PROJECT REPORT ON

NEED AND ROLE OF TRAINING IN MARKFED

MARKFED, CHANDIGARH

Submitted to Punjabi University Patiala in partial fulfillment of the requirements for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

BY:- Priyanka singh Roll No.92261125 BABA FARID GROUP OF INSTITUTIONS

ACKNOWLEDGEMENT

With deep consent

and pleasure, I would like to express my

gratitude to all those who helped me in the preparation of this project report. Without their cooperation project would have not been possible. First of all I wish to express my profound gratitude on sincere thanks to S. Gurmeet Singh Dhaliwal (Managing Director), gave me an opportunity to undertake training in Markfed. I am thankful to my project guide Mr. Ganga, Sr Manager of Personnel Department for providing me guidance and the necessary information to complete my project. I will be always obliged to him for the knowledge that he shared with me and the experience I gained while working with him.

PRIYANKA SINGH

TABLE OF CONTENTS

Chapter 1 1.1 1.2 2 3 4 5

Title Introduction The Company Objective of study Review of Literature Research Methodology Result & Discussion Conclusion

Page no 7-11 12-13 14-19 20-32 33-43 44-55 56-66

CHAPTER-1 INTRODUCTION

PUNJAB MARKFED

The

Punjab State Cooperative Supply and Marketing Federation

Limited popularly known as MARKFED is an important milestone in the history of Indian Cooperatives, which is serving millions of farmers and partner in their progress and prosperity. The ingredients of Markfeds success story are, its co-operative structure, government support, progressive policies, innovative plans and dedicated personnel at managerial and field level. The usage of the state art technology and co-operative philosophy has further helped in its progress. Markfed has a large variety of products under the brand name Sohna- Basmati, Rice, Sunflower Oil, Cottonseed Oil, Mustard Oil etc. The product range also includes canned products like Pickles, Squashes and Sharbats, Purified Natural Honey, Spices, Ketchup, Mixed Fruit Jam and variety of tinned vegetable curries. Besides this Markfed undertakes supply of Insecticides, Weedicides and Fungicides to help farmers to protect their crops. Markfed continuously motivates the farmers to adopt innovative strategies in production and marketing, which in turn, has resulted in creating a substantial base for production and marketing of value added Agro Food Products, both for domestic and foreign markets along with meeting the highest standards of quality and safety.

Markfed Strengths Trading and Agro Export House The govt. of Punjab has declared Markfed as a nodal agency of fruits, vegetables and food grains. Also govt. of India has granted the status of an Export House to Markfed. Outstanding Performance Markfed is the recipient of many National productivity Council Awards for its vital contribution towards the development of Agro-industry over the period. Latest Techniques In a fast moving scenario, Markfed has adopted state-of-the-art methodologies like ERP using WAN & LAN connecting all its district offices in Punjab to quicken pace of collection, processing/analyzing and dissemination of information. MARKFED is a federation of 3021 member cooperative societies, directly representing the interests of over one million farmers. MARKFED'S success is the true reflection of the spirit and dynamism of the people it represents: the people of Punjab. In the September of 1954, what began with 13 members, a share capital of Rs 54,000/-, three employees and one bicycle has today become Asia's Largest Marketing Cooperative, MARKFED.

Today, this organization employs more than 2000 persons, has a network of manufacturing units, service centers & offices crisscrossing Punjab and its operations spread around the world. The factors that have made this Rs. 8700 crores giant a magnificent success is its cooperative structure, enlightened management, progressive plans & policies, path-breaking innovations, a highly dedicated workforce and supreme commitment to the objectives of the cooperative Markfed's success is the true reflection of the spirit and dynamism of the people it represents: the people of Punjab. Markfed Canneries which has obtained certification for ISO 9001 and Global HACCP this year is planning for doubling the production in the year 2003-2004. This certification by world recognized body ensures trust, confidence amongh overseas buyers who are very concious about inspections, safety and hygine standards followed by the manufacturing unit. Global HACCP would ensure complete documentation of the processes followed by the plant to eliminate all risk factors. Last year the Plant could produce one million cans of heat & eat products which during 2003-2004 would reach the level of two million cans. At the present rate Markfed may have to increase the installed capacity to triple the production level during the year 2004-05. Consultants from Delhi as approved by APEDA (Agriculture Production Export Development Authority) are being engaged for up-gradation and modernization of the system. The up gradation would improve mechanization of cleaning, cutting, chopping and washing operations. The packing and sterilization of retorting processes would also be upgraded to the world level with more

emphasis on automation to eliminate any human error. Packing and stocking of the final product would be made in a further improved environment through mechanical handling. The products for this plants are highly cherished in the over-seas market. Markfed earlier was operating in Middle East and some countries of Europe, USA and Canada. The markets are now fast expanding to areas of Africa, Australia, New Zealand, Fiji and Eastern Europe where Markfed had earlier very low presence.

Markfed has signed a Memorandum of Understanding with M/S Bindra Agro Industries Ltd., who are also in the export business of Heat & Eat curries. M/S Bindra are supplying these curries manufactured by Markfed under the brand name Bindra Curries. The joint efforts would ensure additional production of one million cans for the years to come i.e. 2004-05 Markfed has excellent contract farming arranged for Sarson Ka Saag, Palak and Methi in the areas adjoining Jalandhar Plant. The green vegetables are directly procured from farmers. These vegetable growers supplying green vegetables are earning additional income 9000 to 10,000 per acre as Sarson Ka Saag is grown as additional crop between the months of Sept to Dec. followed but their regular crop of wheat. This year Markfed has contracted an area of nearly 200 acres for cultivation of Sarson Ka Saag and Palak. Markfed has also started supplying dehydrated Sarson Ka Saag and Palak to APO (Army purchase Organization) for defense personnel posted at high altitudes.

THE COMPANY

THE COMPANY

The organization comes under the control of Department of Cooperative Societies Punjab Government. The main executive controllers are board of directors, which are headed by Chairman Markfed, Registrar Co-operative Societies (Punjab) or Financial Commissioner of cooperatives of Punjab. Presently, the CEO of Markfed is Managing Director Mr. Saravjit Singh, I.A.S. The head office of Markfed is located at Markfed House, Sector 35-B, Chandigarh. The management of the Federation is vested with a Board of Directors headed by a Chairman and consisting of a Managing Director and 15 Directors.

SPECIFIC OBJECTIVES OF MY STUDY

For the purpose of achieving the main objectives Ive formulated certain specific objectives that will help in the fulfillment of the project report these objectives are as under: To determine all the factors those influence the employee behavior. To check the need and role of training.

To determine the attributes which can help increasing the morale of employees

INTRODUCTION TO CO-OPERATIVE
The socialistic system as enshrined in the constitution of India is based on the ideals of democracy and socialism. Only a movement of co-operative can fulfill the need of such an economic and social fabric. The government of India started this movement in India in 1904 with purpose of freeing the farmers from the group of moneylenders and this movement proved to be a boom for the social and economic development of entire country. The co-operative movement in Punjab contributed heavily to the agricultural development as the first step and this resulted in the green revolution due to which Punjab was crowned as the grain bowl of the country. The co-operative movement has enhanced every aspect of human beings and is directed towards welfare of mankind. During the last three years of co-operative movement Punjab has made rapid strides towards strengthening of co-operative societies which have elected managing committees/BOD and an elected chairman. There have been efforts to strengthen the capital base of the society with a view ensuring that its members develop a sense of belonging and have a greater say in the decision making process. There have been various amendments in the Punjab co-operative Societies Act, according to which the terms of the elected office bearers has been increased from three to five years. The maximum period for which administrator can be appointed in a society has been reduced from four to one year to ensure that the society remains in the hands of the elected people. Punjab today leads the entire country in the recovery of co-operative banking loans. After years of restlessness and turmoil all the central co-operative banks including those in border districts,

have become eligible to avail themselves of the refinance facility from the National Bank For Agricultural and Rural Development (NABARD), under the non farm sector scheme of NABARD all central co-operative banks and primary co-operative agricultural development banks have floated new schemes for advancement of loans to the unemployed youth, this has given a boost in providing employment in rural areas and has helped people raise their standard of living. Non farm loaning is likely to be enhanced from Rs. 62500 per head to Rs. 1000000 per head in the near future. Also this state co-operative bank is likely to start giving housing loans to professional students up to Rs.50,000.

THE MAIN CO-OPERATIVE SOCIETIES IN PUNJAB

Markfed Sugar mill co-operative society Spinfed Milkfed Industrial Co-operative Society Weavco Housefed Puncofed

MARKFED
Markfed is Asias biggest cooperative venture, which helps the farmers in the marketing of their product through primary co-operative societies. Markfed has 120 branches, 19 agro service centres and 2500 PACs. Through which it provides quality fertilizers, pesticides and insecticides to farmers. It also work as government procurement agency and ensures minimum support price for the farmers produce especially, wheat and paddy during the procurement seasons.

SUGAR MILL CO-OPERATIVE SOCIETY

Till 1985 there were only four sugar mills in co-operative sector of Bhogpur, Batala, Morinda and Nawan Shahar with crushing capacity of 5500 tonnes. In 1985-86 sugar revolution look place in Punjab, when

steps were taken for setting up of two more sugar mills in cooperatives sectors. Today there are 15 sugar mills in the state that the crushing capacity of 28,350 tonnes. The co-operative sugar mills in Punjab have the proud privilege to show their best performance through the country.

SPINFED
Keeping in view the cotton production in Punjab 7 co operative spinning mills are operating in the cotton belt of Malwa region for processing of Narma cotton. Another cotton ginning unit is ready at Abohar in co-operative sector. Spinfed which is the state level apex body of the co-operative spinning mills assist its member mills, in co-ordination of technical know how and availability of finances.

MILKFED
Co-operative movement in Punjab has also played a formal role in the white revolution. State level Punjab state co-operative Milkfed, district level milk union and primary milk producers, co-operative Societies at the village level are progressively working towards enhancing the income of co-operative societies and their member producers. Milkfed has pledged to procure good milk yielding animals producing fresh and germless milk for the co-operatives. The business turnover for the year 2009-10 of Markfed is Rs 18025 crores.

INDUSTRIAL COOPERATIVE SOCIETY

The industrial cooperative societies have also made unique contribution in the co-operative movement and have helped to provide employment to the unemployed youth and production of necessary goods.

WEAVCO

The co-operative society for handloom weaver exists in two levels, Weavco at the state level and co-operative societies at the village level. Nearly 630 primary handloom weaver societies are members of it. Weavco has 25 showrooms throughout the country.

HOUSEFED

Housefed initiated steps for meeting primary needs of housing of man and provides financial assistance to solve the housing problems through its primary societies in urban and rural areas. Housefed has advanced credit of RS.1276.06 lakh upto 31-03-94. Housefed also undertakes construction of cooperative housing complexes in various cities.

PUNCOFED
Puncofed has been playing the role in promoting and popularizing co-operative culture through training publicity and research work. This organization has held conferences and seminars in the whole state and also published and distributed special booklets, and charted out business development plans and new schemes.

INTRODUCTION OF MARKFED
Markfed came into existence in the month of September 1954 with 13 members, a share capital of Rs. 54000, 3 employees and one bicycle and has today become Asias largest marketing co-operative society.

Today, this organization employs more than 2473 persons, has a network of manufacturing units, service centres and offices crisscrossing Punjab and its operations spread around the world. Markfed is a federation of 3068 members cooperative societies directly representing interest of over one million farmers.

The factors that have made this rupees 10000 crores giant a magnificent success is its cooperative structure in enlightened management, progressive plans and policies, path breaking, a highly dedicated work force and supreme commitment to the objectives of the cooperative. MARKFEDS success is true reflection of the spirit and dynamism of the people it represents:- the people of Punjab.

OBJECTIVES OF MARKFED
The objectives of Marked are as follows:1. To make arrangements for procuring, marketing/trading, Processing/ manufacturing of agricultural products as well as byproducts of its affiliated members & their members to their best advantage within the country & outside the country. 2. To find out & adopt latest technology & supply of goods on Cooperative basis and to act as agent to its constituents and other persons and institutions approved by the Registrar, Co-operative Societies, Punjab. 3. 4. To raise funds for its own business. To provide financial assistance to its members in the shape of Advances, loans and grants.

5. To make arrangement for procurement in bulk the requirements of its members in respect of both procedures & consumers goods. 6. To make arrangement for distribution of agricultural inputs in retail to members & nonmembers. 7. units. To undertake processing, manufacturing, grading & packing activities and establish industrial

8. To arrange for construction of buildings necessary for business of the federation and its members and also to take up the construction work of other governmental/institutional agencies.

9. 10.

To guide, assist and supervise the working of its member societies. To run warehouses.

11. To undertake inter state trade, import and export of agricultural produce, farm equipment & consumer goods. 12. To enter its collaboration with the co-operative and others in India or in foreign countries in fulfillment of any of its objects, subject to the approval of the govt. under Section7.7of the act wherever required. 13. To act as an insurance agent & to guide & assist its member societies and other etc regarding all insurance matters. 14. To do all things that may be incidental or conducive to the attainment of any or all the aforesaid objects of for the advancement of the cooperative movement in general.

MARKFED VISION
SHORT TERM Diversification/implementation of AEZs. Further bulk handling project & start execution. State of art & lab chemical analysis.

LONG TERM Diversification of at least 5 lakh acres of land from Wheat, Paddy rotation. Setting up of infra structure for export of fruits & vegetables like cold chain / cold storages with participation and support from the government. Set up a modern processing facility with JV partners in the field of potato processing and honey processing.With the reduction in the role of MSP mechanism Markfed would play major role in the open market trading of food grains.

MOTTO OF MARKFED

Markfed is not just an agriculture products procurement agency; it walks on the live policy of national development and provides new opportunities that lead to higher quality and remunerative price. Markfed, which always share its knowledge, technology, resource and services to keep in building the country, we now call it Markfed House. The cooperative philosophy, principles of brotherhood, help to farmers, latest modern technical know-how, research and development have given wide acclaim to Markfed.

ENVIRONMENT OF MARKFED
EXTERNAL ENVIRONMENT :Markfed is operating in dual Environment. While some operations of Markfed are protected and supported by the government but also rigidly controlled by Government and certain rules and regulation, others face competition from private and multinational corporations. A) GOVERNMENT CONTROLLED ENVIRONMENT :For Markfed, procurement and distribution of the food grains and inputs and cost - plus activities driven by government policies and controlled by the government rules and regulation. Markfed neither faces any pressure on account of customer demand not any competition in these activities. All price support operations of the market i.e. procurement of wheat and paddy are controlled by the government and conducted on behalf of Food Corporation of India. Within the overall framework of government of India policy, department of food and supplies, Punjab Government oversees the entire procurement operations and allots the mandis for procurement and mills for milling in case of paddy. For distribution of fertilizers and agro- chemicals, Markfed has operated as per the policy stipulated by the Registrar of Cooperative Punjab. For import of DAP, a high level government committee is constituted for taking purchase decisions. M.D. of Markfed is the member of this committee; the distribution of Fertilizers is restricted and can be only distributed through the cooperatives. B) COMPETITIVE ENVIRONMENT :-

Markfed faces a highly competitive environment in case of other products such as (Vanaspati, Refined Oil, Basmati, Canned Products, and Agro- Chemicals) being manufactured, processed and marketed in a market environment without any quota or the government intervention. The profitability of these activities depends upon efficiency in their production and competitiveness in marketing. Markfed is also in export business where success depends solely on internal efficiencies and competitiveness .The customers in international markets demand high quality products in a competitive environment.

INTERNAL ENVIRONMENT : In the internal functioning of Markfed the state government plays a substantial role. Apart from the nominees from the government on its Board, each and every policy decision that is taken by Markfed has to be approved by the Registrar of Co-operative Societies before it can be implemented. Markfed has adopted many government norms and procedures for its day-to-day functioning. For example its engineering department, which deals with civil and electrical construction activities, functions totally as per the PWD norms and methods. The designations adopted by Markfed for its employee officers superintending engineers, superintendent etc. the salary structure is also based on the State Government salary structure and follows the changes therein. Markfed also follows the system of inter departmental deputation whereby staff from other government departments work with Markfed for a specified period of time. Not only the managing directors are on deputation from different departments, even lower down the administrative hierarchy there are some positions that have the earmarked for deputation. The methods and procedures prevalent in Markfed reflect a government style of functioning. For example Markfed has a concept of Paper under Consideration and every file that comes into the organization passes through 7-9 levels before a decision is taken. At each level, some comments are written on the file and it is passed into the next higher level. This flow is interrupted once in a while when an officer puts a remark please discuss or please speak. These practices have together given Markfed a government orientation and a highly bureaucratic work culture while it ought to be following a corporate culture.

ORGANIZATION STRUCTURE

Management is the backbone of organization. Without efficient management no organization can perform its functions smoothly. Sound organization contributes greatly to the continuity and success of the enterprise. It is the framework of relationship of persons operations at various levels with vertical and horizontal dimensions. The type of organization in a company depends upon its size and range of production. Markfed is divided into 17 Administrative Districts, Two new districts viz Taran Taaran and Mohali are being added raising the number of Administrative Districts to 19.There are 17 Industrial units and 1 Cotton cell in the state of Punjab with its registered office at Roopnagar and head office at Chandigarh. It is federation of 3033 Member Cooperative Societies, representing directly the interests of over one million farmers.

Markfed is governed by an elected Board of directors including Government nominees, which creates and makes the policies of undertaking business of the Federation. The management of Markfed vests with the board of Directors which has a term of 5 years. There are 17 members in the Board of Directors which consists of the following: a) Twelve representatives are the members of societies, which are elected on zonal basis by dividing the area of operations of Federation into 12 zones. b) Five including Managing Director are government nominees. c) Managing Director is the Principal Executive of the organization and is assisted by Additional Managing Directors and other various functional Heads at head offices and general Managers and Managers in the plant or units and Districts Managers at the district level and liaisons officer at Delhi. The Chairman and Vice - Chairman of the Board of Directors are elected, from amongst the members of societies. The Board of Directors shall meet at least once in six months and a clear notice of the meeting should be given to the directors. 15 days before the meeting is to be held. There are executive committees and administrative committees of the Federation consisting of 6 directors which are constituted in the following manner: a) Chairman of the Board of Directors. b) Vice Chairman of the Board of Directors. c) Registrar Cooperative Societies, Punjab or his nominee. d) Two Directors to be appointed by the board of Directors out of its members. e) Managing Director. Remaining elected

ORGANIZATIONAL STRUCTURE IN THE HEAD OFFICE

The MD is the Chief Executive Officer of Markfed responsible for overall performance under the control and direction of the Board of Directors. The Board members are appointed for 5 years. At the head office, Markfed under the MD is organized into various departments and functions that are as follows:

Administrative Branch Accounts

1. General

2. Banking

3. Budget & Marketing

4. Internal Audit 5. Legal & Taxation 6. Salary 7. Engineering 8. Recovery Marketing

The general section headed by an Additional Managing Director, (General) & plant section is headed by Additional Managing Director (P), which are further under the charge of respective Functional Head. Markfed also has 20 manufacturing and processing plants spread all over the state. The plant heads report to the particular functional help who is handling that product at the head office.

Marketing section of Markfed is handling the sales of Edible and Non Edible products manufactured in Markfed plants. Markfed has been marketing edible oils ( Sohna Sunflower, Cotton seed, groundnut, Kachhi Ghani, Vanaspati being manufactured at Khanna, Kapurthala, Gidderbaha Plants) Sohna Basmati Rice and various items manufactured at Markfed Canneries, Jalandhar, such as tomato ketchup, canned foods (Sarson Ka Saag).All the edible products are marketed under one umbrella brand i.e. Sohna.

Markfed has a network of dealers and distributors as detailed below

DEPOT

DEALERS

CARRYING &

AGENTS

FORWARDING

Jalandhar Ludhiana Ambala Bathinda Delhi Chandigarh

Various Cities

Damtal Mandi Solan Sirsa

BOARD OF DIRECTORS

MANAGING DIRECTOR

AMD(GENERAL)

AMD (PLANT)

CHIEF MANAGER PERSONNEL,MARKETING,INPUTS, PADDY,RICE, FOOD GRAIN, SR. MANAGER

CHIEF ACCOUNT OFFICER

CHIEF INTERNAL AUDIT

DY. CHIEF ACCOUNT OFFICER SR. ACCOUNT OFFICER ASST.ACCTS.OFFICER

DY. CHIEF ACCOUNT OFFICER

MANAGER

SR. ACCOUNT OFFICER ASST.ACCTS.OFFICER

SUPERITENDENT

SR.ASSISTANT

ACCOUNTANT

ACCOUNTANT

ASSISTANT

ASST.ACCOUNTANT

ASST.ACCOUNTANT

CLERK

MARKFED A PROFILE
Markfed Punjab is Asias Largest Marketing Cooperative .As a co-operative, it exists both because of and for the farmers of this vibrant state. They shared the purpose of Markfed and also its future. An important landmark in the annals of Indian co-operative, which has served millions of farmers on their way to progress, is the Punjab State Cooperative Supply and Marketing Federation Ltd., popularly known as Markfed. Markfed came into existence four decades ago. Registered in September 1954, it began operation with 13 members; a share capital of Rs 54000/ three employees and one bicycle has today become Asias Largest Marketing Cooperative, Markfed. Today, this organization employs 2400 persons, has a network of manufacturing units, service centers & officers crisscrossing Punjab and its operations spread around the world. Markfed is a federation of 3047 member co-operative societies representing directly the interests of over one million farmers Business Turnover of 15468 crores. A Brief Profile of Markfed Industrial Units

Markfed Canneries Jalandhar Operational area:

Manufacturers of Tomato Sauce, jams, pickles, squashes, spices, dehydrated and Canned foods. Markfed Vanaspati and Allied industries, Khanna Operational area:

Manufacturers of sohna Vanaspati, cottonseed oils, sunflower oil and Mustard oil. Refined oil plant Kapurthala Operational area: Manufacturing of cattle feed Kapurthala and Giddarbaha plan Operational area: Manufacturing of cattle feed. Markfed Rice Mills Rajpura, Bagha, Purana, Macchiwara, Nawanshehar Operational area: Manufacturer of rice Agro- Chemical Plant, Mohali Operational Area: Manufacturer of fertilizers. Fertilizers Plant, Dhuri Operational area: Manufacturer of fertilizer. H.D.P.E. Plant Anandpur Sahib Operational Area: Manufacturers of H.D.E. Bags. Cement pipe Plants Singhapura,Ropar and Sarna Operational Area: Manufactures of pipes.

MARKFED AS A TRUE FRIEND OF FARMERS

It helps in stabilizing the market rate of farm produce. Ensures supply of quality goods. Helps in generating employment. Contributes substantially towards earning foreign exchange. Service above profit. In keeping with the latest and fast evolving trends, Markfed has adopted the worlds latest techniques like electronic data processing such as Enterprise Resource Planning (ERP) for online processing, analysis and dissemination of information to the people who need it the most.In spreading this vital information Markfed has joined hands with Punjab Marketing Board since 1984 to sponsor a farmer information programme Mera Pind Mere Khet (My land My fields) on television.Over the years Markfed has been specialized in the activity of procurement and distribution of agriculture produce from Punjab directly and on behalf of other agencies for contribution to the central pool. Wheat trading operation have over the years alone contributed to 48% of the total business turnover of Markfed, wheat and paddy are being procured from different mandis under price support scheme while cotton is being procured on commercial basis. The member cooperative societies have been of enormous help in the above activity of procurement and distribution of agro products. Markfed has been producing a number of agro-based products under the brand name Sohna which is favored by consumer section of Punjab and other northern states of the country .some products like Basmati and Sarson Ka Saag have experienced tremendous response in the overseas markets.

MARKFED AGRO-BASED ACTIVITIESCATERS TO THE NEEDS OF FARMERS

WHEAT PROCUREMENT & TRADING PADDY FERTILIZERS DISTRIBUTION AGRI INPUTS EDIBLE OIL OKLOIL I RICE WHEAT PROCESSED FOOD CUSTOM MILLING

EXPORTS

PROCESSING & MARKETING

COTTON AGR.CHEM. NON.EDIBLESS EDIBLES EDIBLES

AGRI PRODUCTS

PROCESSED FOOD

EDIBLE OILS

BASMATI RICE

MARKFED AT A GLANCE
Regd. No. 812

Regd Date

2 September 1954.

Member Societies

3068

Employees

2473

Business Turnover

14152.25 crores

Distribution of

Fertilizers, Insecticides, Weedicides and seeds.

Agriculture inputs

Pesticides and Herbicides, Cattle feed

Procurement

Wheat Paddy, Cotton & oil seeds

Storage Capacity Markfed Branches Exports

14.85lacs (MTS) 100 Wheat, Rice, Processed food Cotton, Edible Oil, Potato Products

Processing units:

Markfed Vanaspati&allied

Industries at Khanna.

Markfed refined oils and Allied industries at Kapurthala .

Markfed cotton seed pressing Plant Gidderbaha.

Markfed Canneries Jalandhar

`Markfed Agro Chemicals, S.A.S Nagar Mohali

Markfed Rice processing complex Nawashahr

Markfed Rice processing complex Macchiwara

Markfed Rice processing complex Bhagapurana Agro Services Mobile soil testing laboratory Bathinda, Ropar, Hoshiarpur, Kapurthala, Nihal Singh Wala

Sangrur & Malout; Custom Spray Services for pest control & Anti Termite Treatmen

PROCUREMENT OF FOODGRAINS, SEEDS, PULSES ETC.

The majority of buffer stock of wheat and rice in India are held in Punjab. Markfed alone stores around 4.4 million tones of wheat. As one of the major procurement agencies, it also plays an important role in providing remunerative price to farmers. The food grain procured for the PDS are distributed through network of retail outlets. The food grain policy revolves around the surplus available for procurement, building of buffer stock, distribution, and trade regulation and price control. Markfed procures mustard seeds and sunflower to process them in its oil complexes at Khanna, Kapurthala and Gidderbaha.

TESTING LABORATORY
State of art food grains testing laboratory at ROPAR. Analysis for protein, moisture starch, wet gluten, dry gluten, sedimentation value, hardness, color grading, hectoliter- weight, ash content, micro nutrients, amino acids, pesticides residues, alpha amylase activity of grains and flour, water absorption capacity.

COTTON PROCESSING Markfed processes and trades in cotton, the worlds leading fiber and important cash crop in Punjab. Within India, markfed sells cotton to the processing mills in Orissa, Tamilnadu, U.P, and Gujarat & Maharashtra. It also exports cotton bales to far eastern countries as joint venture with NAFED. Markfed owns and manages four cotton ginning and processing factories, which are located at Rampuraphul, Sardulgarh, Raman and Abohar centers in Punjab. COTTON SEED PROCESSING: Markfeds cotton seed processing plant at Gidderbaha produces cotton seeds oil for the cooperative federations own Vanaspati plant and by-products like Lint, de-oiled cake and hulls for paper manufacture and its own cattle feed.

CATTLE FEED MANUFACTURING

Markfed manufactures cattle feed at its plant at Gidderbaha and Kapurthala which have a combined annual production capacity of 63000 tonnes, the animal feed manufactured here is popular in Punjab, Haryana, H.P, J&K, Rajasthan and Delhi and is sold through dealers and cooperative societies.

SOIL TESTING LABORATORIES

Markfeds eight well- equipped soil testing laboratories at Amritsar, Bathinda, Ropar, Hoshiarpur, Kapurthala, Sangria, Malout and Mobile Lab manned by specialist with an annual capacity to analyze 10,000 samples of soil and water, have been rendering free services to farmers in obtaining best results from the use of chemical fertilizers since 1969.
VANASPATI AND REFINED OIL

The oil mill at Khanna produces Vanaspati Bakery- shortening and refined oils such as cotton seed oil, Soya oil, mustard oil and vegetable oil with the total production capacity of 33000 MT per annum. The Kapurthala unit produce 33000 MT of cattle feed, whereas Gidderbaha unit produce 15000 Mt of oil and rice bran and 33000 MT of cattle.

A LIST OF ALL PRODUCTS

CANNERIES
Markfed has set up canneries to produce ready to eat food products, recipes of which have been prepared by Mr. Jiggs Kalra, a chef of international repute. The products include delicacies like Sarson ka Saag, Chatpata Chana, Daal Makhni, Palak Paneer, Mutter Paneer, Kargi Pakora, Rajmah, Lobia & much more under the brand name Sohna. Besides this it also produces jams, ketchup, honey etc. These products are being sold all over India and are being exported to many countries around the world. Punjab produces over 20 million tones of food grains with huge surplus both in wheat and rice. Despite having only 11.5% of the countrys agricultural areas, Punjab grows 25% of Indias wheat and account for 10% and 30% of Indias total rice & cotton production respectively.

FARM INPUTS
Besides procuring agro produce at remunerative prices as well as adding value through processing and marketing them locally and abroad, MARKFED also plays a laudable role in supplying quality firm inputs viz. high quality fertilizers, pesticides and fungicides thus earning the epithet: A TRUE FRIEND OF FARMERS. Through its network MARKFED distributes around 8lakh tones of fertilizers to farmers annually, thereby meeting the entire requirement of chemical fertilizer of the co-operative sector.

AGRI EXPORT ZONE FOR BASMATI RICE

The AEZ will facilitate increased production of basmati rice accounting for almost 60% of the world export. The AEZ will be setup in Punjab covering Gurdaspur, Amritsar, Kapurthala, Hoshiarpur and Nawanshahar areas. The main objectives of this AEZ will be 1) Providing remunerative return to farmers on a sustained basis by improved access to export. 2) Interlinking with various constituents of the chain from farmer to consumer. 3) Establishing backward linkage with rice millers. 4) Standardization of agronomical practices. 5) Making quality seeds available.

SARSON KA SAAG A DELICACY ON FOREIGN SHORES

About 1.5million canes containing ready-to-eat Sarson ka saag a Punjabi delicacy and other Indian vegetable curries are exported to many regions, which include U.S.A, Canada, Europe, Middle East and the South pacific.

MAIN ACTIVITIES OF MARKFED

There are four activities of Markfed. These are: WHEAT

PADDY

COTTON

FERTILIZERS

RESEARCH METHODOLOGY
Organizing survey and doing research is the part of life in modern era. Research is refers to for knowledge and new facts. It consists of systematic collection, recording , analyzing, interpretation and reporting of information. It consists of the various sequences of step to be adopted by the researcher. The simple meaning of research methodology means to define the methods and sources to be used in collection of data closely related to the project. Our research project has a specified framework for collecting the data in an effect manner. Such framework is called Research Design. The research process which was followed by our consisted of following steps:

OBJECTIVE OF THE STUDY

The objective of research is the study of NEED AND ROLE OF TRAINING atMARK FED.

RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection and analysis of data". A typical research design of a company basically tries to resolve the following issues: a) Determining Data Collection Design b) Determining Data Methods c) Determining Data Sources d) Determining Primary Data Collection Methods e) Developing Questionnaires f) Determining Sampling Plan

(1) Explorative Research Design: Explorative studies are undertaken with a view to know more about the problem. These studies help in a proper definition of the problem, and development of specific hypothesis is to be tested later by more conclusive research designs. Its basic purpose is to identify factors underlying a problem and to determine which one of them need to be further researched by using rigorous conclusive research designs. (2) Conclusive Research Design: Conclusive Research Studies are more formal in nature and are conducted with a view to eliciting more precise information for purpose of making marketing decisions. These studies can be either: a) Descriptive or b) Experimental Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.

SAMPLING PLAN:
Sample Size = 50 Employees Sample Area = Markfed, Chandigarh . Duration = four (6) months.

DATA COLLECTION:
There are two types of data were taken into consideration i.e. Secondary data and Primary data. The secondary data has been used to make the analysis because we no much sufficient time and resources to collect the primary data.

Primary data:
We collect primary data during course of doing experiments in an experimental research but in case we do research of the descriptive type and perform surveys, whether sample surveys or senses survey, then we can obtain primary data either through observation or through direct communication with the respondents in one form or another or through personal interview.

Secondary data ;Is that data which is collected for other purpose. This is indirect collection of data from sources containing past or recent information like annual reports, balance sheet, books, newspapers and magazines etc

COLLECTING THE INFORMATION

For this research, I have collected information with the help of Questionaire, Companies publication and Internet. Data Sources: (i) Secondary Data through Internet (ii) Primary Data through Questionnaire (iii) Contact Method (iv) Personal Interaction

DATA PRESENTATION AND ANALYSIS:

After the data has been properly organized, it is ready for presentation. The main objective is to put collected data in to researches then has to be proceeding towards conclusion by the logical inferences.

1. By bringing the raw data to measure data. 2. Summarizing the data applying analytical method to manipulate the data and there inter relationship and quantitative measuring become evident.

INTERPRETATION
Interpretation comes to bring out the meaning of data from the analysis of data the various conclusions are drawn on the basis of logic.

CHAPTER-III INTRODUCTION OF NEED AND ROLE OF TRAINING IN MARKFED

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every managers responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. People are our most valuable asset is a clich, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop cultural awareness, product / process / organization knowledge and experience for new staff members.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment 2. Selection 3. Induction 4. Performance Appraisal 5. Training & Development

Recruitment The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning. Selection The selection is the process of ascertaining whether or not candidates possess the requisite qualifications, training and experience required. Induction a) Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.

The role of training and development

Identifying a training need
In a flatter organisational structure, many employees have bigger jobs. There are higher expectations that staff can contribute more to the organisation. Marks & Spencer needs to keep its staff well-trained and able to respond to the business needs. There is also a need for succession management. When individuals either retire or move from one job to another, managers have to plan their replacements so that experienced staff with the right skills and competencies are selected. It is important to develop a career path for people that meets their needs as well as the needs of the business. To match its business strategytrainee managers with A-levels undertake 24 months of training

graduates who join the organisation from university have 12 months of training experienced managers who have retail experience undertake up to 3 months of training when they join Marks & Spencer. This helps them understand Competencies

Each management post at Marks & Spencer requires a number of technical skills and business competencies. These are related to the job's level in the organisation. Marks & Spencer uses competency profiling to identify gaps in skills. Employees need these competencies and skills to be successful in each post. For example, technical skills are relevant to areas like team management, financial management and sales management. Business competencies include areas such as business leadership, decision-making, and communicating and influencing. Marks & Spencer uses competency profiling to identify gaps in skills. In the example, Jane is a Commercial Manager in a large store. The standard profiles (figs A and B) show what technical skills and business competencies are necessary for that role. Jane's personal profiles (figs C and D) are compared to these standard profiles to assess what training and development she needs. This example shows that, for technical skills, Jane needs to improve in most areas except Financial Management. In business competencies Jane's skills are a better match but she needs additional skills in People & Resource Management, Commercial Acumen, and Communicating and Influencing.

Reviewing performance At the end of every 6 months a performance review or appraisal takes place. Employees discuss their progress with their line managers. Employees are given ratings for the skills and competencies they have shown over the past year. These are compared with expected skills profiles for these areas. This feedback helps employees identify how they are performing in relation to the expected technical skills and business competencies and reveals any gaps. Personal development The line managers and employee then discuss and agree on a plan for further development for the following year. All staff have a personal development plan in which they set objectives based on the feedback from their performance review. This helps them to construct a realistic and focused career path. They use training and development to improve the technical skills and business competencies they need in order to undertake particular management roles. This performance cycle helps Marks & Spencer to maintain an efficient, effective and motivated workforce. Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature.

Importance of Training
Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. Training is given on four basic grounds:
1. New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions. 2. The existing employees are trained to refresh and enhance their knowledge. 3. If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipments and work methods. 4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.

The benefits of training can be summed up as:

1. Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.

2. Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes.

4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization.

5. Increased productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained.

Ways/Methods of Training
Training is generally imparted in two ways:
1. On the job training- On the job training methods are those which are given to the employees within the everyday working of a concern. It is a simple and cost-effective training method. The inproficient as well as semi- proficient employees can be well trained by using such training method. The employees are trained in actual working scenario. The motto of such training is learning by doing. Instances of such on-job training methods are job-rotation, coaching, temporary promotions, etc. 2. Off the job training- Off the job training methods are those in which training is provided away from the actual working condition. It is generally used in case of new employees. Instances of off the job training methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and only if large number of employees have to be trained within a short time period. Off the job training is also called as vestibule training,i.e., the employees are trained in a separate area( may be a hall, entrance, reception area,etc. known as a vestibule) where the actual working conditions are duplicated.

Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customers expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers. Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de - skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs.. They are trained in everything from sexual harassment policies to the necessary job skills.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things. The following are the two biggest factors that contribute to the increased need to training and development in organisations:
1. Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver. 2. Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enrol himself / herself in a course on self awareness, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.

The critical question however remains the implications and the contribution of training and development to the bottom line of organisations performance. To assume a leadership position in the market space, an organisation will need to emphasise on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning!

Systems View of Training - Stages in a Training Program in markfed

Training Needs Analysis in markfed

Although each step in the entire training process is unique in its own, needs analysis is special in that it lays the foundation for the kind of training required. The assessment gives insight into what kind of intervention is required, knowledge or skill or both. In certain cases where both of these are present and the performance is still missing then the problem may be motivational in nature. It thus highlights the need and the appropriate intervention which is essential to make the training effective. As mentioned earlier, the needs analysis / assessment is carried out at three levels organisational, Individual and Job. We now take up each one of them in detail.
Organisational Analysis

The organisational analysis is aimed at short listing the focus areas for training within the organisation and the factors that may affect the same. Organisational mission, vision, goals, people inventories, processes, performance data are all studied. The study gives cues about the kind of learning environment required for the training. Motorola and IBM for example, conduct surveys every year keeping in view the short term and long term goals of the organisation.
Job Analysis

The job analysis of the needs assessment survey aims at understanding the what of the training development stage. The kind of intervention needed is what is decided upon in the job analysis. It is an objective assessment of the job wherein both the worker oriented - approach as well as the task - oriented approach is taken into consideration. The worker approach identifies key behaviours and ASK for a certain job and the task - oriented approach identifies the activities to be performed in a certain job. The former is useful in deciding the intervention and the latter in content development and program evaluation.
Individual Analysis

As evident from the name itself, the individual analysis is concerned with who in the organisation needs the training and in which particular area. Here performance is taken out from the performance appraisal data and the same is compared with the expected level or standard of performance. The individual analysis is also conducted through questionnaires, 360 feedback, personal interviews etc. Likewise, many organisation use competency ratings to rate their managers; these ratings may come from their subordinates, customers, peers, bosses etc. Apart from the above mentioned organisations also make use of attitude surveys, critical Incidents and

Assessment surveys to understand training needs which will be discussed in detail in other articles.

Techniques for Collecting Data for Training Needs Assessment

The process of needs assessment happens at three stages or levels, the organisational, the job and the person or the individual. This is the basis for any needs assessment survey and remains the same more or less in all o rganisations around the globe. There are however many techniques for collecting the data for training need analysis. This article discusses some of the methods used for the same.The needs assessment conducted at various stages tries to answer a different set of questions. Organisational analysis

Techniques for Collecting data at Organisational Level As discussed already, in organisational analysis we try to ascertain the areas in the organisation that require training interventions. For example, among the various kinds of interventions that organisations chose it was found out managerial training is picking up fast among corporations and also that managerial competencies amount for 98% of success in the jobs. Personnel and skill inventories, organisational climate and efficiency indices, Management requests, Exit interviews, management by objectives (MBO) are the various kinds of techniques that are used at the level of organisational analysis for collecting data for training needs analysis. Essentially all these tools collect data that is inferential in nature, but does not give a clear picture of the training needs. For example, the above mentioned tools may lead an organisation to deduce that there is a need for aligning the work processes with the organisational goals / objectives, which is not very rich diagnostically. It may require further analysis, which is done with the help of tools at the level of Job or the task.

The techniques for data collection at the level of the job include job description, performance standards, work sampling, job specifications, job literature analysis, and analysis of operational problems among others. These techniques are aimed at extracting data for understanding the target of training i.e. what exactly should be taught in training. Time management may be may be one critical intervention in project handling / management. These techniques at the level of job are useful but yet not sufficient in helping understand who requires training and when. Taking the above example further, time management may be a critical intervention for Projects people, but there may already be some who are very efficient in time management and may require the intervention at other level, which is only possible to ascertain with the help of techniques used at the level of the individual or the person.

Training may prove worthless if it is conducted without studying individual data. Every member in a team is unique and works as well as performs at a certain level (n). There may be others who are at (n+1) or (n-1) or more. Thus, the same intervention may halt the progress of a certain individual and finally the organisation. There are therefore certain tools that help in deciding interventions at the individual level. Performance appraisal data, questionnaires, attitude surveys, 360 degree feedback, assessment centres, critical incidents are some techniques that are employed to a good benefit.

All these techniques are integral to the success of any training program. Although each one of these may be used independently but the combined use offers a holistic view of training within an organisation!

Special Training Programs in markfed

Most of training is either technical or behavioural in nature, but there are still other trainings that are neither. These fall under the ambit of special training programs and are conducted with an agenda of smoothening the work process within the organisation. Workforce diversity can be both positive and negative for the organisation. Positive in that it brings fresh and different perspectives to the latter and negative in that team building may not be that easy. Multinational corporations that employ workforce of all races, creeds and colour face the problem racism. Similarly organisations in the Asian subcontinent more specially, face the problem of sexual harassment of workers. There are other problems also apart fromthese and these can only be resolved with the help of awareness trainings.

Diversity Awareness Trainings - handling workforce diversity is one of the emerging challenges for organisations in the 21st century. They face claims on from coloured workers, immigrants, older people, various ethnic groups, gays and lesbians for harassment at the work place. Also there is a need for addressing the values of various employee groups, for example, the older generation lives by a different set of values and does the younger lot. This leads to a conflict which can only be resolved by providing appropriate training intervention. Diversity awareness training is necessary to increase the competitiveness and the general competency of the organisation. Many firms have accepted diversity as a way of surviving and many that have not often face the charge of discrimination.

Sexual Harassment Training - these trainings are mostly conducted in the developed nations and in multinational corporations that function in various geographical locations. These trainings are not very common in organisations in the developing world. Almost all types of organisations, immaterial of what business they are into, what industry they operate in and what kind of people they have hired receive sexual harassment complaints at the workplace. In developing economies they go unnoticed and unreported but in developed economies where the workforce is empowered severely sexual harassment at the workplace is reported, resulting in penal actions and thus the sexual harassment training. Many organisation shave policies on sexual harassment but often they are not communicated!

Creativity Training - more and more organisations want innovation and creativity as a way of being and expression which ultimately happens only when its people are creative. Many organisations use experiential learning, brainstorming sessions to compel the employees think out of the box and thus bring out the latent creativity in them. There are trainings conducted on the art of creative writing from them to write and express themselves beautifully. Organisations like Frito lay and 3M use creativity training to push their employees harder and make them entrepreneurial. These programs have reported to be successful; Frito Lay for example reported huge profits because of the creativity training!

There are other training types that involve training expatriates and inpatriates. These form however a very small chunk of the entire training programs. These special training programs are also with an intent of organisation and people development, aimed implicitly at organisational effectiveness and profits.

Informational Training Methods

Informational training methods are basically used to teach facts and figures and for developing a change in attitude. There is a one way communication between the trainer and the trainee that involves the transfer of information without many deliberations. New policies, programs, code of conduct are transferred using informational training methods. Lectures, audio visuals, self directed learning (SDL) methods, programmed instruction (PI) and independent study are some of the informational training methods that will be briefly described in the article.
1. Lectures

The lecture based methodology is one of the simplest and the perhaps the oldest technique of training. It is generally used to pass on new knowledge and to present some introductory material or an ice breaker. This method is often combined with audio visual, group discussions now days to make it more effective and interesting. One of the most important benefits of this training method is the low cost involved not only in terms of the training content but also that it can used with an audience of large size. The biggest limitation is that the audience becomes passive and the session becomes dull and there is a poor transfer of information.
2. Audio / Visuals

It is the one of the most effective means of conducting training programs and the most used these days. It is used essentially to present new knowledge to the audience and boost the morale. There are lots of tools available in this training method; for example, the trainer has the freedom to use slides, movies, video clips, flip charts, chalkboards etc. Videoconferencing is picking up fast. Lots of training programs also called as webinars are conducted with geographically dispersed populations. The advantage over lecture based training is that it allows for replays and brings in a lot of versatility to the training program.
3. Independent Study

This is a training method that is to transfer knowledge and for updating on information, knowledge and facts on a continuous basis. The trainee is free to complete the course of the training at his own pace. This method saves a lot of cost by minimising the man-day of training and also the cost of development. Since it is more of research and continuous education based, a library or resource department has to be developed for the same. Furthermore the training material has to be customised to individual needs.

One of the greatest drawbacks is that the trainee cannot be evaluated continually for a longer period of time without the intervention of the trainer and that the level of motivation goes down after a certain period of time. It is therefore not applicable to all types of jobs.
4. Programmed Instruction

Programmed instruction is a training methodology that is often used to prepare individuals for a training program by bringing them at the same level. Like independent study it also allows the trainees to go at their own pace and a quick feedback. It is however expensive to develop and may not necessarily result in an increase in the performance at work. Most of the training programs combine any or all of these for effective training. In addition, there are lots of other experiential training methods that may be used, which will be discussed in other write ups.

Experiential Training Methods In markfed

Experiential training is a whole body of training methods that are used to develop behavioural skills and physical abilities. Role playing, equipment simulations, games, on the job training (OJT), behaviour modelling, case analysis and computer based training are some of the experiential learning methods that can be used to deliver a training session. Experiential learning is also called as learning by doing and the training involves a two way interaction unlike the informational training methods which are more of one sided. Here the major focus is not just mere transfer of facts and figures but development of skills in the participants, which may or not be the case in informational training. Let us take the example of sales training. When sales training is imparted to the life insurance marketing people, they are introduced to policies and procedures and later asked to remember the same. These policies and procedures are unquestionable most of the time and the information flow is unidirectional, with the help of informational training methods. Whereas when it comes to developing sales skills in individuals, simulation games and role plays are used when there is two way communication between the facilitator and the participants. A good training is a combination of both the training methods. Some of the the experiential training methods are discussed below: 1. On the Job Training (OJT): This training method is used to impart new skills to the employees when they are working on a certain position. Job rotation and apprenticeship training are some ways in which new skills can e developed within the employees.

2. Equipment Simulators: These are training methods where in real life situations / conditions are created to enable the employee to experience and prepare for the world of work. This type of training is often used to develop physical, behavioural and team building training. NASA for example uses simulators to train astronauts before they set out for the outer space. This type of training is very effective but the simulators are costly to develop.

3. Role Playing: A role play is used essentially to change attitudes and help people see things from the other persons eyes. It may also be used to practice certain job, behavioural skills or for analysing interpersonal problems. This type of training is more close to reality. The only drawback is that the employees may show hesitation role playing situations or may not even take it seriously.

4. Sensitivity Training: Sensitivity training is imparted to essentially increase the self awareness of the employees. It is aimed to help the employees or trainees see how others see them. Such type of training is used to increase the self worth of the trainees and also for changing interpersonal behaviours. More importantly it can wipe out negativity from the organisation; in fact many organisations in the west use this training method for top management.

5. Case Study: Case study analysis is perhaps the most frequently used tool for developing interpersonal, decision making and analytical skills within the trainees. It is a very good and cheap tool for developing problem solving skills within the individuals. The basic drawback is non availability of updated case studies. Generally one or two cases are discussed every year and there is no updating subsequently.

QUESTIONAIRE

1. Employees Opinion as to the role and need of training standards / yardsticks Yes No 2. Awareness of technique of training being followed at markfed among Employees. Yes No 3. Employees opinion as to the present training procedure. Fully Satisfied Satisfied Cant say Dissatisfied 4. Employee perception as to the frequency of training. Once during the service period Continuous Never Cant say 5. If continuous training what should be the gap between two training period.

 Quarterly Half Yearly Yearly All of Above 6. Does training help in polishing skills and performance area? Yes No Somewhat 7. Does personal bias creeps-in while training the trainee? Yes No 8. If given a chance, would employees like to review the current training technique? Yes No Cant Say 9. Were you informed about the training needs, during your induction? Yes No

10How do you find the training process in this Organization? (Mark all the relevant options)

Simple Complicated Objective Subjective Efficient Inefficient

11. In your opinion, does the training System give a proper assessment of your contribution to the Organization?

yes no 12. According to you, how often should the training Review take place? Once in a week Once in a month Every 3 Months Every 6 months Once a year

13. What is your Satisfaction level with the current training System? Very Low Low Average High Very High

14. Which are the areas that should be improved upon? Standards Monetary Incentives Freq of Appraisal Appraiser

15. How important do you think is training procedure required in your Performance?

Not important Less important Very important Most important

FINDINGS AND ANALYSIS

1. What is your Opinion need and role of training

standards / yardsticks?
Options Agree Disagree Response 34 16

35 30 25 20 15 10 5 0 Responses
In the survey, 34 employees were Agree. Need and role of training measure the efficiency of employees or it is yardstick to measure the performance efficiency. While 16 employees were Disagree it is not necessary to need and role of training . Agree Disagree

2. Are you aware of technique of training being followed at the markfed?

Options Response

Yes No

22 28

30 25 20 Column2 15 10 5 0 Yes No Column1 Response

In the survey, 22 employees were aware about the present technique of trainingl. While 28 employees were not aware about the technique of training.

3. What is your opinion towards the present training procedure system?

Options Fully Satisfied

Responses (in %) 1

Satisfied Cant Say Dissatisfied

12 22 15

25

20

15 Series 3 10 Series 2 Responses ( in % ) 5

0 Fully Satisfied Satisfied can't sey Dissatisfied

In the survey, 1 employee were fully satisfied with the present technique of training procedure, 12 employees were Satisfied, 22 employees said cant say and 15 employees were dissatisfied with the present procedure 4. According to you, what should be the perception of frequency of training?
Options Quarterly

Response
10

Half Yearly Yearly

22 18

25 20 15 10 5 0 Quarterly Half Yearly Yearly

Column2 Column1 Responses ( in % )

20% employees said the gap between two period should be 3 months. 44% employees said the gap should be 6 months and 365 employees said training should be appraised after one year.

5.

According to you, Who should be the training gap between two period?

6. Does appraisal help in polishing skills and performance area?

Options Response

Yes No Somewhat

36 4 10

40 35 30 25 20 15 10 5 0 Yes No Somewhat Column2 Column1 Responses ( in 5)

If the process of appraisal does not lead to the improvement of the skills and proficiency of the employees, the very purpose of appraisal becomes illogical. In the survey conducted it was observed that nearly 36 of the respondents agree that training system does leads to polishing the skills of the employees. Nearly4 of the respondents view that it does not serve this purpose and around 10 were not able to respond as to whether it serve any such purposes or not.

7. Does personal bias creeps-in while appraising trainee?

Options Yes No Response ( in % ) 38 12

40 35 30 25 Series 3 20 15 10 5 0 Yes No Series 2 Response (in 5 )

In the process of appraising, both the parties are human being, that is, the one who is being apprised and the other who is appraising. Thus, there bound to be subjectivity involved, be it an objective way of appraising. Thus, when asked from among the sample size of 50 respondents, as huge as 38 respondents that personal bias do creep in while appraising an individual. Hence, it is inevitable to say that personal likings 12 do not come in the process of appraisal. It is the extent to which the appraiser manages it so that it does not become very partial and bias.

1. 8) If given a chance, would employees like to review the current training technique?

Chart Title
Yes 32 No

18

Data

1) Yes 32 2) No 18

Analysis

Thirty-two employees (i.e. 32) have some amount of prior work Current training technique. While 18 employees ( 18 ) are not.

9) Were you informed about the training needs, during your induction?

27 26 25 24 23 22 21
Yes No

Data

1) Yes 27 2) No 23

Analysis

Due to the fact that most of the employees have got no experience in this sector before, they did not ask about the . The training needs during induction This prevents any ambiguities and misunderstanding about what is expected of the employee before he joins the Organization.

10 How do you find the training process in this Organization? (Mark all the relevant options)

Simple Complicated Objective

25 20 15 10 5 0

Subjective Efficient Inefficient

Inefficient Efficient Subjective Objective Complicated Simple

Data

1) Simple 22 2) Complicated 7 3) Objective - 9 4) Subjective 5 5) Efficient 3 6) Inefficient 4

Analysis

From the above chart it can be inferred that, a majority of the sample respondents have found the Appraisal Model to be simple and efficient on one hand but also subjective on the other hand. The Appraisal model has been thoroughly dealt with during the training so the employees know exactly what is expected of them. The HR department follows an open door policy which ensures that any queries regarding the policy can be clarified to the employee s satisfaction. But the employees are of the opinion that the subjective nature of the Appraisal system is one of the main disadvantages. The fact remains that due to the kind of work carried out by markfed, it becomes quite irrelevant to appraise on an objective basis.

11) In your opinion, does the training System give a proper assessment of your contribution to the Organization?

27 26 25 24 23 22 21 Yes No
Yes No

Data

1) Agree 27 2) Disagree 23

Analysis

About 27 of the respondents say that the Performance Appraisal System does give a true and fair view of their contribution to the Organization. This does include employees who think that their rating does not always turn up to be correct as per their opinion. The group of respondents who have replied in the negative, also include candidates who say that the 23 appraisal does not turn out to be right most of the times but do show a fair view sometimes. Since the appraisal is done o a quarterly basis and most of the candidates have not gone through more than 2-3 rounds of appraisals, the data may not be entirely sufficient to reach any conclusions.

12) How often does your training system match to your expectations?

Never Rarely

20 15 10 5 0 Rarely Never

Sometimes Often

Everytime Everytime Often Sometimes

Data

1) Never - 2 2) Rarely 8 3) Sometimes 13 4) Often - 20 5) Every time 7

Analysis

This question was purposely put into the questionnaire to validate the answers for the previous question. The breakup of the data clearly shows that 2 of the entire sample state that their appraisal have never shown a fair view of their performance. If this can be combined with those who are of the opinion that their appraisal rarely matches up to their expectations, this figure goes up to consist about 8 of the population. That shows that 13 are satisfied with the present system even though this includes satisfaction in

varying degrees like the appraisal matches up to the respondents expectations sometimes, often or every time. This does show that the satisfaction level of the employees in this system is quite high and that there is a general feeling of likeability among the respondents.

13) According to you, how often should the training Review take place?

20 15 10 5 0 Once in a week Once a month Every 3 months

Every 6 months

Data

1) Once in a week 6 2) Once a month - 15 3) Every 3 months- 12 4) Every 6 Months - 17

Analysis

Performance appraisal review is a constant process and lesser the frequency between the appraisals, the better. The majority want (i.e. 86% which includes the first 3 options only) the frequency of the appraisal to less than 3 months. The employees say that the longer the frequency between appraisals, the more the chances of the appraisal not matching up to their expectations because many performances get overlooked. If the appraisal is done on a more frequent basis, the employee has a chance to find out the gaps in his / her performance on a more regular basis which will help them to improve more on their performance and thereby eliminate waste. The appraisal does not necessarily have to be a formal one. Even informal performance appraisals done between formal appraisals but on a more frequent level will most certainly help and go a long way in improving performance.

14) What is your Satisfaction level with the current training System?

30 25 20 15 10 5 0 Very High High Average Low Very Low

Very Low Low Average High Very High

Data

1) Very Low 0 2) Low - 4 3) Average 13 4) High - 28 5) Very High 5

Analysis

The satisfaction level of the Appraisal system is quite high as can be seen from the graph. This is a good sign as increased level of satisfaction is the main emphasis of any appraisal system. The curve tops at the rating of high and this includes about 28 of the population. The bell curve shows that 13 have rated the Appraisal system as average , high or very high . The high Satisfaction level in the System could also be due to various reasons like monetary or non-monetary incentives or growth parameters. The satisfaction level also brings to light the efficiency of the management in devising an acceptable Appraisal system.

15) Which are the areas that should be improved upon?

25 20
Standards

15 10 5 0

Monetary Incentives Freq Of Appraisal Appraiser

Data

1) Standards 15 2) Monetary Incentives 22 3) Freq of Appraisal 10 4) Appraiser 3

Analysis

This question breaks up the different phases of the appraisal system and tries to come to derive a conclusion as to the areas of improvement in the process of evaluation. Fifty percent of the respondents say that there should be a change on the aspect of monetary incentives. This does not refer to an increase in the monetary incentives but a more reasonable incentive structure that will properly reward increased and efficient performance. The frequency of appraisal is another aspect that needed review. The present system is a quarterly one and the general opinion is that informal appraisals should be held on a more regular basis. Standards of performance (i.e. benchmarks) should be improved according to 15 of the respondents. Only 3 have stated the there

should be change in the appraiser, which is an inevitable sign of the operational efficiency of the system.

16) How important do you think is training procedure required in your Performance?

Not Important

25 20 15 10 5 0

Less Important Important

Most Important Most Important Very Important Important Less Important Not Important

Very Important

Data

1) Not Important - 0 2) Less Important - 2 3) Important 14 4) Very Important 22 5) Most Important 12

Analysis

This question was put in to find out and analyze the importance of the Appraisal system to the productivity of the employee. The data clearly shows that the recognition of the employee s performance does have a direct impact on his / her efficiency. A vast majority of the respondents (i.e. 22 which includes ratings of very important Or 12 says most important ) affirm that their performance is directly influenced by recognitions of their performance by the appraisal system

CONCLUSION

The Punjab Cooperative Supply and Marketing Federation Ltd. Popularly known as Markfed has total rupees 8855 crores financial turnover in the year ended 2003-2005. In every case, if we monitor up then we find that except promotion and price other factors are fine and justified. If we consider the case of price, consumers are saying that the price of Markfed is not up to the mark. In case of promotion and place. Management of Markfed should think about some effective polices because consumers are unaware about varieties of Markfed products. So some knowledge base promotion activities they have to start. Company should also have more dealers /sub dealers for the potential area so that availability of the product cant affect the potential customers adversely.

SUGGESTION

On the basis of research conducted and conservation or key findings of various operation I would like to give following suggestion:-

The company should adopt fix promotion system. Company should make best use of research and Development and human resources available to it. The company should have to maintain a fix time period of recruitment. Data collection should be adequate on the basis of primary data and secondary data. Company should have organized training programme on a fixed time period. Since, Markfed is facing competition both in domestic as well as foreign market so it should become more quality conscious and bring cost effectiveness.

BIBLIOGRAPHY

Marketing Management By Kotler Philip edition 2004. Markfed Common Cadre Rules. Markfed Website WWW. Markfed Punjab.Com . Date-15th May to 10th July Markfed original Data of Compassionate Ground. Punjab Markfed Case Study. Discussions with various staff persons. By Laws of Markfed. Booklet of Empowering Farmers. Annual Reports of Markfed.