HRM THESIS( TRAINING & DEVELOPMENT)

2 | P a g e S h a n i k a J a y a n i M e n i k e S i n g h a r a t h n e 2 0 1 5

AKNOWLEGEMENT

In performing my assignment, I had to take the help and guidance of some respected persons, who deserve my greatest gratitude. The completion of this

assignment gives me much pleasure.

I would like to show my gratitude Mr.T.W.K.S sameera (HRM Lecturer of the Open University of Bandarawela), Mrs.Tharanga (Quality officer of the Avonlea

Hill Organic Tea Factory), and especially my parents for giving me a good guideline for assignment throughout numerous consultations.

I would also like to expand my deepest gratitude to all those who have directly and indirectly guided us in do this assignment.

Thank you


INTRODUCTION Human resources are the most valuable and unique assets of an organization.

The successful management of an organization's human resources is an

exciting, dynamic and challenging task, especially at a time when the world has

become a global village and economies are in a state of flux. The scarcity of

talented resources and the growing expectations of the modern day worker

have further increased the complexity of the human resource function. Even

though specific human resource functions/activities are the responsibility of

the human resource department, the actual management of human resources

is the responsibility of all the managers in an organization. It is therefore

necessary for all managers to understand and give due importance to the

different human resource policies and activities in the organization.

Human Resource Management outlines the importance of HRM and its

different functions in an organization. It examines the various HR processes

that are concerned with attracting, managing, motivating and developing

employees for the benefit of the organization.

In this assignment discuses about Management, Human Resource

management Functions, and specially discuses how to happen Training and

Development process in Avonlea Hill Organic Tea Factory.


CONTENT Chapter 01

1.1 Introduction to Management 1.2 Definitions of Management 1.3 Generic definition of Management

Chapter 02

2.1 Introduction to Human Resource Management 2.2 Definitions of Human Resource Management 2.3 Generic definition of Human Resource Management 2.4 Functions of Human Resource Management 2.5 Importance of Human Resource Management

Chapter 03

Specific selected HRM function; Training & Development 3.1 Introduction to Training & Development 3.2 Definition of Training & Development 3.3 Objectives of Training & Development 3.4 Difference between Training & Development 3.5 Training & Development Methods 3.6 Importance of the Training & Development

Chapter 04

4.0 Selected Organization; AVONLEA HILL ORGANIC TEA FACTORY (BIO FOODS PVT.LTD.), DIYATHALAWA

- History of the Organization - Vision - Mission - Products

4.1 Training & Development process of the AVONLEA HILL ORGANIC TEA FACTORY

4.2 Achievements, Awards, & Quality Certificates

Recognized week points through study and suggestions to solve them

References


CHAPTER 01

1.1 Introduction to Management Management is the act of engaging with an organization's human

talent and using the physical resources at a manager's disposal to

accomplish desired goals and objectives efficiently and effectively.

Management comprises planning, organizing, staffing, leading,

directing, and controlling an organization (a group of one or more

people or entities) or effort for the purpose of accomplishing a goal.

One of the most important duties for a manager is effectively using an

organization's resources. This duty involves deploying and manipulating human

resources (or human capital), as well as efficiently allocating the organization's

financial, technological, and natural resources.

Management operates through various functions, such as planning, organizing,

staffing, leading/directing, controlling/monitoring, and motivating.

Planning

Deciding what needs to happen in the future (today, next week, next month,

next year, over the next five years, etc.) and generating plans for action.

Organizing

Implementing a pattern of relationships among workers and making optimum

use of the resources required to enable the successful carrying out of plans.

Staffing

Job analysis, recruitment, and hiring of people with the necessary skills for

appropriate jobs. Providing or facilitating ongoing training, if necessary, to

keep skills current.

Leading/directing

Determining what needs to be done in a situation and getting people to do it.

Controlling/monitoring

Checking current outcomes against forecast plans and making adjustments

when necessary so that goals are achieved.


Motivating

Motivation is a basic function of management because without motivation,

employees may feel disconnected from their work and the organization, which

can lead to ineffective performance. If managers do not motivate their

employees, they may not feel their work is contributing to the overall goals of

the organization (which are usually set by top-level management).

1.2 Definitions of Management

Management is the art of getting things done through the others.

-Mary Parker Follett-

Management is the process of working with and through the others to

achieve organizational objectives in a changing environment.

-Robert Kreitner-

Management is the process of planning organizing, leading and controlling the human and other resources to achieve stated goals of an organization.

-James A.F Stoner-


1.3 Generic definition of Management

Management is a technical and social process which solves problems and mistakes decisions creatively in a changing environment in order to get done the organizational objectives.

CHAPTER 02

2.1 Introduction to Human Resource Management

Human Resource Management (HRM) is a relatively new approach to managing people in any organization. People are considered the key resource in this approach. It is concerned with the people dimension in management of an organization. Since an organization is a body of people, their acquisition, development of skills, motivation for higher levels of attainments, as well as ensuring maintenance of their level of commitment are all significant activities. These activities fall in the domain of HRM.

Human Resource Management is a process, which consists of four main activities, namely, acquisition, development, motivation, as well as maintenance of human resources.

Human Resource Management is responsible for maintaining good human relations in the organization. It is also concerned with development of individuals and achieving integration of goals of the organization and those of the individuals.

2.2 Definitions of Human Resource Management

HRM is the effective management of people at work. It examines what can or

should be done to make people both more productive and more satisfied with their working life.

-Ivancevich (1992, p.3) & (2008)-

HRM is the use of several activities to ensure that human resources are managed effectively for the benefit of the individual, society and the business.


-Schuler (1998, p.122)-

HRM refers to the policies, practices, and the systems that influence employees’ behavior, attitudes, and performance.

-Noe, Hollenbeck, Gerhart and Wright(2007,p.5)-

2.3 Generic definition of Human Resource Management

Human Resource Management is the efficient and effective utilization of human resources to achieve goals of an Organization.

2.4 Functions of Human Resource Management

There is a series of functions to be followed in order to accomplish the goals and the objectives of HRM. This series of functions includes:

1. Job Design The function of arranging tasks, duties and responsibilities into an organizational unit work

2. Job Analysis The function of investigating systematically jobs and job holder characteristics in order to create a collection of job information

3. Human Power Planning The process of determining future employee needs and deciding steps or strategies to achieve those needs.

4. Recruitment The process of finding and attracting qualified people to apply for employment.

5. Selection The process of making the choice of the most appropriate persons from the pool of applicants recruited to fill the relevant job vacancies.

6. Hiring The process of appointing the persons selected to the posts/jobs which are vacant.

7. Induction The function that systematically and formerly introduces new employees to the organization.

8. Performance Evaluation The function that measures degree of effectiveness and efficiency of employees in performing their jobs.

9. Training and Development


The process of improving current and future employee performance by increasing employees’ competencies through acquisition of knowledge, skills and attitudes. 10.Career Management

The function of planning and developing careers of employees for the benefits of employees and the organization.

11.Pay Management

The process of development, implementation and maintenance of a base pay system which adheres to external equity and absolute equity.

12.Welfare Management The group of activities involved in the development, implementation and on going maintenance of a fair and effective system of facilities and comforts to enhance standard of living of employees. 13.Management of incentives

The process of development, implementation and maintenance of a fair and adequate system of incentives

14.Employee Movements

The functions that deals with promotions, transfers, lay offs etc. in the right ways at the right times.

15.Health and Safety Management The group of activities involved in creating, improving and maintaining total health and safety of employees. 16.Discipline Management

The group of activities involved in planning and controlling behavior of employees in compliance with established rules and regulations.

17.Grievance Handling

The function that identifies and solves discontents arising from feelings of injustice felt by employees in connection with work environments.


2.5 Importance of Human Resource Management

Human Resource planning is the process by which a management determines how an organization should move from its current manpower position to its desired manpower position. Through planning a management strives to have the right number and the right kinds of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit. Human resource planning is a double-edged weapon. If used properly, it leads to the maximum utilization of human resources, reduces excessive labor turnover and high absenteeism; improves productivity and aids in achieving the objectives of an organization. Faultily used, it leads to disruption in the flow of work, lower production, less job satisfaction, high cost of production and constant headaches for the management personnel. Therefore, for the success of an enterprise, human resource planning is a very important function, which can be neglected only at its own harm.

CHAPTER 03

Training & Development (Specific selected HRM function)

3.1 Introduction to Training & Development Training is an organized activity for increasing the knowledge and skills of people for a definite purpose. It involves systematic procedures for transferring technical know-how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency. In other words, the trainees acquire technical knowledge, skills and problem solving ability by undergoing the training programme. ‖ Training involves the development of skills that are usually necessary to perform a specific job. Its purpose is to achieve a


change in the behavior of those trained and to enable them to do; their jobs better. Training makes newly appointed workers fully productive in the minimum of time. Training is equally necessary for the old employees whenever new machines and equipment are introduced and/or there is a change in the techniques of doing the things. In fact, training is a continuous process. It does not stop anywhere. The managers are continuously engaged in training their subordinates. They should ensure that any training programme should attempt to bring about positive Changes in the Knowledge, skills, and attitudes of the workers. The purpose of training is to bring about improvement in the performance of work. It includes the learning of such techniques as are required for the better performance of definite tasks.

3.2 Definition of Training & Development Training and development the official and ongoing educational activities within an organization designed to enhance the fulfillment and performance of employees. Training and development programs offered by a business might include a variety of educational techniques and programs that can be attended on a compulsory or voluntary basis by staff.

3.3 Objectives of Training & Development The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In addition

to that, there are four other objectives: Individual, Organizational, Functional,

and Societal.

Individual Objectives – help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective

by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level

suitable to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.


3.4 Difference between Training & Development

TRAINING DEVELOPMENT

Training means learning skills and knowledge for doing a particular job. It increases job skills.

Development means the growth of an employee in all respects. It shapes

attitudes.

The term ‘training’ is generally used to donate imparting specific skills among operative workers and employees.

The term ‘Development’ is associated with the overall growth of executives.

Training is concerned with maintaining and improving current job performance. Thus it has a short- term perspective.

Executive development seeks to develop competence and skills for future performance. Thus it has a long term perspective.

Training is job centered in nature. Development is career centered in nature

The role of trainer or supervisor is very important in training.

All development is ‘self development’. The executive has to be internally motivated for self development

3.5 Training & Development Methods There are several methods available. The use of a Training & Development particular method depends which method accomplishes the training needs and objectives. Training methods can be classified into two categories: A. On-the-Job Methods This refers to the methods of training in which a person learns a job by actually doing/performing it. A person works on a job and learns and develops expertise at the same time.

1. Understudy 2. Job rotation 3. Special projects 4. Experience 5. Committee assignment 6. Coaching

B. Off-the-Job Methods


These methods require trainees to leave their workplace and concentrate their entire time towards the training objectives. These days off-the-job training methods have become popular due to limitations of the on-the-job training methods such as facilities and environment, lack of group discussion and full participation among the trainees from different disciplines, etc. In the off- the job methods, the development of trainees is the primary task rest everything is secondary. Following are the main off-the-job training methods:

1. Special courses and lectures 2. Conferences and seminars 3. Selected reading 4. Case study method 5. Programmed instruction/learning 6. Brainstorming 7. Role-playing 8. Vestibule schools 9. Apprenticeship training 10. In-basket exercise 11. Business games 12. Behavior modeling 13. Sensitivity (T-group) training 14. Multiple management

3.6 Importance of the Training & Development

Training and career development are very vital in any company or organization

that aims at progressing. Training simply refers to the process of acquiring the

essential skills required for a certain job. It targets specific goals, for instance

understanding a process and operating a certain machine or system. Career

development, on the other side, puts emphasis on broader skills, which are

applicable in a wide range of situations. This includes decision making, thinking

creatively and managing people.

Increasing Productivity

Improving Quality

Helping a Company Fulfill its Future Personnel Needs

Improving Organizational Climate

Improving Health and Safety

Obsolescence Prevention

Personal Growth


It may be observed that the need for training arises from more than one reason (i) An increased use of technology in production; (ii) Labour turnover arising from normal separations due to death or

physical incapacity, from accidents, disease, superannuation, voluntary retirement, promotion within the organization and change of occupation or job.

(iii) Need for additional hands to cope with an increased production of goods and services;

(iv) Employment of inexperienced, new or badly labour requires detailed instruction for an effective performance of a job

(v) Old employee need refresher training to enable them to keep abreast of the changing methods, techniques, and use of sophisticated tools and equipment

(vi) Need for enabling employees to do the work in a more effective way, to reduce learning time, reduce supervision time reduce waste and spoilage of raw material and produce quality goods, and develop their potential.

(vii) Need for reducing grievances and minimizing accident rates. (viii) Need for maintaining the validity of an organization a whole and raising

the moral of its employees.

Chapter 04

4.0AVONLEA HILL ORGANIC TEA FACTORY (BIO FOODS PVT.LTD.), DIYATHALAWA

(Selected Organization)

History of the Organization

Bio Foods (Pvt) Ltd. is a devoted organic and Fair Trade Company established in

1993 in the Central Province of Sri Lanka. Bio Foods is a processor & exporter

of organic products such as green teas, black teas, spices, herbs & other post-

harvest food items in its own processing units. Organic black tea is processed

at Avonlea Hill Organic Tea Factory at Diyathalawa own for the Bio foods (Pvt)

Ltd. in the world famous Uva High Grown tea region. And it established in 2010

in the Uva Province. They have introduced many varieties of special organic

and Biodynamic teas from this project with the co-operation of Small Organic

Farmers' Association who supplies organic green leaf under Fair Trade concept.


Dr. Ranaweera is the owner of this factory and there are 5 staff and 27 workers

give their contribution to this factory. Workers work for daily wages and all

workers are permanent at this time.

Vision

To be the best environment friendly organic food producer in south Asia to

achieve global custom satisfaction guaranteeing a sustainable fair trade

approach for our primary producers and the employees of Bio foods.

Mission

To establish higher overall standard of organic and fair trade production

through team effort of our primary producers and Bio food members.

Products

An Avonlea hill organic tea factory process varies types of tea. Specially Organic black tea, Lemon Green tea, Lemon Honey tea, Mint tea. And also they

introduced many varieties of special organic and Biodynamic teas as havefollows.

AVONLEA HILL ORGANIC TEA FACTORY


4.1 Training & Development process of the

AVONLEA HILL ORGANIC TEA FACTORY 1. Here, this factory management is recruited and selected trained and

non- trained workers. 2. In this factory mainly makes organic tea, therefor management focus on

tea manufacturing process when training a new employee. 3. Thus, when they are selecting these employees they concern about their

educational level,( whether they have passed A/L, O/L, at least up to grade 8 education) age, health.

4. Factory officer is the person who is responsible for these new employees to give an excellent train. Training,

5. New employees are taken to another tea factory and introduce them to machines and show them to working procedure of those machines.

6. Then they get ordinary knowledge about machines. And this can be called as an external training.

7. In every morning before starts tea manufacture factory officer gives a lecture about every each process of tea making to these new employees. Ex: About machines, manufacturing, spreading, withering

8. The next step of the training is let them to work with well trained workers. In this process new worker gets basic knowledge of working process and also practical knowledge how to work with machines, and they adapt to the working environment.

9. Employees are rotated to work varies sections of the factory and let them to know all the process of tea manufacturing. 10.New employees are trained to use masks, gloves, head caps, boots, and uniforms for their safety. They are not permitted to wear any jewelry or keep money when they are working. 11.According to the 5S system new employees are enlisted to Quality circles. Each quality circle has a leader who has well educated, able to work with others, and able to take responsibilities. 12.Leader has to maintain a report, Daily employee improvements and defects that he has seen. 13.Once a week management calls a meeting and let the leader to tell improvements and defects of employees. Management takes actions to


solve them and take an action to give their needs and improve their skills and technics. 14.In this process new employees get well train according to tea manufacturing within about 2 months. Motivation, 15.To motivate employees factory management and factory officer organize a workers day function at once a year. 16.And they select a best worker and give awards and prizes to motivate him and other workers. 17.In addition they held art exhibition for the employees’ children and grant some offers, salary increasing, give certificates, and specially management consider about welfare management. Development, 18.Here for the development of factory officers, they are also get trained by NIPM (National Institute of plant management) 19.They held seminars, lectures and give new knowledge and technics (acquaint new technology, way of control workers, about management, and how to decrease cost) to improve their skills. 20.After that they held exams and measuring factory officers’ improvement and grant a certificate according to there levels. 21.And the best factory officer awarded as best factory officer of the year by the National tea council to motivate factory officers.


4.2 Achievements, Awards, & Quality Certificates

Avonlea Hill Organic Tea factory confirms highest possible quality standards of

their products by following prevention, detection & rejection procedures. To

strengthen the quality of Food being delivered to the valuable customers,

HACCP & ISO 22000:2005 certification for food safety management systems,

obtained through Intertie Moody International. Ceylon Quality Certificate

(CQC) - Three Stars rating for product quality in tea manufacturing industry

was awarded to Avonlea Hill Organic Tea factory by the Sri Lanka Tea Board.

Other Quality certificates

Control Union

Control Union Certifications is awarded by an independent, internationally

operating inspection &certification body, the

Control Union, which is accredited by the Dutch

Accreditation Council RvA, as a certification body.

Control Union Certifications commits itself to conduct its activities impartially

and in a professional manner and are accepted by authorities in nearly every

country.

EU organic

Certification issued through the Control Union, to export products to EU

countries. It is designed to provide complete confidence over the goods a

consumer buys, to be produced entirely in-line with the EU organic farming

Regulation, or in the case of imported goods, an equivalent or identical strict

set of rules, therefore promoting the trust of consumers regarding the origin

and quality of their foods and beverages. EU organic Logo is applicable to

regulations EC 834/2007, 889/2008 Annex V, EC 331/2000 and EC 746/2004.

USDA National Organic Programme

USDA National Organic Programme Certification that allows

exporting organic food items to USA. This certificate regulates

the standards for any farm; wild crop harvesting, handling

production &processing operations, exports or imports of

organically produced an agricultural product, which wants to be


sold in the US markets, while ensuring a consistent supply of organic products

for the country.

Ceylon Tea Quality Certificate

Ceylon Quality Certificate (CQC 3 Star) is awarded by Sri

Lanka Tea Board; for process quality and product quality in

tea manufacturing industry. Avonlea Hill Tea Factory, owned

by Bio Foods pvt Ltd received this certification for the First

time in Sri Lanka for Green Tea in 2009, for excellence in

factory organization, cleanliness, consistency of operations,

workers ‘discipline & motivation.

Naturland

Naturland is the Organic certification required for

exporting products to Germany as certified organic, and is

issued by Naturland Organization. The highest standard

set in this certification applies both to production and to

processing and have to be complied with from production

to the sale of the goods in the shop. Naturland

Organization is a recognized non-profit- making entity and

is one of the world’s foremost farmers' associations run on the principle of

grassroots democracy, which is into the promotion of organic agriculture

around the globe.

UTZ

UTZ Certified stands for sustainable farming and better

opportunities for farmers, their families and our planet. When

buying UTZ Certified tea you are helping to uplift the life

standard of the small farmer groups. The Laws of "Kosher"

include a comprehensive legislation concerning permitted and

forbidden food according to the Jewish law.


Recognized week points through study and suggestions to solve them

In this factory they used to make quality circles. But some how now they have stopped it, so the manager or the factory officer couldn’t find any defects or improvements of employees. I suggest it should be start again and carry on.

References Human Resources Department of Bank of Uganda (Pg. 1, 2)

Human Res. Management - M. Com (Pg. 5, 6)

Avonlea Hill Organic Tea Factory, Diyathalawe.

HRM THESIS( TRAINING & DEVELOPMENT)

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