IMPACT OF TRAINING AND DEVELOPMENT

ON EMPLOYEES PERFORMANCE AND PRODUCTIVITY

AT DABUR INDIA LTD A CASE STUDY
DISSERTATION
Submitted to partial fulfilment of the requirement for the degree of
MASTER OF PHILOSOPHY
(Business Management)
TO

FACULTIES OF MANAGEMENT STUDIES

NICE MANAGEMENT COLLEGE
SHOBHIT UNIVERSITY, MEERUT

Under the guidance of

Submitted By:-

Dr. Neha Yajurvedi

Manvi Panchal
M.phil(Management)
(2014-2015)

DECLARATION
I MANVI PANCHAL Enrolment no: 2014050651 do hereby certify that the Research project entitled
IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE AND
PRODUCTIVITY AT DABUR INDIA LTD A CASE STUDY submitted in requirement of fulfilment
of M.Phil. degree is an authentic record of my own work, under the guidance of Dr. NEHA YAJURVEDI
of Shobhit University Meerut. This is to further certify that i have not submitted this Project Report to
any other institute for the award of any other degree.

(Signature)
NAME:

MANVI PANCHAL

Enrol No: 2014050651

Batch: M.phil. (2014-2015)
Date:

CERTIFICATE

This is to certify that MANVI PANCHAL enrolment number :- 2014050651 is a bonafide student of M. phil
( management ) (2014-2015), final semester of this university. The research entitled IMPACT OF
TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE AND PRODUCTIVITY
AT DABUR INDIA LTD A CASE STUDY has been prepared by her in partial fulfilment of the
requirement of the award of Master of Philosophy under the guidance of Dr NEHA YAJURVEDI .

DATE :-

DR. Neha Yajurvedi

NICE Management College
Shobhit University
Meerut

ACKNOWLEDGEMENT
Progress in life , business or any projects comes through taking initiatives & continuing to progress on
new concepts & ideas. The original momentum is not enough to keep you moving forward. Your progress will
grit to halt unless you refill your engine for inspiration with fuel of fresh ideas with enthusiasm and proper
guidance. Accomplishment requires the effort of many People and this work no different. I would like to thank
all those who helped me directly or indirectly and whose diligent efforts made this project successful.

I am grateful to Dr. SS CHAUHAN (HOD) of Nice management college Shobhit University Meerut for
creating a conducive environment in the institute for a purposeful education.

My thanks also goes to my guide Dr. Neha Yajurvedi for her valuable suggestions and directions for the
project.

To Construct the project Impact of training and development on employees performance and
productivity at dabur india ltd A Case Study . It has been great to work under her guidance.

I also take this opportunity to express my profound gratitude to all those respondents who made this project
successful by cooperating with me.

MANVI PANCHAL

PREFACE

The following study Impact of training and development on employees performance and productivity
at dabur india ltd A Case Study had a positive and significant on employees performance and
productivity at dabur india ltd . The research study reveals the positive outcome of training and development.
The employees were able to improve their performance and were satisfied with the training further it helped
them to achieve their overall objectives with in tune with organisational objectives and many of the employees
were ready to take keen interest in the training process,further more the resources provided by the organisation
were good and utmost care had been taken to prove the objectives of the employees as well. Training
activities were over all good , directed and adequately focussed to serve the purpose of trainer and employees
as well. Thus, the study emphasizes on the transparent process for employees performance evaluation and also
the training and development process was quantitative and effective.

SSS

S.NO.

CHAPTERS

1.

Company Profile

2.

Training and Development policies at Dabur India Ltd.

3.
4.
5.
6.
7.
8.

Objectives of the Research study

Hypothesis / Assumptions of the study
Literature Review
Research Methodology
Data analysis and interpretation of Dabur India Ltd.
Limitations
Findings and Conclusions

9.

Recommendations/Suggestions

10.

Annexure

11.

(a) References / Bibliography

(b) Questionnaire

CHAPTER 2

Page
no

TABLE OF
CONTENT

TRAINING AND DEVELOPMENT POLICIES AT

DABUR INDIA LTD

Dabur believes that happy employees help create a happy and prosperous Company. Our people are our
most valuable assets and investing in our people has helped Dabur become a leading employer brand in
the country and across the globe. At Dabur, we measure growth not just in terms of the value we deliver to
our customers, but also in terms of the growth of our employees. We believe that the welfare of our
employees is integral to our vision to become a vibrant organisation. The Company today employs

around9,000 employees in India and overseas locations. Employees engaged through contractors account
for nearly 38% of the total workforce at Dabur. At Dabur, the Human Resources department supports the
business operations and helps enhance performance parameters for each employee. Special care is taken in
nurturing talent, promoting entrepreneurship among employees and motivating employees to innovate and
improve their performance through an innovative reward and recognition programme called

Applause. The objectives of this scheme are:

to reward contribution of employees beyond normal monetary rewards.
to recognize and applaud for immediate recognition
to promote positive behaviours in the organization

Under this scheme, awards are presented in five categories, namely:

Rising Star: Most promising new comer award.

Trailblazers: Employee of the half-year.
Honors Club: Employee of the year.
SPOT Recognition: On the spot recognition for wonderful job done.
Eureka: An Idea Generation Award.

At Dabur, we respect the right to freedom of association, participation,collective bargaining, and provide
Access to appropriate grievance redressal mechanisms. During the year, the Companys HR department
received 105 grievances, all of which were promptly addressed. Employees are also encouraged to
contribute to the various community initiatives through volunteerism. Dabur has also institutionalized
Health, Safety & Environment policy (HSE), which describe an occupational health and safety management
system based on seventeen elements (OHSAS-18001:2007) that include:
A clear statement of overall health and safety objects.
A commitment to the prevention of occupational injuries and illnesses.
A commitment to continual improvement.
A commitment to compliance with all applicable Act/Rules & legislation.
A commitment to training communication and make it available to all interested parties
All the provisions of this HSE policy have been put on the Dabur Intranet for ready reference of all employees.
Talent Management:

Dabur recognizes that its people are the key to its continued expansion and growth. Therefore, the Companyputs
a great deal of emphasis on talent acquisition, development, retention and motivation. Daburs Talent
Management strategy is focused on building future leaders and creating a talent pool within the organization to
ensure a pipeline of high quality business leaders to steer the company forward on its growth trajectory. Career
Development Centre (CDC) is an innovative HR initiative undertaken by Dabur in a bid to provide career
development and advancement opportunities for employees who have been part of the Dabur India family for
some time. This is an assessment process for identifying the performers and rewarding them through
promotions to the next level of being supervisors or managers. While a particular employee may be performing
extremely well in his/her current role and delivering an excellent performance consistently, it does not assure
that the same employee may be at right fit for a larger role or may be able to perform equally well in an
enlarged role as a supervisor or a manager. CDC helps the company identify talent and reward them by taking
them to the next level on the Corporate ladder. Generally, companies tend to explore lateral hiring options at
senior level. CDC, on the other hand, gives existing employees an opportunity to move up the Corporate ladder.
CDC works on a nomination process where line managers are required to identify and nominate the candidate
based on his/her past experience for a larger role. Under this assessment conducted by separate panels of
internal and external members candidates are put through a battery of simulated situations. The company also
spends time in training nominees, besides hosting structured feedback sessions both for successful and
unsuccessful candidates. These initiatives have brought about a high level of transparency in our processes. The
company has a well-developed Young Managers Development Programme (YMDP), which is a crossdepartmental training programme designed for new recruits or Management Trainees -- and ensures a regular
talent flow within the company.

Training & Development:

On the training and development front, Dabur has spent considerable time in enhancing skills of its employees
across the board. The HR team works closely with individual departments in designing and implementing such
initiatives. Special programmes have been devised for the sales force through audio-visual and real time
sessions, the sales teams are trained intensively on various nuances of different sales channels. The entire
process is highly proactive and well-structured. In all, 1,034 training and skill upgradation programmes were
organized during the year for skilled and unskilled employees.
TRAINING & DEVELOPMENT

At Dabur, we firmly believe that that continuous development is necessary to enable all employees to face
challenges and changes. In line with this belief, many training programmes are organised to continuously bring
out the best in our employees and develop their talents. At every stage of an employees career, we promote and
organise regular training sessions. Employee development and training is, in fact, the key to achieving an
environment of excellence at Dabur. We follow a scientific process for identification of training needs, which
emphasises linkage between performance assessment and training delivery. Training needs are identified
through self assessment and by immediate superior, programmes with business linkages and using Critical
Incidents methodology. Keeping in mind the needs of different trainee groups, we employ a mix of diverse
delivery media to deliver training to our people such as classroom training, outbound training, web-based
training and audio visual training. Leadership development continues to be one of the key initiatives of the
Company. Globally acclaimed programs are taken up on regular basis under this initiative and exposure given to
identified talents. Our LEAD (Leadership Excellence @ Dabur) programme, launched in 2011, is now being
rolled out for the next fifty of our top leaders. This process is being conducted with the help of a global HR
consulting firm. Over the years, this initiative has helped us develop a Dabur. Leadership Framework for
analyzing and addressing individual and team performance development opportunities. For the first time, Rural
SPORT (Solution Selling; Proactiveness; Objectivity; Relationship; Trust), a unique Audio Visual based
in-house training program for rural workforce was conducted across all the zones. It demonstrates a person
making a sales call, capturing at every step the right and wrong actions. This AV-based approach ensures that
the training delivery is very use friendly. SPORT has been selected to receive the ASTD (American Society for
Training & Development) Award for Excellence in Practice Citation in the Organizational Learning and
Development category. In all, over 50 training and skill upgradation programmes were organized during the
year for skilled and unskilled employees. Dabur, RUDSETI to offer free skill development training to rural
youth and their employees. We pay a lot of attention to honing people skills: A Sudhakar, Senior Executive
Director-HR, Dabur India.

THE CORE VALUES

Our human resource management policy focuses on people development , one of our core principles being:
'People are our most important asset. We add value through result-driven training, and we encourage and reward
excellence.' It's their contribution that has enabled Dabur achieve its current status. We take special care of our
employees, and recognise and reward good performance . There are special skill upgradation programmes to
keep our employees abreast of current business demands.

TRAINING AND DEVELOPMENT POLICIES BEING CONDUCTED BY

DABUR
TRAINING PROGRAM AT DABUR:
A general criteria to carry out training program at Dabur is as follows:
Training objectives

Training need assessment

Planning a training programme

Implementing the programme

Evaluation and follow up

Over the period, various training programs are organized at Dabur India Limited. The purpose of these
programs was to bring awareness among the employees on the latest techniques& technical up gradation
&enhancement of their knowledge to improve the productivity, efficiency, best resources utilization & built
positive attitude and culture in the organization.

TRAINING PROCEDURE AT DABUR INDIA LTD:

In order to achieve the desired objectives the Training procedure at Dabur can be divided into three phases.
These are explained as follows:
PHASE 1: NEEDS ASSESMENT AND DEVELOPING THE TRAINING CALENDER. This phase can be
discussed as follows:
1 .Needs assessment or identification of the training needs :
Needs assessment diagnoses present problems and future challenges to be met through training and
development in the company. This is done to systematically determine who in the organization require training
and in what areas. After the annual appraisal process is complete, the areas of training for each individual are

taken from the appraisal forms of the personnel and a Data bank is prepared with the help of the same. This
exercise is a continuous and an ongoing process. Dabur spends vast amount of money on Training and
development of the employees. At times external guide is also called to give training to the employees, as in
Kaizen training program.

2.

Developing the Training Calendar:

After identifying the need of training a major activity is developing the training Programme Calendar. Dabur
every year modify its training calendar in accordance with the needs of the employee. Based on the data bank, a
list is prepared of the areas in which most of the people require training these banks are then incorporated in the
training Calendar on the priority basis. Training calendar consists the following details:
a)
b)
c)
d)

Listing of the training program during the year

Faculty assigned to give the training
Target group to which training has to be given.
Dates are to be mentioned on which the training program has to be accomplished. The training needs
records will be maintained in a manner suitable as decided by the HR department.
TRAINING CALENDER

S.NO.

TRAINING TOPIC

NOV12

CLIT

7 Type of Abnormalities

JH 3 Steps

5'S

Nut and Bolts

Transmission System

Lubrication

Hydraulics

Pneumatic

10

Electrical

Dec-12 Jan-13 Feb-13

Mar-13 employee cover

ii

50

i
ii

ii

20
ii

ii
iii

35

ii

17
iii

36
iii

20

36
20

11

3.

M/c Safety

ii

iii

22

Conducting the training programme :

Two types of training programs are conducted in Dabur:

1.Internal Training programs
2. External Training programs
A) Conduction of the Internal Training Programs:
The Human Resource department of the company conducts the Internal or In-housetraining programs. The
following steps can do it .The participants list is drawn up from the data bank listing, the individuals who
require training in that particular area subject to their availability on the dates concerned.
B) conduction of the external training programms:
For conducting the Training programs either In house training faculty is used or External faculty is invited to
take some sessions like in Kaizen, an external trainer Mr.J.M. Pant gives the training to the employees
Participants are informed about the training through Emails sent by the concerned department heads giving the
details about the time and venue of the of the programme, the faculty, the schedule and the final list of the
participants at least three days before the conduction of the programme.
Any sudden changes in the training program are accordingly informed to the concerned department heads, to
the participants and to the faculty.
The training programmes are either technical or non technical such asHealth safety management
Six sigma
Creativity &innovation
TPM (Total Productivity Manufacture

Telephone skills for building the right company image.

Training related to RO water treatment etc.
Copies of this nominations letters are sent one to each
The Accounts department (requesting them to make a cheque for the participation fee) and
One copy is retained for the records for future reference.
The organizer of the program.
The Participants
The concerned head of the department.
The Time office (to account for the attendance)
PHASE 3 : EVALUATION OF THE TRAINING PROGR AMMES
After the completion of the training program, the participants are given feedback forms to fill up in which
they evaluate: The course content
Objectives met by the training program
Applicability and feasibility of the program to their job
Techniques used by the trainer
The Faculty
Time limit of the program employees also give their suggestions for the organized training program, they tell
abou tthe scope of improvement in the program. Based on the suggestions given by the employees ,necessary
amendments are done for the future. The respective employees duly attest evaluation forms and the records of
the feedback summary are maintained as a part of the training records. In the event of an immediate need of the
training to be provided to an individual where by the standard procedure cannot be followed the required
training will be provided to an individual on the discretion of the head of the department and the Manager-HR.
VAR IOUS LEVELS AT WHICH TRAINING IS PROVIDED AT DABUR INDIA LTD.
There are five grades at which the training is given these are as follows:
GRADE VI : Supervisors
GRADE VII : Senior Assistants.

GRADE VIII : Assistants

GRADE IX : Junior Assistants
GRADE X : Permanent workers
Subdivisions of these groups are:
OC : Assistant officer
OB : Officer
OA : Senior Officer
7C : Senior Executive
7B : Assistant Manager
7A : Deputy Manager
6B : Manager
6A : Senior Manager
Grade OC and above are high-grade employees, they are also provided with the training e.g. On Attitudinal
changes. Now for the next one year i.e. 2007 Dabur is focusing on Kaizen, which is discussed in detail in the
later sections.
Besides this, Dabur conduct other various training programme:Dabur use ON THE JOB training and OFF THE JOB training

ON THE JOB TRAINING:

Under these methods new or inexperienced employees learn through observing peers or managers performing
the job and trying to imitate their behaviour. These methods do not cost much and are less disruptive as
employees are always on the job, training is given on the same machines and experience would be on already
approved standards, and above all the trainee is learning while earning. Some of the commonly used methods
are:
1. Coaching:

Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to focus on them. It
also offers the benefit of transferring theory learning to practice. The biggest problem is that it perpetrates the
existing practices and styles. In India most of the scooter mechanics are trained only through this method.
2. Mentoring:
The focus in this training is on the development of attitude. It is used for managerial employees. Mentoring is
always done by a senior inside person. It is also one-to- one interaction, like coaching.
3. Job Rotation:
It is the process of training employees by rotating them through a series of related jobs. Rotation not only makes
a person well acquainted with different jobs, but it also alleviates boredom and allows to develop rapport with a
number of people. Rotation must be logical.
4. Job Instructional Technique (JIT):
It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares a trainee with
an overview of the job, its purpose, and the results desired, (b) demonstrates the task or the skill to the trainee,
(c) allows the trainee to show the demonstration on his or her own, and (d) follows up to provide feedback and
help. The trainees are presented the learning material in written or by learning machines through a series called
frames. This method is a valuable tool for all educators (trainers). It helps employess to:
a. To deliver step-by-step instruction
b. To know when the learner has learned
c. To be due diligent (in many work-place environments).

OFF THE TRAINING:

Off-the-job training methods are conducted in separate from the job environment, study material is supplied,
there is full concentration on learning rather than performing, and there is freedom of expression. Important
methods include:
1. Lectures and Conferences:

Lectures and conferences are conducted by dabur. Dabur

training programme starts with lecture and

conference. Its a verbal presentation for the employees. However, the lectures are motivating and create interest
among trainees.
2. Vestibule Training:
Vestibule Training is a term for near-the-job training, as it offers access to something new (learning). In
vestibule training, the workers are trained in a prototype environment on specific jobs in a special part of the
dabur plant. An attempt is made to create working condition similar to the actual workshop conditions. After
training workers in such condition, the trained workers are put on similar jobs in the actual workshop. Duration
ranges from few days to few weeks. It prevents trainees to commit costly mistakes on the actual machines.
BUSINESS BUILDING OBJECTIVES
Dabur conduct BBO (business building objectives) instead of MBO (management by objectives)
Dabur aims to achieve objectives within a time frame and with available resources. In general, objectives are
more specific and easier to measure than goals. Objectives are basic tools that underlie all planning and strategic
activities. Dabur serve as the basis for creating policy and evaluating performance. Some examples of business
objectives include minimizing expenses, expanding internationally, or making a profit.
Each of these design objectives is presented in the context of the others at Dabur :
1)

Cost effective
Pertains to selecting building elements on the basis of life-cycle costs (weighing options during concepts,
design development, and value engineering) as well as basic cost estimating and budget control.

2)

Productive
Pertains to occupants' well-beingphysical and psychological comfortincluding building elements such

as air distribution, lighting, workspaces, systems, and technology.

3) Safe and secure
Pertains to the physical protection of occupants and assets from man-made and natural hazards.
A) Natural hazards
B) Occupational safety
C) Health and security
D) Fire protection
TECHNIQUES USED BY DABUR

5s is a set of techniques providing a standard approach in training:

SEIRI (Sort)
Seiri is the identification of the best physical organisation of the workplace It is the series of steps by
which we identify things which are being held or are being held in the wrong area of the workplace. In
training it involves cross functional teams, or getting people to look at each others area.

SEITON (SET IN ORDER)

It removes items to be discarded or held in an alternative location will create space. It is the series of
steps by which the optimum organisation identified in the first pillar are put into place.

SEISO (shine)
The principal here is that people are happier and hence more productive in clean bright environments.

SEIKETSU (standardization)
It involves setting a schedule people from other areas visit and cast a critical eye over the state of the
area.

SHITSUKE (sustain)
Employees remain sustain in the organisation over a long period of time through training and
developing the morale of the employees and motivating them. The way in which the management
achieves this establishment of on going activity.

TPM (TOTAL PRODUCTIVITY MAINTENANCE) AT Dabur

TPM POLICY
We at dabur SBD unit are committed to continuous improvement, customer satisfaction and sustainable.
developments. Dabur shall strive to achieve these by implementing eight pillars of TPM through employee
participation and optimum utilization of available resources.
TPM OBJECTIVES
In pursuit of the excellence, dabur shall implement eight pillars of total productive maintenance to enhance our
competitiveness internally and externally and achieve the following objectives by way of improving overall
efficiency with a special focus on clean environment and safe practice.
Zero accidents
Zero quality defect.

Zero losses and errors.

On time delivery
Reducing energy bill
Conservation of water and cleaner emissions.
Training, development and empowerment of people.

PERFORMANCE APPRAISEL METHOD USED BY DABUR

In Dabur performance is measured by two methods:
A)
B)

FUNCTIONAL METHOD
BEHAVIOUR METHOD
Functional method contributes to 70% whereas behaviour method contribute to 30% which gives
total a 100%.
Functional method comprise of :
1) Productivity service level 25%
Dabur measures the productivity in terms of input and output with relation to material and labour. It
Mesures how much an employee produce within the given time frame and what amount of output
have been generated and goods and services produced in relation to the resources utilised in the
production.
2) Quality improvement - 10%
Dabur used the continuous improvement which can be achieved by PDCA Cycle as under:
ACT PLAN
CHECK DO
That is, PLAN your activities first, then DO (execute), CHECK (look for corrections, if any) and
then ACT (after taking corrective action). Further the quality have been enhanced if found less then
the minimum requirement.
3) Adherence to good manufacturing practices (AGM) 10%
In dabur employees are analysed by their manufacturing of products in relation to their practice.
The quality of goods being manufactured by them within the given target and how much they have
followed the practices being given by their supervisor.
4) Cost reduction (5%) and wastage elimination(5%) = 10%
In dabur there has been a watch on the employee to reduce the cost as to minimum and there should be
minimum wastage and the material which are of no use should be eliminated and should produced goods
within the given resources.

5) Upkeep of material- 5%
Material should be properly placed where their place and should not be unnecessary used as and
when requires should be used being directed by the supervisor.
6) Safety and housekeeping -5%
Employees should used safety kits while working on machines if not strict actions will be levied on
the employee which affects the performance of the employees. While there should be cleanliness
around the working environment nothing should kept which is of no use.
7) Contribution to TMP,KAIZEN 5%
Dabur use the techniques to check whether the employees have contribute to the tmp conducted by
the organisation and employee contributing to the continuous improvement in the production .
Behaviour method compromise of :
1) Team working conduct -15%
Dabur evaluate the performance of employees in terms of team working which judge whether the
employee contribute to team work an cooperate with his subordinate and the colleague and he is
able to contribute his maximum efforts to the team target.
2) Community (5%) , attitude (10%)
It judge the attitude of the employee towards his subordinates , superior and colleagues etc and
his contribution towards the society what behaviour an individual possessed.
On the basis of these performance appraisal method dabur used Likert scale (1 5) rating scale
I;e; good , bad and excellent etc. and outcome is calculated on the basis of:
Weightage multiplied by rating = score card
Score card is the card which measure the employee performance out of the total performance in
each above performance appraisal method used by dabur.
Dabur follow six steps of feedback process:
1) Observe
2) Comment
3) Discuss
4) Agreement
5) Thank you

PARIVARTAN A WELCOME CHANGE

VOLUME -39
MARCH APRIL 2015

As we set foot in new fiscal year 2015-16 wish you all a very happy prosperous year ahead. I would liketo
take this opportunity to emphasis upon carrying out our functions in a more simplified transparent manner.
Let us start our activities on a clean slate leaving behind all past legacies. In this FY let us look towards
modernization, process up gradation, automation besides hygiene & housekeeping, better coordination
between departments for achieving common objectives. March month was full of momentum of team
sprits and sustainable initiatives with achieving yearly target and setting new bench marks for coming
year. We have successfully organized Housekeeping & Hygiene week and OPL competition from 20th to
27th March 2015. Employees have participated with enthusiasm in the said program and total 129 OPLs
were skill fully presented. All Zones presented the Housekeeping and Hygiene areas. We also celebrated
44th Safety Day on 4th March,2015.

1. Arrange furnitures to provide open pathways to walk through.

2. Periodically, check the conditions of outdoor walkways an steps and repair necessary.
3. Remove fallen leaves or snow from outdoor walkways.
4. Secure electrical and phone cords out of traffic areas.
5. Use non skid through rugs in potentially slippery places like bathrooms.
6. Install handrails on stairways, including porches.
7. Never stand on a chair, tables or surface on wheels.
8. Use a sturdy step stool when climbing or reaching for high places.
9. Wear sensible footwear.
10. Keep stores and stairs clean and clear of clutter.
11. Maintain good lighting on both indoor and outdoor walkways.
12. Clean up all spills immediately.
TRAINING AND EDUCATION :

Refresher training on BBS was conducted by Mr. Arpit Agarwal on 21st February 2015.
Housekeeping and Hygiene training was conducted by Mr. Vipin Saini on 21st March 2015.
First Aid Safety training was conducted by Ms.Deepika (Safety Circle) on 9th March 2015.
Safety training was conducted by Mr. Arpit Agarwal on 5th March 2015.
Fire safety on job training was conducted by IGL team on 10th March 2015.

CHAPTER 3

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE RESEARCH

The main objective of this research study is to measure the impact of Training & Development
on the employees Performance and productivity at Dabur India Ltd . The main objective of training and

development is to improve employee knowledge and the skills for their better performance. The
performance is measured in terms of the improvement in Productivity, and the Employee
Satisfaction towards himself . This research study is mainly for identifying the impact of the
Training and development of the employees .Training and the Development strength is measured with
the dimensions of Knowledge and the Skills of the employees. Training is one of the major function of the
HRM and it is used to change or moderate the behaviour and the level of motivation aiming the positive
contribution for the Performance and finally for the productivity. T & D is a systematic program as well,
that would enrich by providing a pool of skilled workers, improvement of moral, motivation and finally
improvement of the performance. Training and development contain certain inputs which enable
the employees to gain skills, theoretical concepts and help acquire vision to look into the distant future
skills training is imparting skills to employees. A worker needs skill to operate machines, and other
equipment with least damage and scrap.

To study the roles and importance of training and development:

Training and development plays a very important role in the organisation as to enhance the
employees performance and help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

To study the different types of techniques and methods used to evaluate Performance of
employees after the training and development at dabur:
By using the various techniques and methods of training employees will able to learn more
practical concepts rather than theory one and will indulge in taking interest in training which
will generate positive outcome through productivity.

To assess the productivity of employees in dabur after training and development:

Technical training is unique for a job. So these technical trainings will reduce wastage and

accidents while maximizing the profit of a Dabur. These kinds of trainings will create
efficiency in the organizational production.

To explore the methodology and the types of training used in dabur:

By attending the training and development programs, employees will able to master the work
of their jobs and will able to learn different new methods provided on the job or off the job.

To study the relevance of post training evaluation/feedback to the employees in dabur:

By evaluating the performance of employees after giving training in the form of feedback
employees will able to know their weak areas and further improve those area which will in
future increase their higher level of performance and career prospects on the job.

CHAPTER 4

HYPOTHESIS/ASSUMPTIONS OF THE STUDY

HYPOTHESIS / ASSUMPTIONS OF THE STUDY

Every employee have shown a significant role in the training and development process. Hypothesis
are developed to see the Impact of training and development on the overall employees
Performance. The Hypotheses show that all these have significant effect on employees as well as
Dabur performance, because training increases the efficiency and the effectiveness of both
employees and the Dabur. . The employees who have more on the job experience have better
performance because there is an increase in the both skills & competencies because of more on the
job experience. Thus the purpose of this study is to show the impact of traning and the design of

training on the employee performance. Employee performance will have effect on many factors
like job satisfaction, knowledge. On the job training has significant effect on the
organizational performance. During training & development the delivery style of the person who is
giving the training also effects the organizational performance. Every employee experiences
technological changes that require more skilled personnel in its daily activities. Employees performance at
work places affects the organisation performance. Every employee have undergone training at his/her time
of hire. Each of the employee have undergone training which increase their efficiency and boost up their
morale and raise their living and which unnecessary reduce the cost of wastage at production level.

HYPOTHESIS :
Training and development activities plays a significant role in increasing productivity.

CHAPTER

LITERATURE REVIEW

CHAPTER

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

RESEARCH OBJECTIVE

:-

The research methodology of the study explains the systematic way of findings to the predetermined Objectives.
Moreover this provides the clean path to accomplish and achieve clear solution for the Problem stated.

SOURCES OF DATA:PRIMARY SOURCE - It refers to the collection of first hand data and collected fresh data.
Questionnaires :
a)

Survey of the employees who underwent training programs 3-5 months back by giving them
Questionnaires and collecting their feedback.
b) By taking personal interview of the employees.
SECONDARY SOURCE - Organization Manuals, Books, Websites.
Secondary data is collected from previous researches and literature to fill in the respective project.

1.

training calendar of dabur.

2.

participants list

3.

websites

4.

management books

TYPE OF RESEARCH:RESEARCH DESIGN : EXPLORATORY RESEARCH

Exploratory research have been followed. After preparing the questionnaire on the basis of research design, it
was tested on six respondents and after getting the response modifications were done.
RESEARCH INSTRUMENT : questionnaire
The research instrument was structured questions with the choice of open ended and close ended questions.
SAMPLING METHODOLOGY
SAMPLING: Convenience sampling
RESEARCH TOOLS :
Pie chart, percentage
UNIT: single unit / elements
Each respondent was considered as a single unit in the whole research.
SAMPLE SIZE: 100
The sampling size or the universe of the research work was 100 employees.
SAMPLE LOCATION (area of research): kaushambi (GHAZIABAD)

CHAPTER

DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

1.

The frequency of the training programme in the organisation is :

i)

Once in the month ( )

ii)

once in 3 month ( )

iii) once in 6 month ( )

50%

30%
(agree)
20
% (can't
say)
(disagree)

Once in
month
(50%)
3 month
(30%)
6 month
(20%)

INTERPRETATION
50 % of the employee disagree to this notion because they feel that it will unnecessary increase the cost of
the company and it will also disturb the daily routine work of the worker. 30 % say that it will be
beneficial to have once in 3 month on quarterly basis so that they can assess their performance on this
basis and 20 % cannot reveal the reason and no response is given from them.
2. The training aids were useful in improving the overall effectiveness of the programme :

i) Strongly agree ( )

ii)

strongly disagree (

2nd Qtr; 28%

1st Qtr; 72%

60 % Strongly

agree

40 % Strongly

disagree

INTERPREATION
60 % of the employees believe that the training aids used were helpful in improving the overall
effectiveness, yet 40% disagree to this notion. Yet the total mind set of the employees was that the
organisation should use better scientific aids to enhance the Presentation and acceptance value of the
training programme which will further increase their productivity.

3. Is the training programme conducted in dabur were relevant to the development needs of the
employees.

i)

Agree

ii) disagree ( )

2nd Qtr; 28%

1st Qtr; 72%

60 %
agree
40 % disagree

INTERPRETATION
60% of the employees feel that training was according to the development needs of the employees and
40% feel that it is not as much related to the development need in it should be more comprehend and
extensive in lieu of the training identification needs of the employees.

4.

Methods which were most suitable for training.

i)

On the Job ( )

ii) Off the Job ( )

2nd Qtr; 28%

1st Qtr; 72%

70 % on the
job
30 % off the
job

INTERPRETATION
70% of the employees feel that training should be conducted in the organisation and is economical in the
sense that it does not require extra cost burden for arranging training needs. Moreover, it does not require
separate training space to provide training because employees are involved in actual work process, quick
learning, it develops multi-skill in employees. The employees will able to get quick feedback about
correctness of their performance. While 30 % of employees feel it should be off the job training, as error
in production can be minimized and large numbers of employees can be trained simultaneously at a time
Hence, training requires less time.
5.

Training was effective in improving on the job efficiency:

i)

Strongly Agree (

ii) moderately agree ( )

iii) cant say ( )

(50
(30%
% strongly
moderately
agree)
agree)
(20 % disagree)

50% strongly
agree

30% moderately
agree
20 %
DISAGREE

INTERPRETATION
50% employees believe that training programme increase their efficiency which will further enhance
their job performance. But 30% moderately agree to this. The view was towards having more
technological knowledge and connect to the current topic which could help them providing their
creative urge and increase their job efficiency and 20 % do not respond to the questions.

6.

Impact of training methods were successful in achieving the employee productivity at dabur:
i)

Agree

()

ii)

disagree ( )

2nd Qtr; 28%

1st Qtr; 72%

80 % agree

20 % disagree

INTERPRETATION
80% believe that the methods used in their training programme were sufficient and related to their current
training needs as well time limit of the training programme was also adequate . But 20 % believe that it is
insufficient as 20 % of the employees though feel that increase in the limit of the training programme and
change in some training methods would certainly be beneficial and the organisation should plan for this to
be implemented in the near future.

7. Performance appraisal methods were useful in evaluating the performance of Employees

in Dabur India Ltd :

i)

YES

ii)

NO

2nd Qtr; 28%

1st Qtr; 72%

70% yes

30% no

INTERPRETATION
70% employees agree to the fact that performance appraisal methods used by dabur were good and
sufficient and employees were ready to perform well in near future to improve themselves and 30% who
disagree to this connotation said more comprehensiveness should be there and no biasness while
evaluating the performance with regard to any employees and detailed structure should be there so that
every employee is ready to accept the changes.

8. The training session were more productive and improve the quality of working procedures

i)

Agree

ii)

disagree

2nd Qtr; 28%

1st Qtr; 72%

30 %
disagree
70 % agree

INTERPRETATION
70% of the employees feel that training sessions were more productive and trainers provided by the
Dabur was also good further trainer helped the employees in providing theory as well as practical training
and besides this doubts were also cleared side by side and 30% feel that they were not useful as it does
not improve the quality of working procedures because practical training was not up to the mark and thee
was lack of knowledge in trainer regarding working procedures.

9.

Does the system help you in aligning your goal with those of the organisation.

i)

Yes

ii) no

iii) cant say

yesno
(50%)
(30%)
CAN'T
SAY
(20 %)

50 %
(agree)
30%
(disagree)
20% (cant
say)

INTERPRETATION
50 % agree that their goals were aligning with that too which organisational goals and the system was
also good which was helpful to employees as well as organisation both were working simultaneously in
regard to the objectives laid down by dabur 30 % are not satisfied with the system there is need to change
the system of so that both the goals can work together and in the same direction and 20 % do not respond.

10. Do your superior provide proper feedback about your work.

Yes

ii)

No ( )

2nd Qtr; 28%

1st Qtr; 72%

60 % agree

40 %
disagree

INTERPRETATION
60% agree that their superior provide proper and timely feedback about their work so that on hand
changes can be made which will help them in improving quality of working and improve performance and
productivity as well .But 40 % do not agree with the feedback system as superior do not provide proper
feedback and there are more chances of errors again and again which result in increase cost and more
wastage of resources and further reduction in productivity.
11. In your opinion, the number of training programmes organised by dabur during the year were

sufficient:

i) agree ( )

ii) disagree ( )

iii) cant say ( )

30%
(disagree)
50%
(agree)
20
% (can't
say)

(50%) agree

(30%)
disagree
(20%) cant
say

INTERPRETATION
50 % agree that training programme conducted by the organisation were sufficient as per their
requirement and there is no need to conduct more and more training programmes and were adequate as per
their needs 30% say more training programme should be require for more skills up gradation and
improvement and 20 % do not respond.

12. Employees feel that the training impart by the organisation should be by the :

i)

internal

trainer

ii)

external trainer

2nd Qtr; 28%

1st Qtr; 72%

60 %
internal
40 %
external

INTERPREATION
60% % of the employees feel that training should be given by the manager of the organisation (internal) so
that employee feel more adjustable with the trainer and will able to work in a conducive environment
40% feel that it should be given by the external trainer hired by training agencies so that they will able to
learn more with the current scenario in relation to others organisations.

13. The employees were able to encourage themselves to use new technology adopted by Dabur India
Ltd:

i ) Agree

ii) Disagree

iii) Cant say

AGREE
DISAGREE
CAN'T
SAY
(50%)
(30%)
(20
%)

50 %
(agree)
30%
(disagree)
20 % (cant
say)

INTERPRETATION
50 % of employees reported that in relation to identifying and implementing changes in terms of using
capital intensive technique rather than labour intensive, their working place Performance will improve 30
% are not ready to adopt new technology and rest does not respond and further which will increase their
production capacity and 20 % do not respond.

14. SUGGESTIONS FOR IMPROVEMENT IN TRAINING AND DEVELOPMENT:-

i) More study material (handouts )

m
o
d
e
r
a
t
e
l
y

ii)

practical training

iii) classroom lectures

R E E
dA
i sG
ag
re e
(5 0 % )
(2 5 % )

A
G
R
E
E
(
3
0
%
)

50 % agree
(practical training)

30 % moderately
agree ( lectures)
20 % disagree

INTERPRETATION
50 % of the employees reveals that practical training will help in their work and will help in
developing their communication as well as help in how actually the work is done in the
organisation and 30% feel by giving study material they can read and all what is required in
theoretical point of view and 20 % are disagree to this notion.

15.
i)

How will you assess the training programme conducted in the organisation.
Outstanding

ii) very good

iii) good

iv) satisfactory

v) poor

Case study; 10%

Classroom lectures; 30%
Workshops; 20%

Conferences; 24%

Role playing; 16%

50 %
outstanding
25 % very
good
10 % good

10 %
satisfactory
5 % poor
%

INTERPRETATION
50 % of the employees said that training programme was outstanding up to the mark, 25 % said it was
very good , 20 % it was good enough , 10 % say it was satisfactory level and 5% said it was poor.

CHAPTER

LIMITATIONS

LIMITATIONS

TIME CONSUMING
It was very time consuming so it was not possible to study the Problems well in detail.

AUTHENTICITY AND FEEDBACK

It was difficult to collect the secondary data from the organisation and the respondents were not
in a position in giving the correct and accurate answer as and when needed.

LACK OF AWARNESS
The employee has low awareness level about the initiatives and practices by which there is
difficulty in collecting the information from employee.

LIMITED SCOPE
The scope of analysis done was restricted as the questionnaire was distributed only to few
departments.

LIMITATIONS ON PART OF RESPONDENTS

Some of the respondents were not interested in giving their personal details and some of them were
not co-operative

CHAPTER

FINDINGS AND CONCLUSIONS

FINDINGS

The training instructions , material and environment are quite good and by giving the manual
material they will read and help in their future as and when required.
.
The employees feel that the training programs increase their knowledge, skill and potential and help
them in both i.e; in job performance and increase efficient productivity. This shows that there has
been a favourable attitude toward a training program.

The employee have been provided training in the organisation So that it will reduce the cost of
transportation and simultaneously they will continue their work side by side and favourable for the
organisation as well.

Most of the employees have got reward for good performance and rewards includes bonus, pay
increase and promotions.

Employees are happy with their responsibilities but they do not have enough authority to perform it
efficiently.

The employees are provided with regular constructive feedback concerning their performance
during and in the implementation of newly acquired abilities.

To Some extent there is a place of improvement for making it more suitable and effective in the

training process.

CONCLUSIONS

Training is a costly affair for the management. It needs a handsome amount and long time, so
management has to play a safe game for the benefits of the company as well as the employees.

For providing an effective training, company requires a knowledgeable trainer. Selecting a particular
trainer is again a difficult job. Trainer demands handsome money. Training needs time and cost both.

An effective training program can bring about dimensional changes in the technical and behavioural
skills of the Employees.

It provides feedback and help the resource person for improvement at the level of individual
performance and strategy formulation for organisation in the long run.

Overall satisfaction level of the employees is satisfactory.

CHAPTER

10

RECOMMENDATIONS/SUGGESTIONS

RECOMMENDATIONS

The evaluation procedure must be implemented concerning trainer, trainee and the subject.

Ensures that there must be proper linkage among organisational goals. Ensure training contribute
to competitive strategy of the firm. Different strategies need different hr skills for implementation.

Ensures that comprehensive and systematic approach to training exists and re retraining
done at all levels on continuous and on-going basis.

Skill based training (product/process) should be provided.

Post training feedback should be continuous and should also be taken from line manager/superior
and from peers to find out the effectiveness of the training programmes.

Organisation needs to provide the pay scale of the employees.

Employee motivation should be encouraged.

Interpersonal relations should be more developed.

CHAPTER 11

ANNEXURE

ANNEXURE

FACULTIES OF MANAGEMENT STUDIES,

NICE MANAGEMENT COLLEGE,
SHOBHIT UNIVERSITY, MEERUT,
RESEARCH PROJECT

Dear sir/madam,
I am MANVI PANCHAL student of FACULTIES OF MANAGEMENT STUDIES,NICE
MANAGEMENT COLLEGE, SHOBHIT UNIVERSITY, MEERUT is conducting a research project on
Impact of Training and Development on Employees Performance and Productivity at Dabur India Ltd
A Case Study.
Kindly extend your co-operation in filling up these questionnaire and enable us to conduct the research
successfully.
We promise that the information given by you will be kept confidential.
Thanking you
Yours sincerely
(MANVI PANCHAL)

PERSONAL INFORMATION
NAME:- .
PLACE:-
AGE:- .....

(A) BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS:
1.

Dr.B.Janakiraman (2007) Training and development: Indian text content Dreamtech press
publication, Delhi

2. John p.Wilson (2005) learning for training of individuals and organisations, Kogan page publication
3. L.M. Prasad

(2005) Human resource management ,Sultan Chand Sons , New Delhi

4. Raymond A. Noe ( 2012) Employee training and development, McGraw Hill publication, New Delhi
5. Robbert I. Sutton (2007) Scaling up excellence in hr, Random house Publication , Banglore
6. Shashi K.Gupta (2004) Human resource management, Kalyani publishers, Ludhiana

JOURNALS:

IN - HOUSE JOURNALS:
PARIVARTAN A WELCOME CHANGE ( Hr department) and AYURVEDA VIKAS (hindi)
(marketing department)
MAGAZINE

PARIVARTAN A WELCOME CHANGE and

AYURVEDA VIKAS (hindi)

CATALOGUE
WEBSITES:.

Education and training (2014), Loma

1. www.dabur.co.in
2. www.dabur.org
3. www.dabur india.com
4. www.management help.org
5. http//: training and development naukri hub.com
6. http//:human resources about .com / education for employees . htm

(B) QUESTIONNAIRE

Training and development

(QUESTIONNAIRE)

NAME .........................................
DEPARTMENT....
DESIGNATION.

1. The frequency of the training programme in the organisation is :

(i)

2.

(ii)

once in 3 month

Strongly agree

( )

(ii)

strongly disagree (

(iii) once in 6 month ( )

Is the training programme conducted in Dabur were relevant to the development needs of the
employees:

(i)

4.

( )

The training aids were useful in improving the overall effectiveness of the programme:

(i)

3.

Once in the month ( )

Agree

( )

(ii)

disagree ( )

Methods which were most suitable for training:

(i)

5.

Strongly Agree (

(ii) moderately agree ( )

(iii) cant say ( )

Impact of training methods were successful in achieving the employee productivity at dabur:

(i)

7.

(ii) Off the Job ( )

Training was effective in improving on the job efficiency:

(i)

6.

On the Job ( )

Agree

( )

(ii)

disagree ( )

Performance appraisal methods used by dabur were useful in evaluating the performance of the
employees:

(i)

Yes

( )

(ii)

No

( )

8. The training session were more productive and improve the quality of working Procedures at Dabur:

(i)

Agree ( )

(ii)

disagree ( )

9. Does the system help you in aligning your goal with those of the organisation:
(i)
Yes ( )
(ii)
no ( )
(iii) cant say ( )
10. Do your superior provide proper feedback about your work:
(i)

Yes

(ii)

No ( )

11. In your opinion, the number of training programmes organised by dabur during the year were
sufficient:

(i)

agree

( )

(ii) disagree ( )

(iii) cant say ( )

12. Employees feel that the training impart by the organisation should be by the :

(i)

internal trainer ( )

(ii) external trainer ( )

13. The employees were able to encourage themselves to use new technology:

(i)

Agree ( )

(ii)

disagree (

(iii) cant say ( )

14. Suggestions for improvement in techniques of training and development used by dabur:

(i) More study material ( )

( ii)

practical training

( )

(iii) classroom lecture ( )

15. How will you assess the training programme conducted in the organisation.

(i)

Outstanding

(ii) very good

( iii) good

(iv) satisfactory

(v) poor