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FARIDABAD (HARYANA)
A
PROJECT REPORT
ON
EFFECTIVENESS OF
EMPLOYEES TRAINING
INDEX
> CERTIFICATE
>DECLARATION
> ACKNOWLEDGEMENT
> INTRODUCTION
• COMPANY PROFILE
• CONCEPTUAL FRAMEWORK
> LIMITATIONS
> RESEARCH METHODOLOGY
• METHODS OF DATA
COLLECTION
• SELECTION OF SAMPLE
> ANALYSIS AND INTERPRETATION
> FINDINGS
> CONCLUSIONS
> SUGGESTIONS
BIBLIOGRAPHY
INTRODUCTION
GOODYEAR INDIA:
ITS ORIGIN & GROWTH
Today 1/5 of the total tyre sales in the world is done by GY through 2500 retail
outlets. GY has four main technical centers in Akron (USA), Maryland and
Luxemburg & Japan working round the clock to give the world the best to ride on.
Good year pioneering spirit began in 1898 when Frank Seiberling founded the
company.
Frank Seiberling choose the name Goodyear to honor the scientist who invented
the process of rubber curing called vulcanization.
Automotive manufacture use the Goodyear tyres exclusively. The company has
reigned supreme in the field of racing car tyres. The company is a multibillion
global enterprise reigning on the number one position in the world.
GOODYEAR : A PIONEER
PANORMA OF Goodyear India
1984- India’s largest tyre, over 8 feet rolls out of the factory 1987- Radial tyre
1995- Power king, power rib & wrangler- new generation tyre introduced
1997- Power drives for LCVs & all terrain jeep tyre launched
1999- RFT expansion stated new Banbury and Boiler were commissioned
FIRSTS:
> First to launch the interstate truck fleet > First to offer the nylon cord tyre
GOODYEAR : A PIONEER
MAIOR ACHIVEMENTS
GOODYEAR reigns no. 1 in global tyre market and holds about 23% of the $ 75
GOODYEAR is the largest tyre market in North & South America and the second
GOODYEAR does 1/5 of the total tyre sales of the world through its 2500 retails
GOODYEAR spends 499mn US $ every year in R & D and has four technical
Of the total 80 plants 47 are tyres plants, the other includes textiles mills,
chemicals, hose products tread rubber tyre moulds, conveyors belts, power
INDIA - 0
2
0
INDONESIA -
1
0
THAILAND -
1
0
PHILIPINES -
1
MALAYSIA - 01
CHINA 01
GOODYEAR ASIA
GOODYEAR HAS 2 PLANTS IN INDIA
&
and was established in 1961. The company has been awarded ISO 9002 for all
his product ranges and its annual turnover is 650 orores apporx.
South Asia Tyres Limited is located at Waluj, Aurangabad and has a turn over of
approx. 140 crores with its main products being passenger radiant and LTT radial
PRODUCT RANGE
DAILY PRODUCTION
MAIN BRANDS
THE BIG
> BRIDGESTONE
> MICHELIN
MAIOR POLICIES
> The current scenario in domestic tyre industry is one of over capacity and
surplus production. In addition to this Bridgestone and Michelin have also entered
the fray making the competition very stiff.
> Currently MRF, Ceat, Apollo, JK, Birla and Goodyear account for 75% of
market share of which now Goodyear has 11% market share.
> Rethreading is yet another development eating away the lucrative replacement
market segments of the industry. A related tyre gives performance level almost
same as that of a new tyre.
GOODYEAR NDIA _ OUR BELIEF
> FINANCE
> MANUFACTURING
> ENGINEERING
GOODYEAR INDIA
It is located 28 kms from the Delhi and was established in 1961 has been
awarded ISO - 9002 For its all products range and its annual turnover is 650
crore approx.
DIVISIO BTA
N
DIVISION : BTB
DIVISION : BTC
DIVISION BTA
> BANBURY
DIVISION BTB
DIVISION BTC
CONCLUSIONS
After thoroughly analyzing the questionnaire & reaching at findings, I
founded that there is a lot of difference between the workers perceptions
& managers9 perceptions.
The case in which I have noted difference between the workers &
managers are as follows:-
(i) 75% of workers believe that their attitude & behavior has been
changed a lot whereas only 50% of managers feel that there
attitude has changed.
(2) 80% workers say that their working capacity has been increased to
an average while only 65% of managers feel the same.
(3) 60% workers feel that their behavior wrt their seniors has
improved a lot but only 40% of managers feel the same.
(5) Managers say that 35% of workers share their information’s &
training experience with them but only 10% of workers share their
information & training experience with seniors.
TRAINING PROCESS AT GOODYEAR
(IND) LTD.
⑻ To increase productivity
There is an ever present need for training men so that new and change
techniques may be taken advantage of and improvements effected in the old
methods, which are woefully inefficient.
The study was conducted at JCB INDIA LIMITED, keeping in mind the
following objectives-:
(2) To know about the expectations of the respondents from the training
process.
The assessment of the total value of a training system, means the training
course or programme in social as well as financial terms, evaluation
differs from validation that it attempts to measure the overall cost benefit
of the course or programme in social as well as in financial terms.
Objective must be clear out, must related to needs, and may way for
changes.
(3) Enables the individual employee to realize his potential for growth.
(2) The first step in training is to determine the needs & objectives.
(3) The objectives & scope of the training plan should be defined before
its development is begun in order to provide a basis for common
agreement co-operative action.
(a) Primary data - It is the one which the person collects himself / herself.
Methods of collecting primary data are -: interviews, personal, and
observation and questionnaires.
To complete the study, I have used both primary & secondary data .I
prepared two questionnaires, one for managers & other for workers.
The sample size for workers was of hundred & of managers was of fifty.
After filling up of these questionnaires, I analyzed them and reached at
conclusion.
I have also given some suggestions, which may be of some use to the
company.
LIMITATIONS
In every study one faces some limitations or difficulties; I also faced some
limitations from the managers side and the workers side. Also faces the
difficulty in collecting the responses and in interaction with the
respondents. That is as follows-:
⑴ Time constraint.
FINDINGS
(Of Workers questionnaire)
(2) 75% of the workers have attended only 5-10 training programs.
(3) 70% of the workers believe that these training programs are
conducted for the benefit of company only.
(4) 70% workers say that they implement the gained knowledge
frequently at home & work place.
(5) 75% workers say that there attitude / behavior has improved a lot
after attending these training programs.
(6) 80% of the workers say that their capability of doing work has
improved a lot after attending these training programs.
(7) 60% of the workers says that their behavior has improved a lot with
respect /regards to their seniors.
(8) 75% workers say that there is reduction in interpersonal conflicts.
(9) 70% of workers say that they have noticed a lot of changes in their
self-image.
(10) 78% of workers share their training experience with team members &
family.
(12) 70% of workers liked Mr. M.P Sharma for their seminars.
FINDINGS
(Of Managers questionnaire)
(1) 70% of the managers say that these training programs are very useful
for organization.
(2) 80% of managers say that productivity has increased a little bit.
(3) 70% of managers say that to some extent these training programs are
helpful in meeting company objectives.
(4) 60% of managers say that workers share their training experiences
frequently with them.
RECOMMENDATIONS
I have concluded that there is a lot of difference between a worker’s
perception & a manager’s perception this shows that there is lack of proper
communication between workers & their seniors.
I think something or some effective steps should be taken to fill up the gap
between the two.
MY RECOMMENDATIONS ARE -:
⑴ Prior discussions with the trainees should be done to make them aware of
the contents.
(1) 70% of the managers find these training programs very useful
for organization & 32% find it of little use.
(2) 80% of the manager’s say that the productivity has increased a little but
& 12% say that it has not increased at all.
(3) 70% say that to some extent these T.P are helpful insetting computer
objectives / goals & 8% say that not at all.
(4) 60% of managers say that workers say that workers have their training
experiences frequently with them & 8% say that they don9t share at all.
(5) 52% managers say there is (26-50)% increase in the awareness of new
concepts in organizations by worker & 10% say there is (0-25)%
increase in awareness.
PERSONALITY LEVELS
(a) 55% believe that there is (26-50) % increase in their personality &
81% believe there is (76-100) % increase in their personality.
(b) 58% managers believe that there is (26-50)% decrease in interpersonal
conflicts & 16% believe there is (0-25)% decrease.
FUNCTIONAL LEVELS
(a) 55% believe that there is (0-25)% reduction in costs & 16% believe
there is (0-25)% reduction in costs.
DAYS
................ DAYS
a. ALWAYS .............
b. SOMETIMES ...........
c. NEVER ......................
a. ALWAYS ............
b. SOMETIMES ..........
c. NEVER ................
a. DRASTICAL CHANGE...........
b. LITTLE B I T . . .
b. SOME EXTENT…
c. NOT AT ALL.......
RESPECT
CONFIDENCE
ATTITUDE
CAPABILITY
BAD HABITS
BEHAVIOR
TEAM BUILDING
SELF IMAGE
COMMUNICATI
ON SKILLS
STRESS MGT
PERFOMANCES
ENHANCEMENT
PERFOMANCES
APPRAISAL
SENIORS
SUPERVISORS
COLLEGUES
(6) Follow-up.
(Rewards & feedback)
TRAINING METHODS.
The different training methods to train the employees are as follows-:
(2) Buzz Session-: The buzz session involves all the members of the training group
directly in the discussion process .The large group is divided into the groups of
three or four persons .In these small buzz groups each participant contributes
his or her ideas about the topic & a group spokesperson may be chosen. Ideas
are then reported to the entire group.
(3) Case Study-: The case study is the detailed account of a real or hypothetical
occurrence that participant might encounter on the job. The case is analyzed
and discussed and participants are often asked to arrive at a plan of action to
solve the problem.
(9) Role playing-: It can be used to examine a delicate problem in human relations
to explore possible solutions to an emotion loader problem, and to provide
insight into attitudes differing sharply from those of the participants.
1 ART OF LIVING 25
3 WELFARE BENEFITS 8
4 HEALTH AWARENESS 10
5 DEVELOP +VE ATTITUDE FOR ACHIEVING 15
EXCELLENCE
6 PRODUCTIVITY 6
7 TPM 23
2. 12% of the respondents said that the productivity would not affect
through training.
25% □ YES
□ NO
2. 25% of the respondents were of the view that there will not
decrease in inter personal conflicts in organization through training
> CHANGE IN PERSONALITY, ATTITUDE AND
BEHAVIOUR THROUGH TRAINING.
1 5 %
2 0
□ 0%-25%
%
□ 26%-75%
□ 76%-100%
65%
5% 16%
24% □ 0%-25%
□ 26%-75%
□ 76%-100%
55%
□ CAN'T SAY