A!#7 is a century old 1haritable Institution engaged in the

practice and propagation of Ayurveda, the ancient health care system of India. A!# offers

classical Ayurvedic medicines and authentic Ayurvedic treatments and therapies to patients

from all over India and abroad.

#tarted essentially as a village clinic, it has now grown into a multi)unit, multi)disciplinary

and multi corer organi8ation. It has operations in different areas of Ayurvedic practice. A!#

manages Ayurvedic $ospitals at %ottaal, (elhi and %ochi. All classical Ayurvedic

medicines, therapies and e0pert medical advice are available there. A!# has two medicine

manufacturing units, has well e'uipped 'uality control labs, has full)fledged research

activities, publishes Ayurvedic periodicals and boos, cultivates medicinal plants and

conducts educational programs. A!# also runs a %athaaliacademy where the classical

%athaali is taught and performed.

The ma9or share of the earnings from its activities is e0clusively spent on charitable causes, inthe form of medical aid, on both O" and I" basis, to deserving persons. This included both

Ayurveda and Allopathy. *inancial support is also provided for managing an affiliated


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Ayurveda college: for conducting research: for conducting seminars and training programs,

for publishing boos and periodicals: for cultivation of herbal garden: and for running a

classical theatre academy. The remaining funds are pooled bac for the development of the

institution.

The A!#, its board of trustees and employees have, as their goal, the welfare of humanity.

1arry the institutions forever vi8. 6Aryavaidya #ala and Aryavaidya $ospital7 is the primary

ob9ective of the trust.Accordingly from +2; onwards, the net income is fully utili8ed for the

development and propagation of Ayurveda and for charitable activities.

The production, sales and profits of A!# for past four years is shown in the

following table


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&otta''al Ar(a)ai*(a Sala

+ ,ears at a Glance

/s. In ahs

The gross profit and net profits of the institution for a period of --2)-+- are shown in a graph

below

Gross Proft

0

500

1000

1500

2000

2500

3000

3500

4000

4500

2006-07

2007-08

2008-09

2009-10

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Sri Varier-s ill

#ri !arier e0pired in +;;. $e had e0ecuted a ill prior to his demise, which converted

his proprietary concern into a 1haritable Trust of public nature,to be run by a Trust Board consistingof seven members who are related to his family and Institution.

/ANAGING TR0STEE

After the death of Aryavaidyan ".&adhava!arier who was the managing trustee and

1hief "hysician, his younger brother, Aryavaidyan " % arrier became the managing trustee. $e is

leading Aryavaidya #ala for more than half acentury.$e is holding the post of 1hief "hysician

also.Cnder his leadership Aryavaidya #ala has been recogni8ed as the premier center of Ayurveda in

the country. Aryavaidya #ala became the destination of ailing patients, rich and poor alie, studentsand scholars from India and abroad. $e made %ottaal the synonym of authentic Ayurveda.

EPART/ENTS OF AVS

&aterial "urchase (epartment

/esearch D (evelopment

*inance and Accounts (epartment

Information Technology

"roduction (epartment

4ngineering (epartment

&areting (epartment

"ersonnel D Administration (epartment

PRO0TS

+. ArishtaEAsava6*ermented *ormulation7

. Bhasma61alicinated drug7

3. 1hurna6"owdered herb7

;. 5hrita65hee based7>. 5ulia6"ill7

2. %ashaya6(ecoction7

=. eha64lectuary7

?. /asariya61ollerium7

. TailaE%u8hampu6Oil based7

ASSOIATE INSTIT0TIONS

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Ayurveda $ospitals

"ublication ing

Ayurveda 1ollege

$erbal 5arden

PERSONNE3 4 A/INISTRATION EPART/ENT

"ersonnel department is headed by the "ersonnel &anager. The woring environment is good and the

worers are fully satisfied with their wor. A peaceful woring atmosphere e0ists in the institution

though there are trade unions. A cordial relationship e0ists between the employees and management.

By reali8ing the importance of human resource management the A!# trust board has structured a

well)organi8ed personnel administration department. The industrial relations come under this

personnel and administration department.

*unctions of "ersonnel (epartment

To see and recruit 'ualified applicants to fill the vacancies

To ensure that the new recruits are provided with appropriate training and enable them to

perform their duties effectively

To set the salary on 9ob positions that are fair and e'uitable when compared with other

positions in the organi8ation and what prevails outside To ensure good employee morale

E/P3O,EE ATEGOR,

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The worforce distribution at A!#% is shown below .The total ?3> employees are

distributed in the following manner.

+. #anitation and $ouseeeping) ;- employees

. &anufacturing and production) 3-- employees

3. "ara medical worers) >- employees;. Technical worers) > employees

>. 1lerical worers) ;- employees

2. 40ecutive managerial) ?- employees

TRAINING IN AVS

In Arya!aidya #ala after a person is recruited to the factory he or she is given training for three years

under an e0pert employee. Besides this, fifteen percent of employees are trained every year. &ost of

the training programs are conducted in April and &ay when the factory is closed for maintenance.

ectures are given on different topics periodically.

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1.2In*ustrial Profile

Ayurveda is a monumental contribution of India to the world. As the name implies,

Ayurveda6ayuh


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The ey suppliers in Ayurveda are-

Off the 9ob 3

Both +2

@ot applicable

Inter=retation

*rom the table it is clear that fifty percent of the employees are saying that the organi8ation

conducted on the 9ob training and thirty two percent saying that they had off the 9ob training.

iewise si0teen percent employees said that they have undergone both off the 9ob and on the 9ob

training. And only two percent respondents replied that it is not applicable in this training

programme.

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*igure 3.+

50%

32%

16%

2%

/et6o* of Training

On the job

O the job

Both

Not app!"abe

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5.2 :2.T6e =rogra9 o78ecti)es >ere 'no>n to (ou 7efore atten*ing it.

The second 'uestion was about the awareness of employees regarding training ob9ectives

before attending it.

Table 3.

=articulars Res=onse Percentage

Awareness about training

ob9ectives

Kes ?;

@o +2

Inter=retation

(ata 6Table 3.7 shows that most of the employees were informed about the ob9ectives of their

training programs before attending them. 4ighty four percent of the employees replied that they were

aware of training ob9ectives through notice. /est of the respondents, i.e. remaining si0teen percent

employees said they were unaware of the program ob9ectives before attending it.

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*igure 3.

84%

16%

A>areness a7out training o78ecti)es

#es

No

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5.5 :5. ere (ou intereste* in un*ergoing t6e training =rogra9?

To chec the employees attitude towards the training programs conducted by management, the

third 'uestion was about their interest to attend the training programs.

Table 3 3.

Particulars Res=onse Percentage

Interest in undergoing

training

!ery interested ?

*airly interested 2

@ot interested +

Inter=retation

The data 6Table 3.37 shows that most of the employees have een interest to attend training programs

6? percent7 though twelve percent revealed that they are not interested to attend training programs.

And remaining si0 percent employees replied they are fairly interested in undergoing trainingprograms.

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*igure 3.3.

82%

6%

12%

Interest to atten* training

$er !ntereste&

'a!r !ntereste&

Not !ntereste&

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5.+ :+. T6e =erio* of training session >as sufficient for learning.

The fourth 'uestion was to find whether the period of training session was sufficient to learn or

not.

Table 3.;


Training period was

sufficient to learn

Agree ;?

&oderately agree ?

(isagree 3-

1ant say +;

Inter=retation

&a9ority of the employees agreed that the period of training session was sufficient forlearning and ac'uiring sills. Only si0 percent employees relatively agreed that they got sufficient

training period for learning. The noticeable fact is that about thirty percent employees said that they

did not get enough time for learning through training. And fourteen percent did not respond the

'uestion.

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*igure 3.;

48%

8%

30%

14%

Training =erio* >as sufficient for learning

()ree*o&erate a)ree

+!sa)ree

,ant sa

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5.@ :@.as t6e en)iron9ent *uring training =erio* co9forta7le?

This 'uestion was carried out to now about the comfort ability of training environment.

Table 3.>


1omfortable training

environment

Kes ;

@o 2

Inter=retation

The data shows that ninety four percentage of the respondents revealed the environment during

training period was comfortable for them. Only si0 percentage of people said that the training

environment was not much comfortable for them.

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*igure 3.>

94%

6%

2o9forta7le training en)iron9ent

#es

No

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5.! :!.Has t6e training =rogra9 influence* t6e 9oti)ational le)el or 9orale?

The si0th 'uestion was mainly emphasi8ing the influence of training programs on motivation level of

employees.

Table 3.2


evel of motivation after

training

$ighly motivated =2L

#omewhat motivated +2L

@ot at all motivated ?L

Inter=retation

Table 3.2 shows that =2L of the respondents feel that they are highly motivated by training

programmes conducted by the organi8ation. +2L of the respondents feel that they are somewhat

motivated with the effectiveness of the training programmes conducted by the organi8ation. And ?L

of the respondents feel that they are not at all motivated by the training programmes by the training

programmes organi8ed by the management.

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*igure 3.2

76%

16%

8%

/oti)ation le)el after training

.!)h /ot!ate&o/ehat /ot!ate&

Not at a /ot!ate&

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5.# :#.6et6er t6e training =rogra9 6as increase* t6e 'no>le*ge?

After the 'uestion about the changes in motivation level after training, the ne0t 'uestion was

regarding the influence of training on the nowledge level of employees.

Table 3.=


Increase in nowledge

Kes =?

@o +?

1ant say ;

Inter=retation

The data shows that =?L of the respondents feel that the training programmes have increased their

nowledge. But +?L of the respondents replied that the training programmes have not increased

their nowledge and remaining ;L of participants did not respond to the 'uestion.

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*igure 3.=

78%

18%

4%

Increase in 'no>le*ge

#es

No

,ant sa

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5.$ :$.i* t6e training reall( affects t6e sense of co9=etiti)eness?

The eighth 'uestion was carried out to chec the effectiveness of training programmes in

cultivating competitiveness among employees.

Table 3.?


Training affected sense of

competitiveness

Kes =;

@o 2

Inter=retation

The Table 3.? shows that =;L of the employees who participated in the survey opinioned that the

training programmes cultivate the competition and competitiveness among employees. hile 2L ofthe respondents feel that the training programmes not cultivate the competition and competitiveness

among employees.

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*igure 3.?

19%

81%

Training affecte* sense of co9=etiti)eness

#es

No

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5.% :%.6et6er t6e training =rogra9 6as increase* t6e s'ills an* talents to>ar*s assigne*

8o7?

*ollowing the previous 'uestion, the ninth 'uestion was designed to identify whether the training

programme has increased the sills and talents of employees towards the assigned 9ob.

Table 3.


#ills and talents towards

assigned 9ob

$ighly increased 2

&oderately increased 2

@ot increased +-

1ant say

Inter=retation

The data 6Table 3.7 shows that 2L of the respondents feel that training programme highly

increased the sills and talents towards assigned 9ob where as 2L of the employees feel that the

training programme moderately increased the sills and talents towards their 9ob. And +-L repliedthat training programme did not increase their sills and talents towards the assigned 9ob and

remaining L respondents did not answer the 'uestion.

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*igure.3.

62%

26%

10%2%

S'ills an* talents to>ar*s t6e assigne* 8o7

.!)h !n"rease&

*o&erate !n"rease&

Not !n"rease&

,ant sa

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5.1 :1.6et6er t6e training =rogra9 con*ucte* i9=ro)e* t6e ;ualit( an* =ro*ucti)it( of

(our >or'?

The tenth 'uestion was focusing on the improvement of 'uality and productivity of employees

wor due to training programmes organi8ed by management.

Table 3.+-


Training improved 'uality

and productivity

40cellent ;2

!ery good ?

5ood +-

"oor +;

!ery poor

Inter=retation

The data shows that ;2L of the respondents said that the training given by the management is

e0cellent which improve the 'uality and productivity of wor. And ?L respondents replied that the

training programme organi8ed by the management is very good and has improved the 'uality and

productivity of their wor. iewise +-L opinioned that the training given by management is good

which improves the 'uality and productivity of wor. But +;L people who answered the 'uestion

said that the training conducted is poor in improving the 'uality and productivity and rest of therespondents said improvement in 'uality and productivity of wor after the training was very poor.

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*igure 3.+-

46%

28%

10%

14%2%

:ualit( an* =ro*ucti)it( after training

"eent

$er )oo&

Goo&

Poor$er poor

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3.++ :11.Has t6e training =rogra9 i9=ro)e* t6e tea9 >or'?

This 'uestion was carried out to find whether the training programme has improved the teamwor among employees.

Table 3.++


Team wor improvement

40cellent 2

!ery good

5ood +;

"oor

!ery poor -

Inter=retation

The table above shows that 2L of the respondents said the training programme organi8ed was

e0cellent to build better team wor. Another L employees said the training given to them was very

good in building better team wor. And +;L employees responded the training was good inimproving team wor. hile the remaining L opinioned the training given to them was poor in

improving the teamwor in the wor place.

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*igure 3.++

62%

22%

14%2%

Tea9 >or' i9=ro)e9ent

"eent

$er )oo&

Goo&

Poor

$er poor

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5.12 :12.Ha)e (ou un*ergone an( training =rogra9 recentl(?

6ithin 2 months7

Table 3.+


Attended training recently Kes >;

@o ;2

Inter=retation

The data shows that >;L of the respondents have undergone any training programmes recently

6within 2 months7 while ;2L employees did not undergone any training programme recently.

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*igure 3.+

54%

46%

Atten*e* training recentl(

#es

No

40


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3.+3 :15.Ho> >as t6e ra==ort 7et>een t6e trainer an* =artici=ants *uring training =rogra9?

Table 3.+3


/apport between trainer and

trainees

40cellent =-

!ery good

5ood ?

"oor -

!ery poor -

Inter=retation

The data shows that ma9ority of the respondents said that the rapport between trainer and them is

e0cellent.=-L respondents are of this opinion where as L participants are of the opinion that

rapport between the trainer and trainees is very good. And the remaining ?L respondents replied the

rapport between the trainer and participants was good.

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*igure 3.+3

70%

22%

8%

Ra==ort 7et>een trainer an* trainees

"eent

$er )oo&

Goo&

Poor

$er poor

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3.+; :1+.Ho> >ere t6e facilities or e;ui=9ent use* in training =rogra9?

Table 3.+;


4'uipment used in training

program

40cellent >2

!ery good ;

5ood -

"oor -

!ery poor -

Inter=retation

The Table 3.+; shows that >2L of the respondents are saying that the facilities provided by the

organi8ation are e0cellent. And ;L of the respondents say that facilities provided during training

are very good. hile remaining -L respondents say that facilities provided by the management are

good.

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*igure 3.+;

56%

24%

20%

Facilities or e;ui=9ent use* in training

"eent

$er )oo&

Goo&

Poor

$er poor

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5.1@ :[email protected] training =rogra9 >as rele)ant to (our *e)elo=9ental nee*s.

Table 3.+>


Training was relevant

Kes 2

@o +2

1ant say

Inter=retation

This was 'uestion was designed to chec whether the training was relevant to the developmental

need of the employees. &a9ority of the respondents62L7 replied that the training organi8ed by themanagement was relevant to their developmental needs though L employees did not respond to

the 'uestion. hile +2L of the respondents said training given to them was not relevant to their

developmental needs.

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*igure 3.+>

62%16%

22%

Training >as rele)ant to *e)elo=9ental nee*s

#es

No,ant sa

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5.1! :1!.Are (ou satisfie* >it6 t6e 9et6o* of training i9=le9ente*?

Table 3.+2


#atisfied with the method of

training

Kes

@o ?

Inter=retation

The data in the Table +2 shows that most of the respondents i.e., L respondents are satisfied with

the method of training implemented while ?L are not satisfied with the method of training

implemented.

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*igure 3.+2

92%

8%

Satisfie* >it6 t6e 9et6o* of training

#es

No

48


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3.+= :1#.6et6er t6e fee*7ac' >as ta'en after t6e training or not?

Table 3.+=


*eedbac was taen after

training

Kes =

@o ?

Inter=retation

The data shows that =L of the respondents replied that the organi8ation taing feedbac from

them after training where as ?L of the respondents say that the organi8ation is not taing feedbac

from them.

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72%

28%

Fee*7ac' >as ta'en after training

#es

No

*igure

3.+=

50


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3.+? :1$.6et6er t6e fee*7ac' >as anal(ze* an* inter=rete* to i9=ro)e t6e training?

Table 3.+?


*eedbac analy8ed to improve

training

Kes 2?

@o 3

Inter=retation

The Table 3.+? shows that ma9ority of the respondents have replied that the organi8ation has revised

the feedbac collected to improve the ne0t training programme.3L respondents feels that feedbac

collected by the organi8ation has not been revised properly for improving the ne0t training

programme.

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*igure 3.+?

68%

32%

Fee*7ac' anal(ze* to i9=ro)e training

#esNo

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5.1% :1%.Ho> effecti)el( training is con*ucte* 7( 9anage9ent in o)erall *e)elo=9ent of

e9=lo(ees?

Table 3.+


4ffectiveness of training

conducted

40cellent >?L

!ery good L

5ood -L

"oor -

!ery poor -

Inter=retation

The data shows that >?L of the employees feel that training programme conducted by the

management is e0cellent in shaping them for their overall development as well as for the

organi8ation. And L of the employees feel that training programme conducted by the

management is very good that shape them for their overall development. hile - L of the

employees feel that training programme conducted by the management is good that shape them for

their overall development as well as for the organi8ation.

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*igure 3.+

58%22%

20%

training con*ucte* 7( 9anage9ent in o)erall *e)elo=9

"eent$er )oo&

Goo&

Poor

$er poor

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5.2 :2.Ho> >as t6e =erfor9ance of (our training *i)ision in organizing rele)ant training

=rogra9s?

Table 3.-

Particulars Res=onse Percentag

e

"erformance of training division

in organi8ing relevant training

program

40cellent ;2

!ery good ?

5ood ;

"oor

!ery poor -

Inter=retation

The data shows that ;2L of the respondents rated the performance of the training division as

e0cellent in organi8ing relevant training programmes. Another ?L respondents evaluated the

performance of training division as very good in organi8ing relevant training programme. And ;L

respondents rated the performance of training division as good though only few respondents rated theperformance of training division as poor regarded with organi8ing relevant training programme.

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*igure 3.-

46%

28%

24%

2%

nce of training *i)ision in organizing rele)ant training

"eent $er )oo& Goo& Poor $er poor

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5.21 :21. o7 le)el

ast few 'uestions were mainly focused to formulate a demographic profile of employees.

Table 3.+


Mob level

*illing #ection +?

Tablet #ection 32

%ashayam "lant

Cpper #team "lant +2

"ower $ouse ?

Inter=retation

&ost of the employees 632L7 responded to the 'uestionnaire were from Tablet #ection in the factory

whereas L were woring in %ashayam "lant. And +?L were from filling section. Another +2L

were from Cpper #team "lant of the factory. And remaining ?L employees were from "ower house.

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*igure 3.+

18%

36%22%

16%

8%

o7 le)el

'!!n) se"t!on

abet se"t!on

ashaa/ pant

pper stea/ pant

Poer hose

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5.22 :22.Ho> long (ou 6a)e 7een >or'ing in t6e current co9=an(

Table 3.


40perience in the current org.

ess than a year -

+) years -

3); years

>)+- years +-

&ore than +- year ??

Inter=retation

&ost of the employees who responded to the 'uestion were having long woring e0perience in the

current organi8ation. ??L respondents have been woring in %ottaal Aryavaidya #ala for more

than +- years. And +-L of the respondents have been woring in A!#% from > to +- years whereas

L of the employees who respond to the 'uestion were having an e0perience of 3); years. It is clear

from the data that employees of %ottaal Aryavaidya#ala are very loyal to their organi8ation.

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*igure 3.

2%10%

88%

EB=erience in t6e current organization

ess than a ear

1-2 ears

3-4 ears5-10 ears

*ore than 10 ear

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5.22 :25.Age

Table 3


Age Cnder +? -

+)3- ;

3+);-

;+)>- ;-

>+)2- 3;

2+ and above -

Inter=retation

&ost of the respondents 6;-L7 were ;+)>- age group. 3;L respondents were >+)2- age group and

L were 3+);- age group. Only ;L respondents belong to +)3- age group.

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*igure .3

4%

22%

40%

34%

Age

n&er 18

19-30

31-4041-50

51-60

61 an& aboe

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5.2+ :2+. E*ucational ;ualification

Table 3.;


4ducation 'ualification

Below ##1 ;

##1 >;

"(1E"lus Two +

ITI ?

5raduate

Inter=retation

It is clear from the table that more than half of the employees 6>;L7 have 'ualified ##1 and ;L

are below ##1. +L are plus two or pre degree course 'ualified. hile ?L are (iploma holders

and L respondents are (egree holders.

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*igure 3.;

24%

54%

12%

8% 2%

E*ucation ;ualification

Beo ,

,

P+,:Ps o

;;

+e)ree

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+.1 Fin*ings

After analy8ing and interpreting the data, certain findings have been drawn to mae it clear about the

F4ffectiveness of Training "rogrammesG conducted in the organi8ation.

+. About half of the employees are getting on the 9ob training

. &ost of the employees were informed about the training ob9ectives before attending it

3. &ost of the employees have een interest to attend training programmes

;. @early half of the employees have gotten sufficient training period for learning

>. &a9ority of the employees en9oyed comfortable environment during training

2. &ost of the employees are highly motivated by training programmes

=. &ost of the employees feel that training programmes have increased their nowledge

?. Training programmes have cultivated competition and competitiveness among most

of the employees

. &any of the employees sills and talents towards their assigned 9ob have increasedthrough training

+-. uality and productivity of nearly half of the employees have increased by training

programmes given in the organi8ation

++. Training programmes helped most of the employees to build better team wor

+. &any of the employees did not attended any training programme recently

+3. &ost of the respondents rate the rapport between trainer and them as e0cellent

+;. &any of the respondents are satisfied withthe facilities provided by the organi8ation

+>. &ore than half of the respondents feel that training was relevant to their

developmental needs

+2. &a9ority of the respondents are satisfied with the method of training implemented

+=. About seventy percent of respondents feedbac was taen after training+?. The organi8ation has revised many of the employees feedbac to improve future

training programmes

+. &ore than half of the respondents rate the effectiveness of training given in the

organi8ation in terms of overall development of employees as e0cellent

-. @early fifty percent of respondents rate the performance of training division in

organi8ing relevant training programmes

+.2 Suggestions

66


67/72

+. The organi8ation should consider suggestions from employees in order to organi8e relevant

training programmes that benefit both the employer and employee

. The organi8ation can form discussion groups that are used to tae feedbac of the employeeswho attended the training or conduct surveys to chec whether the employee feel the training

as helpful to improve future training programmes

3. It is better to select training topics by considering the developmental needs of employees

;. The department heads should assess the training needs of their subordinates. This assessment

may increase the level of training effectiveness by the enhancement of good inter)personal

relationship.

>. The management should analy8e and interpret the feedbac taen for introducing better

training programmes

2. The management can organi8e good training programmes with selected topics related to

improve 'uality and production.

=. The organi8ation should evaluate the performance of employees after implementing training

so that the organi8ation can achieve more effectiveness

67


68/72

+.5 onclusion

Training is a vital and inspirable part of $uman /esource &anagement. 4very high thining

corporate accords the highest priority to this process of tuning out a highly valuable asset in the form

of highly trained and silled e0ecutives to the benefit of both. The study shows that some of the

employees are satisfied with the training programme. But some employees are not satisfied with the

training programme. #ome of the employees are satisfied with the various topics covered in the

training programme.

To obtain an effective training system a systematic training process is needed. #ystematic training

process involves several steps< 6i7 determining organi8ation ob9ectives and strategies, 6ii7 assessment

of training needs, 6iii7 establishing, 6iv7 implementation of the programmes, and 6v7 evaluation of

training results.

The training is thus very important for every organi8ation. #o without proper training the employees

cannot wor properly. By training the employees can ac'uire new technological nowledge,

manipulative sills, problem solving sill etc. all these will help an employee to perform well in the

organi8ation.

68


69/72

+.+


70/72

uestionnaire

+. hether the training conducted by the management was on the 9ob or off the 9obJ

On the 9ob

Off the 9ob

Both

@ot applicable

. The programme ob9ectives were nown to you before attending it.

Kes

@o

3. ere you interested in undergoing the training programmeJ

!ery interested

*airly interested

@ot interested

;. The period of training session was sufficient for the learning. Agree

&oderately agree

(isagree

1ant say

>. as the environment during training period comfortableJ

Kes

@o

2. $as the training programme influenced the motivation level or moraleJ

$ighly motivated

#omewhat motivated @ot at all motivated

=. hether the training programme has increased the nowledgeJ

Kes

@o

1ant say

?. (id the training really affect the sense of competitivenessJ

Kes

@o

. hether the training programme has increased the sills and talents towards assigned

9obJ

$ighly

&oderately

@ot increased

1ant say

+-. hether the training programme conducted improved the 'uality and productivity of

your worJ

40cellent

70


71/72

!ery good

5ood

"oor

!ery poor

++. $as the training programme improved the team worJ

40cellent

!ery good

5ood

"oor

!ery poor

+. $ave you undergone any training programme recentlyJ

Kes

@o

+3. $ow was the rapport between trainer and participants during training programmeJ

40cellent

!ery good

5ood

"oor

!ery poor

+;. $ow were the facilities or e'uipment used in training programmeJ

40cellent

!ery good

5ood

"oor

!ery poor

+>. The training programme was relevant to your developmental needs.

Kes

@o

1ant say

+2. Are you satisfied with the method of training implementedJ Kes

@o

+=. hether the feedbac was taen after training or notJ

Kes

@o

+?. hether the feedbac was analy8ed and interpreted to improve trainingJ

Kes

@o

+. $ow effectively the training is conducted by the management in overall development

of employeesJ 40cellent

71


72/72

!ery good

5ood

"oor

!ery poor

-. $ow was the performance of your training division in organi8ing relevant training

programmeJ

40cellent

!ery good

5ood

"oor

!ery poor

+. "lease indicate your 9ob level

*illing #ection

Tablet #ection

%ashayam "lant

Cpper #team "lant

"ower $ouse

. "lease indicate how long you have been woring in the current company

ess than a year

+) years 3);years

>)+- years

&ore than +- year

3. Age

Cnder +?

+)3-

3+);-

;+)>-

>+)2-

2+ and above

;. 4ducation 'ualification

Below ##1

##1

kottekal aryavaiyda sala

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