galla foods h.r.project Record

INTRODUCTION

Organization and individual should develop and progress simultaneously

for their survival and attained of mutual goals. So every modern management has

to develop the organization through human resource development. Employee

training is the important sub-system of human resource development. No

organization can get a candidate who exactly matches with the job and the

organization requirement. Hence, training is important to develop the employees

and make him suitable to the job.

Job and organization requirements are not static, they are changed from

time to time in view of technological advancement and change in the awareness of

the total quality and productivity management. Te objectives of the TQPM can be

achieved only through training as training develops human skills and efficiency.

Trained employees would be avaluable asset to an organization. Organization

efficiency, productivity, progress and development to a great extent depend on

training. Training is important as it constitutes significant part of management

control.

Benefits of Training; How Training Benefits the Organization:

Leads to improved profitability and/or more positive attitudes towards

profits organization.

Improves the job knowledge and skills at all levels of the organization.

Improves the morale of the workforce.

Helps people identify with organizational goals.

Helps create a better corporate image.

Fosters authenticity, openness and trust.

Improves the relationship between boss and subordinate.

Aids in understanding and carrying out organizational policies.

Provides information for future needs in all areas of the organization.

Organization gets more effective in decision-making and problem solving.

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Aids in development for promotion from within

Aids in developing leadership skill, motivation, loyality, better attitudes

and other aspects that successful workers and managers usually display.

Aids in increasing productivity and/or quality of work.

Helps keep costs down in many areas, e.g. production, personnel ,

administration etc.

Develops a sense of responsibility to the organization for being competent

and knowledgeable.

Improves labour-management relations.

Reduces outside consulting costs by utilizing internal consulting.

Stimulates preventive management as opposed to putting out fires.

Eliminates sub-optimal behaviour(such as hiding tools)

Creates an appropriate climate for growth and communication.

Aids in improving organizational communication.

Helps employees adjust to change.

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REVIEW OF LITERATURE

HUMAN RESOURCES MANAGEMENT:

Human resources management means managing the functions of people,

developing their resources, utilizing, maintaining and compensating human

resources in the creation and development of human relations with a view to

contribute proportionately to the organization, individual and social goals.

Functions of HRM:

The functions of HRM can be broadly classified into two categories

i. Managerial function

ii. Operativefunction

Managerial function:

Managerial functions of personnel management involve planning,

organizing, directing and controlling. All these functions influence the operative

functions.

Functions of HRM

Managerial functionPlanningOrganizingDirectingcontrolling

Operative functionsEmploymentHuman resource developmentCompensationHuman relationsRecent trends in HRM

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i. Planning:

It is a pre-determined course of action. Planning pertains to

formulating strategies of personnel programmes and changes in advance that

will contribute to the organizational goals(human resources, requirements,

selection, training etc).

ii. Organizing:

An organization is a means to an end. An organization is a “structure

and a process by which a co-operative group of human beings allocates its task

among its members, identifies relationships and integrates its activities towards

a common objective”

iii. Directing:

The basic function of personnel management at any level is

motivating, commanding, leading and activating people. The willing and effective

co-operation of employees for the attainment of organizational goals is possible

through proper direction.

iv. Controlling:

Controlling involves checking, verifying and comparing of the

actuals with the plans, identification of deviations if any and correcting of

identified deviations. Thus, action and operation are adjusted to pre-determined

plans and standards through control. It covers auditing training programmes,

analyzing labour turnover records, directing morale surveys, conducting

separate interviews are some of the means for controlling the personnel

management function and making it effective.

Operative functions:

The operative functions of human resources management are related

to specific activities of personnel management, employment, development,

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compensation and relations. All these functions are interacted with managerial

functions.

i. Employment:

Employment is concerned with securing and employing the people

possessing the required kind and level of human resources necessary to

achieve the organizational objectives. It covers such as job analysis, human

resources planning, recruitment, selection, placement, induction and

internal mobility

ii.Human resources development:

It is the process of improving, moulding and changing the skills,

knowledge, creative ability, aptitude, attitude, values, commitment etc

based on present and future job and organizational requirements. This

function includes performance appraisal, training, management

development, career planning and development, internal mobility, transfer,

promotion, demotion, change and organization development.

iii.Compensation:

It is the process of providing adequate, equitable and fair

remuneration to the employees. It includes job evaluation, wage and salary

administration, incentives, bonus, fringe benefits, social security measures.

iv.Human relations:

Practicing various human resources policies and programmes like

employment, development and compensation and interaction among

employees create a sense of relationship between the individual worker and

management, among workers and trade unions and the management. It

includes understanding between them, motivating the employees, boosting

employee, developing the communication skills and leadership skills,

redressing employee grievances, handling disciplinary, improving quality

of work life.

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v. Industrial relations:

It refers to the study of relations among employees, employer,

government and trade unionism, collective bargaining, industrial conflicts,

worker’s participation in management and quality circles.

vi. Recent trends in HRM:

Human resources management has been advancing at a fast rate. The

recent trends in HRM include quality of work life, total quality in human

resources, HR accounting, audit and research and recent techniques of HRM.

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Training & Development

Organization and individual should develop and progress simultaneously

for their survival and attainment of mutual goals. So, every modern management.

Employee training is the most important sub-system of human resources

development. Training is a specialized function and is one of the fundamental

operative functions for human resources management.

Meaning:

After an employee is selected, placed and introduced in an organization

he/she must be provided with training facilities in order to adjust him to the job.

Training is the act of increasing the knowledge and skill of an employee for doing

a particular job. Training is a short-term

Educational process and utilizing a systematic and organized procedure by which

employees learn technical knowledge and skills for a definite purpose. Dale S

Beach defines the training as “… the organized procedure by which people by

which people learn knowledge and/or skill for a definite purpose.”

In other words training improves changes and moulds the employee’s

knowledge, skill, behaviour and aptitude and attitude towards the requirements of

the job and the organization. Training refers to the teaching and learning activities

carried on for the primary purpose of helping members of an organization to

acquire and apply the knowledge,skills,abilities and attitudes needed by a

particular job and organization. Thus, training bridges the differences between job

requirements and employee’s present specifications.

Goal of Training:

Training has certain goal, where the main aim is to train the employees with

the best of the knowledge available so that performance is achieved to the

maximum and as well it leads to higher job satisfaction. The questions in this

section are designed to help the owner-manager define the objective is to conduct

initial training ,to provide for upgrading employees, or to retain for changing job

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assignments, the goal should be spelled out before developing the plan for the

training program.

Do you want to improve the performance of your employees?

Will you improve your employees by training them to perform their present

tasks better?

Do you need to prepare employees for newly developed or modified jobs?

Is training needed to prepare employees for promotion?

Is the goal to reduce accidents and increase safety practices?

Should the goal be to improve employee attitudes especially about waste and

spoilage practices?

Do you need to improve the handling of materials in order to break

production bottlenecks?

Is the goal to orient new employees to their jobs?

Will you need to teach new employees about overall operation?

Do you need to train employees so they can help teach new workers in an

expansion program?

Differences between Training and Development:

S.NO Area Training Development

1. content Technical skills and

knowledge

Management and behavioural

skills and knowledge

2. Purpose Specific job-related Conceptual and general

knowledge

3. Duration Short-term Long-term

4. For

whom

Mostly technical and

non-managerial personal

Mostly for managerial

personnel

Importance of Training:

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The importance of human resources management to a large extent depends

on human resources development and training is its most important technique. No

organization can get a candidate who exactly matches with the job and the

organization requirements .Hence, training is important to develop the employee

and make him suitable to the job. Training works towards value addition to the

company through HRD.

Job and organizational requirements are not static. They are changed from time to

time in view of technological advancement and change in the awareness of the

total quantity and productivity management (TQPM). The objectives of the TQPM

can be achieved only through training, which develops human skills and

efficiency. Trained employees would be a valuable asset to an organization.

Organizational efficiency, productivity, progress and development to a greater

extent depend on training. If the required training is not provided, it leads

performance failure of the employees. Organizational objectives like viability,

stability and growth can also be achieved through training .Training is important,

as it constitutes a significant part of management control. Training enhances 4Cs

for the organizational viz..

Competence

Commitment

Creativity and

Contribution

Assessment of Training Needs:

Training needs are identified on the basis of organizational analysis, job

analysis and manpower analysis. Training programme, training methods and

course content are to be planned on the basis of training needs. Training needs are

those aspects necessary to perform the job in an organization in which employee is

lacking attitude/aptitude, knowledge and skill.

Training needs =job & organizational requirements-

Employees specifications

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Assessment Methods:

The following methods are used to assess training needs:

Requirements/weakness.

Departmental requirements/weaknesses.

Job specifications and employee specifications.

Identifying specific problems..

Observation

Interviews

Group conferences

Questionnaire surveys

Test or examinations

Check lists

Performance appraisal

Training methods:

The training programmes commonly used to train operative and supervisory

personnel in the organization. There training programmes are classified into on-

the-job and off-the-job programmes.

Training Methods

On-the-job methods Off-the-job methods

- job rotation - vestibule training

- coaching - role playing

- job instruction - lecture methods

- training through step-by-step - conference or

discussions

- committee assignments - programmed instruction

On-the-job Training Methods:

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This type of training also known as job instruction training is the most

commonly used method. Under this method, the individual is placed on a regular

job and taught the skills necessary to perform that job. The trainee learns under the

supervision and guidance of a qualified worker or instructor. On-the-job training

has the advantage of giving first hand knowledge and experience under the actual

working conditions. While the trainee learns how to perform a job, he is also a

regular worker rendering the services for which he is paid. The problem of transfer

of trainee is also minimized as the person learns on-the-job. The emphasis is

placed on rendering services in the most effective manner rather than learning,

coaching, job instruction or training through step-by-step and committee

assignments.

I. Job Rotation:

This type of training involves the movement of trainee from one job to

another. The trainee receives job knowledge and gains experience from his

supervisor of trainer in each of the different job assignments for general

management positions, trainees can also be rotated from job to the trainee to

understand the problems of employees on other jobs and respect them.

II. Coaching:

The trainee is placed under a particular supervisor who functions as a

coach in training the individual. The supervisor provides feedback to the trainee on

his performance and offers him some suggestions for improvement. Often the

trainee shares some of the duties and responsibilities of the coach and relieves him

of his burden. A Limitation of this method of training is that the trainee may not

have the freedom or opportunity to express his own ideas.

III. Job Instruction:

This method is also known as training through step-by-step. Under

this method, the trainer explains to the trainee the way of doing the jobs, job

knowledge and skills and allows him to do the job. The trainer appraises the

performance of the trainee, provides feedback information and corrects the trainee.

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IV. Committee Assignments:

Under the committee assignment, a group of trainees are given and

asked to solve an actual organizational problem. The trainees solve the problem

jointly. It develops team work.

Off-the-job Training Method:

Under this method of training, the trainee is separated from the job

situation and his attention is focused upon learning the material related to this

future job performance. Since the trainee in not distracted by job requirements, he

can place his entire concentration on learning the job rather than spending his time

in performing it. There is an opportunity for freedom of expression for the

trainees. Companies have started using multimedia technology and information

technology in training Off-the-job training methods are

I. Vestibule Training:

In this method actual work conditions are simulated in a class room,

Material, files and equipment which are used in actual job performance are also

used in training. This type of training is commonly used for training personnel for

clerical and semi-skilled jobs. The duration of this training ranges from days to a

few weeks. Theory can be related to practice in this method.

II.Role playing:

It is defined as a method of human interaction that involves realistic

behaviour in imaginary situations. This method of training involves action, doing

and practice. The participants play the role of certain characters such as the

production managers, mechanical engineer, superintendents, maintenance

engineers, quality control inspectors, foreman, workers and the like. This method

is mostly used for developing inter-personal interactions and relations.

III.Lecture Method:

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The lecture is traditional and direct method of instruction. The

instructor organizes the material and gives it to a group of trainees in the form of a

talk. To be effective, the lecture must motivate and create interest among the

trainees. An advantage of the lecture method is that it is direct and can be used for

a large group of trainees. Thus, costs and time involved are reduced. The major

limitation of the lecture method is that it does not provide for transfer of training

effectively.

IV.Conference or Discussion:

It is a method in training the clerical, professional and supervisory

personnel. This method involves a group of people who pose ideas, examine and

share facts, ideas, and data, test assumptions and draw conclusions, all of which

contribute to the improvement of job performance. Discussion has the distinct

advantage over the lecture method, in that the discussion involves two way

communications and hence feedback is provided. The participants feel to speak in

small groups. The success of this method depends on the leadership qualities of

the person who leads the group.

V. Programmed Instruction:

In recent years this method has become popular. The subject matter to

be learned is presented in a series of carefully planned sequential units. These

units are arranged from simple to more complex levels of instruction. The trainee

goes through these units by answering questions or filling the blanks. This method

is expensive and time consuming.

INDUSTRY PROFILE

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Absence of a market strategy, inadequate export infrastructure and unstable supply

base are giving Indian mango growers a run for their money, more Soils,

Nutrition, and Fertilizer in the international markets where the Indian king of fruits

is still to take its place. While India produces over 11m metric tones of mangoes

annually around 63% of world produce, its export share is just 0.11%. However,

APEDA has identified UK, Germany, the Holland, France, Italy and Belgium for

mango exports and plans aggressive marketing strategies there. APEDA is making

all efforts to make available latest packaging and processing technology for our

produce.

EU duty slices local mango pulp exports

EU, the main market for India, has imposed a 3.8% import duty on Indian pulp

this year, already making Indian pulp mango prices less competitive than Latin

American pulp. The EU preferential treatment to Latin American pulp, along with

the high fresh fruit prices appear to be affecting negatively India's traditional pulp

export market in the EU, CIS, Africa and in West Asia.

Getting 'high' on mango

A “mango champagne” concocted by India's Agricultural and Processed Food

Products Export Development Authority, launched a mango promotion campaign

in London with a 'mango' dinner. At the launch party at Bombay Brasserie in

Central London, there was an overkill of the mango magic as guests were treated

to an assortment of mango products-from mango “lassi” to pickles, chutneys and

an all mango desert, not forgetting the mango “champagne”, which as a

connoisseur remarked, was “neither mango nor champagne”. Half-a-dozen

commercial varieties of mango, including alphonso, banganpalli, dushehari, langra

and chausa are being promoted as India's “royal heritage”. A brochure explaining

the variety of uses to which mango can be put consumed as a table fruit, as desert,

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or often between meals and processed for preparing pulps, juices, nectars,

spuashes and jams - is being handed our to traders and potential mango

consumers. They are being told that it is India's “kind fruit” and India is the largest

producer of mangoes.

Bihar government to provide litchi farmers with mobile

Bihar is giving its litchi farmers facilities to store, process and transport the

succulent fruit with the hope of doubling exports to over 200 tonnes this summer.

The state government will provide the farmers with mobile refrigerator vans and

cold storage facilities, said APEDA officials. Each van has a five-tonne capacity.

Litchi is cultivated in about 60,000 hectares in the country and Bihar contributes

74% of the total produce, mainly from Muzaffarpur district. According to the

National Horticulture Board, country's total litci production in '98-99 was

428.900m tones. Due to the absence of adequate cold storage facilities and

refrigerated transport, hardly 1% of litchi farmers in Bihar exports their produce.

A team of experts from Kolkata suggested setting up pre-cooling and sulphur

treatment facilities in existing cold storage plants to prevent waste. It also

recommended opening some new cold storage facilities. The centre is to provide

concessions on export and excise duties to litchi products from the export zone.

The Bihar government has also sanctioned the provision of 67 acres for a litchi

research centre near Muzaffarpur under the litchi export zone programme. The

centre would develop and grow new strains of high yield litchi seeds for supply to

farmers at subsidized rates.

Along with grand production of grapes, pomegranates are also increasing in

production in Nasik District. In Ratnagiri also, cashew and mangoes are having

abundant yields. Foreign countries are exporting about 70-80% of processed food,

while in India it is only about 2%. In the favor of the same, NABARD officials

just now have taken a primary survey whose report is supposed to come out within

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a months period. The average production, requirement of food processing units,

required economic policies etc points are covered in the survey. Agricultural

officers, the farmers engaged in the development of wine park, bank representative

etc persons are being visited in the survey. A workshop will also be held if there is

such need.

Climate conditions of the state are very much suitable for cultivation of Lemon &

Ginger in large scale and processing technology is available. Technical manpower

in the field of Lemon & Ginger cultivation and processing are available in the

State. There shall be single window clearance whenever necessary for speedy

implementation of the project. Logistic support shall be provided by the State

Government whenever necessary.

COMPANY PROFILE

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Amara Raja group :

Amara raja group founded by Mr.Ramachandra.N Galla with a vision of offer

quality products/solutions to the power sector by installing manufacturing

facilities in Rural India.

▪ Amara Raja Batteries Ltd

▪ Amara Raja Power Systems (p) Ltd

▪ Mangal Precisions Products (p) Ltd

▪ Amara Raja Electronics (p) Ltd

▪ Galla Foods Ltd

Amara Raja Batteries Ltd:

Amara Raja Batteries Ltd (ARBL) is the flagship company of the group and

has a joint venture with Johnson controls Inc (USA) .USD 35 Billion fortunes 500

organization.ARBL is a dominant Player in the Indian Ocean Rim market under

the renowned “Amaron”brand also offering products in the industrial segment.

Amara Raja Power Systems (p) Ltd:

Amara Raja Power Systems (p) Ltd (ARPSL), first company to be

established in the group offers the following.

- Design and Development of power electronic products

- Power Electronic systems integration and testing

- Magnetics manufacturing

Mangal Precisions Products (p) Ltd :

Mangal Precision products (MPPL) are situated at patamitta in Chittoor District in

Andhra Pradesh. India. MPPL manufactures the following products.

- Fabrication of advanced sheet metal products and fasteners.

- Plastic component and compounds with technological support

nedschroef.Belgium.

Amara Raja Electronics (p) Ltd:

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Amara Raja Electronics Ltd (AREL) is located at Diguvamagham near Chittoor in

Andhra Pradesh. India. AREL manufactures battery chargers. Digital inverters and

trickle chargers and also provides solutions to the Parent company by offering its

services for assembly and testing.

Galla Foods Ltd:

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Galla Foods is part of the USD207 million Amara Raja Group, makers of

internationally acclaimed Amaron Batteries. It inaugurated on 4 th may, 2005 at

Chittoor in Andhra Pradesh, the mango belt in India. Investment of US$ 4.6

million.Galla Foods (GFL), is a 100% Export Oriented unit (EOU) processing

Tropical Fruit Purees, concentrates and Fresh Fruits.

Galla Foods was started keeping in mind the local farming community

Wealth. The farming community is an integral part and forms the backbone of the

organization. In its effort to be a forerunner in the choosen areas of business in

terms of best practices in quality and technology, GFL plants to be benefit farmers,

the industry and the nation in a phased manner.

Galla foods believes in empowering farmers by providing technical

assistance from research institutes in the food industry to support the farmers in

achieving better quality and higher yields by developing the gardening and

harvesting techniques. Further to educating farmers with latest horticultural

techniques.Galla Foods is encouraging farmers to mobilize the fruits directly to the

factory, thereby minimizing the fruit handling damages and high value

realizations.

The first Phase has been completed, by setting up of state-of -the –art fruit

processing plant to produce natural tropical fruit puree and concentrates.

Fresh Fruits, Mango nectar, concentrates&puree:

Galla Foods, part of the USD207 million Amara Raja Group offers Finest

tropical fresh fruits, vegetables, mango nectar, puree&concentrates.

Our products are processed in accordance to international health standards at the

state of the art facility.Galla Foods certifications include SGF,HACCP, ISO

9001,Halal and Kosher.

Infrastructure:-

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Facility:

Galla Foods processing facility is located in Chittoor, spread over an area of

150 acres. This place has been earmarked to host an integrated food complex of

international standards. The facility currently has a tropical fruit puree/concentrate

processing plant and the pack house for Preparing the fresh fruits and vegetables.

Cutting-edge Technology:

Galla Foods plant is equipped with state-of- the-art fruit puree Processing

aseptic filling line of SIG Manzini, Italy to produce natural fruit

pulps&concentrates.The plant has one of the India’s single largest fruit Processing

line-10 TPH ripen fruit processing with Aseptic packaging.

Galla Foods Technology Initiatives span the following disciplines:

- PLC operated equipments for better control over monitoring and

operations with supervisory units.

- Two stage washing of fruits to ensure HACCP quality requirement.

- Two stage Sterilization to retain the natural flavour and aroma.

- High speed advanced monoblock aseptic filling machine supplied.

- Integrated Enterprise Resources Planning System is in place to

automate business processes and provide data for analysis and

reporting, allowing a closer control on quality and operations.

Efficient Plant Layout:

- Minimal drop in power and stream transfer.

- Straight line process flow design to maintain the hygiene and control in

respective areas.

- Special food grade self leveling epoxy flooring to maintain optimum

hygienic conditions.

- Curved corners and food grade epoxy painted walls to avoid dust

accumulation and to facilitate easy washing.

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- Advanced high raise insulated roofing with double layer GI sheeting

with air extractors to maintain temperature inside the plant.

- Utility lines are routed outside the plant to keep the interiors free from

dust accumulation.

Valuable Industrial Expertise:

Galla Foods is backed with strong support and service from its team of

highly qualified technical personnel and domain experts with perceptive

knowledge and skill. Powered by priceless hands on experience the professionals

are upgrading themselves continuously to identify and introduce improved and

innovative product offerings that would delight.

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DTAE.O.U

PULP PACK HOUSE

PACKING BEVERAGES

Galla Foods Pvt.Ltd.

PUREE CONCENT RATE

VHT NON-VHT

Divisions in Galla Foods:

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1. E.O.U:

Export oriented unit-this is for 100% export. This export unit is divided into

two segmentations as,

▪ Pulp division

▪ Pack house division

(a) Pulp:

In pulp production we process two kinds of products as

a. Puree

Galla Foods offers finest tropical fruit purees including mango, Guava,

Papaya etc. Fruits are carefully graded, sorted and are directly sourced from the

farmers to a large percentage. We ensure direct interaction with the farmers and

share knowledge on pre & post harvesting practices, resulting in better quality,

better yield and highest satisfaction.

▪ Mango

▪ Totapuri

▪ Alphanso

▪ Guava

▪ White Guava

▪ Pink Guava

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▪ Papaya

▪ Red Papaya

▪Yellow Papaya

▪ Tomato

b.Concentrate

Galla Foods offers finest tropical fruit purees including mango, Guava,

Papaya etc. Fruits are carefully graded, sorted and are directly sourced from the

farmers to a large percentage. We ensure direct interaction with the farmers and

share knowledge on pre & post harvesting practices, resulting in better quality,

better yield and highest satisfaction.

▪ Mango

▪ Guava

▪ Papaya

Production process of pulp:

The fruit processing aseptic line is from SIG Manzini of Italy. The line has a

capacity to process 10 metric tones per hour ripened fruits. The processing line is

fully integrated and controlled by PLC.For this season i.e. 2008-09 the company

has started one new line of same capacity for the production of

puree&concentrate.The production of the puree & concentrate is as shown in the

below flow chart.

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Flow chart of Pulp production

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Fruit Feeding

Fruit Washer

Scalder

Brush Washer

Fruit inspection and cutting

De-Stoner

Turbo refiner

Preheater

Decanter

EvaporationAseptic Treatment

(b).Pack house:

Pack house was divided into 3 sections as

a.VHT

To enable Fresh mango exports to countries like Japan and Korea.Galla

Foods has commissioned the VHT facility. This ensures irradiation of the fruit

flies in the fresh fruit.Galla foods is the first private organization to set up this

facility in the country.

b. NON VHT

To enable fresh mango exports to countries other than Japan& Korea,

through swapping the fruit.

2. DTA :

This is domestic tariff area where the process is for the domestic

country

• PACKING

Galla foods has a set up a Fresh fruit & vegetable processing facility from

Greefa.Spain Fresh Fruit including Mangoes. Bananas are processed along with

tropical vegetable like Okra, Lemon, Bitter gourd etc. The facility also wholes

ripening chambers,pre-cooling chambers &cold storage to handle fresh fruits

&vegetables.

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For domestic market we will process the fresh fruits & vegetables.Fresh

fruits includes mangoes, banana along with tropical vegetables like Okra, lemon

etc,

• BEVERAGES:

In this division Galla Foods have recently started the beverage production of

Mango thick nectar.

GFL OPRATIONAL FLOW CHART BEVERAGES

Transfer Pump

Sugar Solution

Filter Press

Sugar Solution

Beverage Blending Tank QC Pulp Dumping Tank

Transfer pump

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Sugar solutions preparation

Homogenizer

ReadyBeverage

BalanceTank

Hyflow Coating Tank

Duplex Disk Filter

Transfer pump

Management:

Chairman: Ramachandra N Galla

Pasteurization

Air Conveyor

Rinser Filter/Capper

Blow molding Machine

performs

Cap sterilization Conveyor

Visual inspection

Cooling Tunnel

Sleeving/Shrinking

Inkjet Coder

Packing in cartonVisual Inspection Bottom sealing of

Carton Sealing M/c

Palletizing/Storage at Ware House QA Check

DispatchQA Clearance

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Director: Jayadev Galla

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Product Profile

Seasonal fruits & Vegetables:

Mango

Alphonso

Totapuri

Banganapalli

Kneeler

Mulgova

Guava

White Guava

Pink Guava

Papaya

Yellow Papaya

Red Papaya

Banana

Ladies Finger/Okra

Lemon

Drum Stick

Beans

Bitter Guord

Egg Plant

Puree:

Galla foods offers finest tropical fruit purees including Mango, Guava and

are directly sourced from the farmers to a large percentage.

We share knowledge on pre and post harvesting practices resulting in better

satisfaction.

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Mango

Alphonso

Totapuri

Guava

White Guava

Pink Guava

Papaya

Yellow Papaya

Red papaya

Tomato

Tomato

Concentrate:

Galla foods offers finest tropical fruit purees including Mango, Guava and are

directly sourced from the farmers to a large percentage.

We share knowledge on pre and post harvesting practices resulting in better

satisfaction.

Mango

Totapuri

Guava

White & Pink guava

Papaya

Yellow & Red Papaya

Fruits:

Tropical fresh fruits:

Galla foods have a set up a fresh fruit processing pack house in addition to

the state of the art Fruit Puree & Concentrate processing.

Fresh fruits including mangoes, Bananas are processed. The facility also holds

ripening chambers, pre cooling chambers and cold storage to handle fresh fruits.

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Mangoes:

Alphonso

Banganapalli

Neelam

Rumani etc.

Bananas

Papaya

Pine apple

Guava

Pomegranates etc.

Vegetables

Galla foods have a set up a fresh Vegetables processing pack house in

addition to the state of the art. Fresh Vegetables including Okra, Egg plant, lemon,

Bitter Gourd etc., are processed. Farmers around the facility grow tropical

vegetables.Galla foods has entered into contract farming with the farmers to

ensure quality produce.Galla foods also enriches the farming community by

sharing with farmers pre and post harvesting techniques.

Beverages :

Galla thick Mango

The thickest, juiciest mangoes, bottled just for you! Made from the fattest

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32

Responsibilities

Water Management

Effluent Treatment:

Our Factory is equipped with aerobic effluent treatment plant of 250

kl capacity. Effluent from all locations of water use is collected through inter

connected drains in ET plant. It is aerated here & transferred to settlement tank for

sedimentation of solid particles. The treated effluent is sent to oxidation pond.

From pond, water is used for gardening and civil construction.

The sludge is transferred to drying bed. The dried sludge is used as

manure in our garden.

The main feature of our company is that know effluent treated or

untreated is released in public drains & therefore, does not pose any danger to

surrounding environment & public.

The Solid Waste consists of the following

Seeds of fruits

Stem ends &skin/Peel of fruits & Vegetables

Pomace consists of fibres & embedded pulp

Spoiled fruits & vegetables

The seeds and peels of good fruits are passed second time through a pulper

to remove the remaining pulpy portion. The pulp extracted so & Pomace are

mixed & given an enzymatic treatment & centrifuge to remove the extraneous

materials so that pulp can be used for making concentrate. This helps in improving

the recovery out of fruits.

Water management:

Our main source of water is bore wells. The water is potable. Water from

all bore wells is collected in a sump. From there it is pumped to over head tank to

supply to various locations of use. To manage appropriately & conserve the water,

we are taking following steps at various locations of its use.

33

Fruit Washing:

The water is recirculated after filtration up to it becomes dirty. This water is

chlorinated to control the contamination by continuous dosing of chlorine in the

washing tub.

Steam Generation:

Water for boiler feeding is treated in water softener to reduce the hardness.

The steam condensate of evaporator is recycled to boiler to save water & energy as

condensate will have high temperature Steam condensate from other heating

equipments & vapour condensate from pulp concentration is collected in a tank to

use in crate & floor cleaning.

34

REASERCH METHODOLY

Research is scientific & systematic search pertinent information on a specific topic

the meaning of research is a careful investigation (or) inquiry especially through

search for new facts in any branch of knowledge.

Need for Study:

Need for the study is to know how the department adopts training and

development activities in the organization. The need for training and development

is determined by the employee performance deficiency computed as

Training and development = standard performance – actual performance

Objectives of the study:

To study the status of the employees based on the past training from

the employees.

To know employees satisfaction levels with the training programs in

GFL.

To study the various training and development programs conducted

in GFL.

Data Sources:

One of the important tools for conducting research is the availability of

necessary and useful data collection is more of an art that science. The source of

information fall under two categories.

1. Primary data:

Primary data is collected with the help of questions, which consisted

of questions of closed ended. The questionnaires are choosen because of its

simplicity and reliability. Researchers can expect a straight answer, which is

directly related to the questions asked. Interpretation of data under this can also be

done correctly. It helps the responded to understand the significance and answer to

their ratability. In this method response rate and reliability is high. In addition to

35

this the data is collected through observation, questionnaire method and personal

interview.

2. Secondary data:

Secondary data is collected through the document provided by

personal department such as training schedules, personal manuals, and reports

recording suggestions, scheme etc., and books from various HRD, Magazines,

Journals and other reports.

Sampling:

It is always necessary to collect data from the whole organization. A small

represents sample may serve the purpose. A sample means group taken from a

large lot. This small group should be imitative cross section and really

representative in character. This selection process is called sampling.

Sampling Size:

Sample is device for learning about masses by observing a few individuals

the selected sample is 120.

Tools of analysis:

The collected data was first codified. Classified and then crystalised into

tables which are further elucidated by dint and by pie chats. The conventional

statistical techniques used in this survey are the percentage analysis and the

graphical representation. Percentage analysis has been used as the main tool and

graphs are helpful to analysis and interpret the data. Suggestions and

recommendations were made at the end of the report.

Limitations of the study:

36

The study limited to the factor it is difficult to examine all the

employees with in 8 weeks of time.

Different views and suggestions provided by the respondents are

subjected to personal bias.

Since the sample size limited and also due to time constraint, the

overall opinion of the study is not attribute to the total organization.

Scope of the questionnaire was limited.

Employees feel fear of management, to reveal actual facts related to

the organization. So there may arise bias.

Plan of the project:

Chapter-1

Introduction

Review of literature

Chapter-2

Company profile

Industry profile

Chapter-3

Research methodology

Chapter-4

Data analysis and interpretation

Chapter-5

Findings

Suggestions

Data Analysis

37

QUESTION NO.1 : Training taker

S.NO Response No. of Respondents Percentage %

1 Yes 108 90

2 No 12 10

Total 120 100

0

20

40

60

80

100

120

140

Yes No Total

1 2

No. ofRespondents

Percentage %

Interpretation:

From the above table it can be stated that 90% of the respondents

Said yes for the training takers and only 10% of the respondents said no.

38

QUESTION NO.2: Opinion on training frequency

Interpretation:

From the above table it can be stated that the 90% of the respondents said

yes for the opinion on training frequency and the 10% is No.


1 Yes 120 100

2 No 0 0

Total 120 100

39

0

20

40

60

80

100

120

140

Yes No Total

1 2

No. ofRespondents

Percentage %

020406080

100120140

Sel

f m

otiv

atio

n

Bos

sR

ecom

men

datio

n

Ski

ll In

vent

ory

Tra

inin

gev

alua

tion

Org

aniz

atio

nal

requ

irem

ent

Tot

al

1 2 3 4 5

No. ofRespondents

Percentage %

QUESTION NO.3: factors considered for the selection of trainee


1 Self motivation 6 5

2 Boss Recommendation 18 15

3 Skill Inventory 24 20

4 Training evaluation 24 20

5 Organizational

requirement

48 40

Total 120 100

40

Interpretation:

From the above table it can be stated that 40% of the respondents have

organizational requirement and 5% of the respondents have self motivation.

QUESTION NO. 4 : Venue of training program


1 Internal 12 10

2 External 24 20

3 Overseas 12 10

4 External Internal 72 60

5 Coaching 0 0

Total 120 100

41

0

20

40

60

80

100

120

140

Inte

rnal

Ext

erna

l

Ove

rsea

s

Ext

erna

lIn

tern

al

Coa

chin

g

Tot

al

1 2 3 4 5

No. ofRespondents

Percentage %

Interpretation:

From the above table it can be stated that 60% of the respondents said External &

Internal training programs were conducted and 20% said that External program

were conducted.

QUESTION NO.5 Method of training


1 Role playing 24 20

2 Lecture Method 72 60

3 Conference method 12 10

4 Case Study 12 10

5 Group instruction 0 0

Total 120 100

42

0

20

40

60

80

100

120

140

Role

pla

yin

g

Lectu

re

Meth

od

Confe

rence

meth

od

Case

Stu

dy

Gro

up

instr

uction

Tota

l

1 2 3 4 5

No. ofRespondents

Percentage %

Interpretation:

From the above it can be stated that 60% of the respondents said that

lecture method of the training methods and 20% of the role playing type of

training.

QUESTION NO.6 Trainers of training


1 superior 36 30

2 Outside Executive 48 40

3 Co-Employee 36 30

Total 120 100

43

0

20

40

60

80

100

120

140

superior

Outs

ide

Executive

Co-

Em

plo

yee

Tota

l

1 2 3

No.of Respondents

Percentage %

Interpretation:

From the above statement it can be stated that 40% of the respondents said that

out side executive type of training and 30% of the respondents said that superior

type of training and 30% of co-employee.

QUESTION NO.7 selection of trainer

S.NO Response No. of respondents Percentage

1 Superior 24 20

2 Outside Executive 60 50

3 Co-Executive 36 30

Total 120 100

44

0

20

40

60

80

100

120

140

Sup

erio

r

Out

side

Exe

cutiv

e

Co-

Exe

cutiv

e

Tot

al

1 2 3

No. of respondents

Percentage

Interpretation:

From the above table it can be stated that 50% of the respondents said that

outside executive type of training and 20% of the respondents said that superior

type of training

QUESTION. NO: 8 Evaluation of training


1 Yes 108 90

2 No 12 10

Total 120 100

45

0

20

40

60

80

100

120

140

Yes No Total

1 2

No.of Respondents

Percentage

Interpretation:


Yes for the evaluation of training and 10% of the respondents said that No.

QUESTION .NO:9Training is useful to improve the skills of the employees.


1 Really useful 12 10

2 Not useful 0 0

3 Useful for career

development

108 90

Total 120 100

46

0

20

40

60

80

100

120

140

Really u

sefu

l

Not

usefu

l

Usefu

ll f

or

care

er

develo

pm

ent

Tota

l

1 2 3

No.of Respondents

Percentage %

Interpretation:


useful for career development of usefulness of training was Yes and 10% of the

respondents said that No.

QUESTION NO.10 Satisfaction level on training


1 Highly satisfied 48 40

2 Satisfied 72 60

3 Dis satisfied 0 0

Total 120 100

47

0

20

40

60

80

100

120

140

Hig

hly

satisfied

Satisfied

Dis

satisfied

Tota

l

1 2 3

No. ofRespondents

Percentage %

Interpretation:


satisfied with the training and 40% of the respondents said that highly satisfied.

QUESTION NO.11: Training Improves superior-subordinate relationship


1 Strongly agree 36 30

2 Agree 72 60

3 Dis agree 12 10

Total 120 100

48

0

20

40

60

80

100

120

140

Stronglyagree

Agree Disagree

Total

1 2 3

No. ofRespondents

Percentage %

Interpretation:


agree for the training improves relationship and 10% of the respondents said that

disagree.

QUESTION NO.12: Benefit of training with refer to stress

S.NO Response No. of respondents Percentage %


2 Agree 84 70

3 Dis agree 24 20

Total 120 100

49

0

20

40

60

80

100

120

140

Str

ongl

yag

ree

Agr

ee

Dis

agre

e

Tot

al

1 2 3

No. of respondents

Percentage %

Interpretation:


agree for the benefit of training and 10% of the respondents said that disagree.

QUESTION NO.13: Opinion about past training programme


1 Good 60 50

2 Better 60 50

Total 120 100

50

020406080

100120140

Good Better Total

1 2

No. ofRespondents

Percentage %

Interpretation:

From the above table it can be stated that 50% of the respondents Said that

good benefited incentives after training and 50% of the respondents said that

better.

QUESTION.NO 14: opinion about training durations


1 3 days 72 60

2 3-10 days 36 30

3 More than 1 month 12 10

Total 120 100

51

0

20

40

60

80

100

120

140

Res

pons

e

3 da

ys

3-10

day

s

Mor

e th

an1

mon

th

Tot

al

S.NO 1 2 3

Series1

Series2

Series3

Interpretation:


3 days of training period and 10% of the respondents said that 1 month period of

training.

QUESTION NO.15: Training increases the jobsatisfaction


1 Yes 96 80

2 No 24 20

Total 120 100

52

0

20

40

60

80

100

120

140

Yes No Total

1 2

No. ofRespondents

Percentage %

Interpretation:


Yes for job satisfaction and 20% of the respondents said that No.

QUESTION NO.16: Training provides necessary information supporting

Job


1 Yes 120 100

2 No 0 0

Total 120 100

53

0

20

40

60

80

100

120

140

Yes No Total

1 2

No.of Respondents

Percentage %

Interpretation:


yes for training provides necessary information and No one says No.

QUESTION NO.17: Training becomes a pathway to career



2 Agree 60 50

3 Disagree 0 0

Total 120 100

54

Interpretation:


strongly agree for training becomes a pathway to career and 50% of the

respondents said that agree.

QUESTION NO.18: Effect of technology on effective training

S.NO Response No. of Respondents Percentage


2 Agree 36 30

3 Disagree 0 0

55

0

20

40

60

80

100

120

140

Str

ongl

yag

ree

Agr

ee

Dis

agre

e

Tot

al

1 2 3

No.of Respondents

Percentage %

Total 120 100

0

20

40

60

80

100

120

140

Stronglyagree

Agree Disagree Total

1 2 3

No. ofRespondents

Percentage

Interpretation:


strongly agree for effect of technology on effective training and 30% of the

respondents said that agree.

QUESTION NO.19: Aspect of ideal Training programme

S.N

O

Response No. of

Respondents

Percentage %

1 Professionalism 24 20

2 Personality development

of employees

24 20

56

3 both 72 60

01020304050607080

Pro

fess

iona

lism

Per

sona

lity

deve

lopm

ent

ofem

ploy

ees both

1 2 3

No.of Respondents

Percentage %

Interpretation:


professionalism and personality development of employees.

FINDINGS

40% of the employees said that the past training is good.

60% of the employees said that satisfied with the training.

60% of the employees said that external and internal training program

were conducted.

57

60% of the employees said that agree that the training improves

relationship.

70% of the employees said that agree for the benefit of training.

60% of the employees said that 3 days of training period.

50% of the employees said that agree for training becomes a pathway to

career.

40% of the employees said that outside executive type of training is

given .

80%of the employees said that yes for job satisfaction.

90% of the employees said that yes for the evaluation of training.

SUGGESTIONS

Company better to design a procedure to get feedback periodically to

estimate the effectiveness of training programme.

More experienced and efficient training faculty should be appointed.

58

Topics in training are ineffective as on collected data. So it is advice

to take an effective methods of training be discussed.

Company better to increase the training period.

QUESTIONNAIRE

AN ANALYSIS ON TRAINING & DEVELOPMENT IN GALLA FOODS

Name: Designation :

Age : Experience :

Dept: Edu. Qualification:

59

1. Have you undergone training?

a. Yes b. No

2. Is training frequency sufficient or not?

a. Yes b.No

3. On what basis trainees are selected?

a. Self motivation b. Boss recommendation c. Skill inventory

d. Training evaluation e. Organizational requirement

4. How the management is organizing training programmes ?

a. Internal b. External c. Overseas

d. Internal& external e. Coaching

5. What kind of training methods used during the training?

a. Role playing b. Lecture method c.Conference method

d. Case study e.Group instruction

6. By whom you are trained?

a. Superior b.Outside execution c.Co-employee

7. By whom you would like to be trained?

a. Superior b.Outside executive c. Co-employee

8. Is management evaluating the effectiveness of training?

a.Yes b.No

9. Is the training is being useful to improve your skills?

a. Really useful b. Not useful c.Useful for career development

10. How do you feel about the training programmes conducted by the company?

a. Highly satisfied b.Satisfied c.Dissatified

11. Do you feel that training improves relationship between superiors and

Subordinates?

a. Strongly agree b. Agree c.Disagree

12. Do you fell that training is decreasing stress, tension, frustration and

Conflict?

60

a. Strongly agree b. Agree c.Disagree

13. What is your opinion on past training programme?

a. Good b. Better

14. How many day’s you have the training period?

a. 3 days b. 3-10 days c. more than 1 month

15. Have you got any increased job satisfaction and recognition in the

organization after successful training?

a. Yes b. No

16. Do you think that the training provides necessary information supporting

Your job?

a. Yes b. No

17. Do you agree that the training becomes a pathway to your career?

a. Strongly agree b. Agree c. disagree

18. Do you agree that technology changes or new technology will require

effective training?

a. Strongly agree b. Agree c. Disagree

19. What are the chief aspects which should be addressed by an “Ideal Training

Programme”?

a. Professionalism b. Personality development of employees c. Both

BIBLIOGRAPHY

Aurn Monappa

-personnel Management

Tata McGraw Hill

Publications

61

Stephen.P.Robbins

-Human Resources

Managenent

Prentice Hall of

India

Prof. Subba Rao.P

-The Personnel Management

and

Industrial Relations

Himalaya

Publishers K.Aswathappa

-Human Resource and

Personnel

Management

Edwin B.Flippo

-Personnel Management

G.C.Beri

-Marketing Research Tata

McGraw Hill

Publications

62

galla foods h.r.project Record

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