CHAPTER -1

INTRODUCTION

TRAINING AND DEVELOPMENT

Training is the act to increase the knowledge and skill of an employer for doing a
particular job. It utilizes an systematic and organized procedure by which employee learns
technical knowledge and skills. The Training refers for teaching and learning activities carried
out for the primary purpose of helping the members in an organization.

Training is related to the education and development of an employee but needs to be

differentiated from these terms. It is aimed at improving the behavior and performance of a
individual person.

Training is also called as continuous process as well as life long process. Training
provides an atmosphere of sharing synthesizing with the help of the trainers, the information
are already available in the subject.

The following are the two biggest factors that contribute by increasing the needs for
training and development in organizations:

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 organizational 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.

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 organizations seek more than just employment out of their
work; they look at holistic development of self. Spirituality and self-awareness

1
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
enroll himself / herself in a course on ‘self-awareness’, which apparently seems inconsequential
to ones performance at work but contributes to the spiritual wellbeing of an individual which
is all the more important.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT
Traditional Approach – Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not made. There
were also some views that training is a very costly affair and not worth. Organizations used to
believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of retention
tool than a cost. The training system in Indian Industry has been changed to create a smarter
workforce and yield the best results.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability
of a skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.

 Individual Objectives:

To help employees in achieving their personal goals, which in turn, enhances the individual
contribution to an organization.

 Organizational Objectives:
To assist the organization with its primary objective by bringing individual
effectiveness.

 Functional Objectives:

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 To maintain the department’s contribution at a level suitable to the
organization’s needs.

 Societal Objectives:
To ensure that an organization is ethically and socially responsible to the needs and
challenges of the society

FACTORS INFLUENCING TRAINING AND DEVELOPMENT:

 Top management support

 Commitment from specialists and generalists
 Technological advances
 Organizational complexity
 Learning principles

CLASSIFICATION OF TRAINING:
There are a number of training methods available; Use of a particular method depends on
the type of trainee’s viz. worker, supervisor and manager. Basically these methods can be
classified into following categories:

 Induction training:

Here, training is given to newly joined employees. The main objective of this training is
to give an idea to the employee about the particular work. It is concerned with orienting a new
employee to a new environment.

 On-the-job training:

Here, the individual is placed on a regular job and taught the skills necessary to perform
that job. The trainee learns under the supervision and guidance of a qualified worker or
instructor. It gives firsthand knowledge and experience under the actual working conditions.

 Apprenticeship training:

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 Apprenticeship training is normally given to artisans, electricians, plumbers and a like.
The duration is mainly 6 months to 2 years; this is carried out under the guidance and intimate
supervision of master craftsman, expert worker and supervisor. During training period the
trainee is paid less than that of a qualified worker.

 Job Rotation:

This involves the movement of the trainee from one job to another. The trainee receives
job knowledge and gains experience from his supervisor or trainer in each of the different job
assignments. This method gives an opportunity to the trainee to understand the problems of
employees on other jobs.

 Coaching:

The trainee is placed under a particular supervisor who functions as a coach in training the
individuals. The supervisor provides feedback to the trainee on his performance and offers him
some suggestions for improvements. But the trainee may not have the freedom or opportunity
to express his own ideas.

 Job Instruction:
This method is also known as training through step by step. The trainer explains to the
trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The
trainer appraises the performance of the trainee, provides feedback information and corrects
the trainee.

 Committee Assignments:

A group of trainees are given and asked to solve an actual organizational problem. The
trainees solve the problem jointly. It develops teamwork.

 Off the job training:

The trainee is separated from the job situation and his attention is focused upon learning
the material related to his future job performance. Since the trainee is not distracted by job
requirements, he can place his entire concentration on learning the job rather than spending his
time in performing it. There is an opportunity for freedom of expression for the trainees.

4
  Vestibule training:

Actual work conditions are simulated in the classroom. Material, files and equipment’s,
which are used in actual job performance, are also used in training. This type of training is
commonly used for training personal for clerical and semi-skilled jobs. Theory can be related
to practice in this method.

 Role-playing:

It is a method of human interactions that involves realistic behavior in imaginary

situations. This method of training involves certain characters. This method is mostly used
for developing inter-personal interactions and relations.

 Lecture Method:

The instructor organizes the material and gives it to a group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest among the trainees. This
method is direct and can be used for a large group of trainees. Costs and time involved are
reduced.

 Conference or discussion:

This method involves a group of people who pose ideas, examine and share facts, ideas
and data, test assumptions and draw conclusions, which contribute to the improvement of job
performance.

 Programmed instruction:

The subject matter to be learned is presented in a series of carefully planned sequential

units. These units are arranged from simple to more complex levels of instruction. The trainee
goes through these units by answering questions or filling the blanks.

 Internship Training:

Here, the organization makes arrangements with technical institutes to get its employees
duly trained in the latest theoretical knowledge and other developments relating to trade, this
training is provided to the employee in such a way as to bring balance between theory and
practice.

5
  Professional skill training:
Here, training is given to Professional staff such as Accountants, Surveyors, Auditors, and
Architects etc. Organization provides this training to newly joined professionals to gain the
professional qualification and it is also given to the existing professionals.

NEED OF TRAINING AND DEVELOPMENT

Training is beneficial not only to the employers but also to the employees. The success or
failure of an organization largely depends on the efficiency of the personnel in an organization.
Training helps in sharpening and enhancing employees’ skills, which make them more
effective on their job. It reduces wastages and there by contributes to profitability of the
enterprise. The significance of training is as follows;

 Quick learning:

Training helps to reduce the learning time necessary to attain an acceptable level of
performance. The employees need not learn by observing others or through a train and error
method if formal training programmers exist in the organization. The qualified instructions will
help the new employees to acquire the skills and knowledge to do a particular job within a short
span of time.

 Higher productivity:
Enhance skills and competencies acquired through training usually helps in increasing both
quantity and quality of the output. Training is also of great help to the existing employees. If
helps them to increase their levels of performance on their present job assignments.

 Less supervision:
If the employees are given adequate training the need for supervision is minimum. Training
does not eliminate the need for supervision, but it reduces the need for detailed and constant
supervision. A well trained employee is self-reliant in his work because he knows what to do
and how to do with reduced supervision, a manager can increase his span of management.

 Higher morale:
The morale of the employee increases when they are given proper training. Morale is a
mental condition of an individual or group, which determines their willingness to co-operate.
A common objective of any training programmers is to mould employees’ attitude to achieve
support for organizational activity and to obtain better co-operation and greater loyalty. With

6
the help of training, dissatisfaction, complaints, absenteeism and labour turnover can be
reduced.

 Better management:
A manager can make use of training to manage in a better way. Training the employees can
assist him in his managerial functions. For instance, maintaining higher standards of quality
building a satisfactory organizational structure delegating authority and stimulating employees
are all made possible through an effective training plan.

 Economical operations:

Training personnel will be able to make better and economical use of materials and
equipment’s thereby reducing wastage. In addition, the rate of accidents and damage to the
machinery and equipment will be minimum. These factors will minimize the cost of
production.

 Benefits to employees themselves:

As employees acquire more knowledge from training, this increases their market value and
earning power. By securing such skills, they enhance their value to the employer and at the
same time ensure job security for themselves. Training helps in securing promotions and career
growth.

IMPORTANCE OF TRAINING AND DEVELOPMENT

It helps to develop human intellect and an overall personality of the employees.

 Productivity:
Training and Development helps in increasing the productivity of the employees that helps
the organization further to achieve its long-term goal.

 Team spirit:
Training and Development helps in inculcating the sense of team work, team spirit, and
inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

 Organization Culture:

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 Training and Development helps to develop and improve the organizational health culture
and effectiveness. It helps in creating the learning culture within the organization.

 Organization Climate:
Training and Development helps building the positive perception and feeling about the
organization. The employees get these feelings from leaders, subordinates, and peers.

 Quality:
Training and Development helps in improving upon the quality of work and work-life.

 Healthy Work Environment:

Training and Development helps in creating the healthy working environment. It helps to
build good employee, relationship so that individual goals aligns with organizational goal.

 Health and Safety:

Training and Development helps in improving the health and safety of the organization
thus preventing obsolescence.

 Morale:
Training and Development helps in improving the morale of the work force.

 Image:
Training and Development helps in creating a better corporate image.

 Profitability:
Training and Development leads to improved profitability and more positive attitudes
towards profit orientation.

 Optimum Utilization of Human Resources:

Training and Development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as their individual goals.

 Development of Human Resources:

Training and Development helps to provide an opportunity and broad structure for the
development of human resources’ technical and behavioural skills in an organization. It also
helps the employees in attaining personal growth.

8
  Development of skills of employees:
Training and Development helps in increasing the job knowledge and skills of employees
at each level. It helps to expand the horizons of human intellect and an overall personality of
the employee.

Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organizational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.

PROCESS OF TRAINING AND DEVELOPMENT

TRAINING NEED ANALYSIS (TNA) / TRAINING NEED IDENTIFICATION

Training Needs Analysis (TNA) is the process of identifying the gap in employee
training and related training needs. Training needs analysis is the first stage in training process
and involves a procedure to determine whether training will indeed address the problem, which
has been identified. Training can be described as “the acquisition of skills, concepts or attitudes
that result in improved performance within the job environment”. Training analysis looks at
each aspect of an operational domain so that the initial skills, concepts and attitudes of the
human elements of a system can be effectively identified and appropriate training can be
specified.

FIG.NO.1.8.1

9
TRAINING NEED ARISES AT THREE LEVELS:

 Organizational level
 Individual level
 Operational level

FIG.NO.1.8.2
 Organizational Level:
Training need analysis at organizational level focuses on strategic planning, business need,
and goals. It starts with the assessment of internal environment of the organization such as,
procedures, structures, policies, strengths, and weaknesses and external environment such as
opportunities and threats.After doing the SWOT analysis, weaknesses can be dealt with the
training interventions, while strengths can further be strengthened with continued training.
Threats can be reduced by identifying the areas where training is required. And, opportunities
can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company requires to be

involved in strategic planning. In this planning, HR develops strategies to be sure that the
employees in the organization have the required Knowledge, Skills, and Attributes (KSAs)
based on the future KSAs requirements at each level.

10
  Individual Level
Training need analysis at individual level focuses on each and every individual in the
organization. At this level, the organization checks whether an employee is performing at
desired level or the performance is below expectation. If the difference between the expected
performance and actual performance comes out to be positive, then certainly there is a need of
training.However, individual competence can also be linked to individual need. The methods
that are used to analyze the individual need are:

 Appraisal and performance review

 Peer appraisal
 Competency assessments
 Subordinate appraisal
 Client feedback
 Customer feedback
 Self-assessment or self-appraisal

 Operational Level

Training Need analysis at operational level focuses on the work that is being assigned to
the employees. The job analyst gathers the information on whether the job is clearly understood
by an employee or not. He gathers this information through technical interview, observation,
psychological test; questionnaires asking the closed ended as well as open ended questions, etc.

Today, jobs are dynamic and keep changing over the time. Employees need to prepare for
these changes. The job analyst also gathers information on the tasks needs to be done plus the
tasks that will be required in the future.Based on the information collected, training Need
analysis (TNA) is done.

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1.1 INDUSTRY PROFILE

An Indian based, partnership owned & diversified manufacturing group specializing in

manufacturing of Aluminium & Zinc Pressure die casting products for Automobile & General
Engineering Industries. With an investment of 30 Lakhs in its PDC plant, the Company was
established in the year 2003 and has completed 13 years of service. It has extended another
separate machining unit with CNC machines, Hydraulic press machine and SPM machines etc.,
an investment of 1.5 crores in August 2008. We added our capacity with 400T Fully Automatic
PDC machine, VMC & CNC machines an investment of 3.0 crores in Sepetember 2015. Has
supplied supportive critical parts to OEM’s including M/s. Same Deutz-Fahr India (P) Ltd.,
M/s. Samsung India Electronics (P) Ltd.etc. Applies business across a spectrum of Industries
such as M/s. Taeyang Metal India (P) Ltd., M/s. Sona Koyo Steering Systems Ltd., M/s. Kwang
Sung Brake India (P) Ltd., etc., They are all supplier of Hyundai Motors. Exports 25% of orders
to Habonim Valves & Actuators (Israel) and Automation Tool Company ( U.S).

The major clients for the creative die-casters are the following companies in Domestic
and overseas which are

Engine manufacturers
 DEUTZ – FAHR
 SAME DEUTZ – FAHR
 KLN

Assembly Manufacturers
 TAEYANG
 SONA DRIVING TOMORROW
 AUTOTECH
 KWANG SUNG

Home Appliance manufacturers

 SAMSUNG ELECTRONICS

OVERSEAS

 HABONIM
 ATC AUTOMATION

ELECTRIC & ELECTRONICS MANUFACTURERS

 SWITZER

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  To study the hr policies of the company
 Contribute towards health and welfare of employees
 To provide better employee welfare
 To increase the labor productivity
 To know how the performance of the employees is being appraisal

VISION & MISSION:

To achieve complete satisfaction through zero defect culture and continuous

improvement & implementation of quality management system by way of appropriate training
and technological upgradation.

To Expand the business by making tie ups with more companies in domestic and
overseas.

1.2 COMPANY PROFILE

An Indian based, partnership owned & diversified manufacturing group specializing in

manufacturing of Aluminium & Zinc Pressure die casting products for Automobile & General
Engineering Industries.

With an investment of 30 Lakhs in its PDC plant, the Company was established in the
year 2003 and has completed 13 years of service.

13
 We have extended another separate machining unit with CNC machines, Hydraulic press
machine and SPM machines etc., an investment of 1.5 crores in August 2008.

We added our capacity with 400T Fully Automatic PDC machine, VMC & CNC machines
an investment of 3.0 crores in Sepetember 2015.

Has supplied supportive critical parts to OEM’s including M/s. Same Deutz-Fahr India (P)
Ltd., M/s. Samsung India Electronics (P) Ltd., etc.,

Type of Company : Partnership

Name of Managing Partners : D.RAVICHANDRAN S.THIRUVALLUVAN

(Technical) (Admin)

9840146579 / 9176545335 9444380751 / 9176546116

Company Address : 26B/9, Sidco Industrial Estate,

Ambattur, Chennai – 600 098

(Near Pattravakkam Railway Station)

TIN No : 33741343959

CST NO. : 795290 DT 14.11.2002

GST NO. : 33AADFC9006B1Z4

Area Code : 068

IEC NO. : 0405016131

E-mail : creativediecast@gmail.com

Website : www.creativediecasters.com

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ISO 9001:2015 Certification

Infrastructure and facilities

 Die Design & Development

 Product Development

 Metal Management

 Pressure Die Castings

 Precision Machining

 Program Management Capability

Machining and facilities

 CNC Lathes – 9 No's

 Vertical Machining Centers – 1 No

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 Hydraulic Pressing Machine - 3 No's

 Vibro Polishing Machine - 1 No.

 Shot Blasting Machine – 1 No.

 Fully integrated Machining Lines

 SPM concept for OEM’s

 Dedicated Leak testing machines wherever required

1.3NEED FOR THE STUDY

Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. It utilizes a systematic and organized procedure by which employee learns
technical knowledge and skills. Training refers to the teaching and learning activities carried
on for the primary purpose of helping members of an organization. Training is closely related
with education and development but needs to be differentiated from these terms. It is aimed at
improving the behavior and performance of a person.

Training is a continuous and life long process. Training provides an atmosphere of

sharing synthesizing with the help of the trainers, the information already available on the
subject. Human resources, are the most valuable assets of any organization, with the machines,
materials and even the money, nothing gets done without man-power. The effective functioning
of any organization requires that employees learn to perform their jobs at a satisfactory level
of proficiency.

1.4OBJECTIVE OF THE STUDY

. PRIMARY OBJECTIVES

 To study on effectiveness training and development of employees in BalmerLawrie&

Co Ltd.

SECONDARY OBJECTIVES

 To understand the employees perception about training needs.

 To know about the functioning of various department of the organization.

16
  To offer suggestions for better training programme
 To understand the products and service provided by the company

EXPECTED DELIVERABLES:

 The need for training for developing skill of the employees may be known
 The satisfaction of the employee towards training program may be understand

1.5 STATEMENT OF THE PROBLEM

Manufacturing industry is the world’s largest industry that employees the most large
amount of human resources. The current trend in the industry is such that hotel industry is
growing in a rapid way along with the development in the world. From the early decades till
now there are large numbers of hotels those employees more number of manpower. The
specialty of the hotel industry is such that the manpower cannot be substituted with mechanical
or electronic devices. The role of manpower in hotel industry is very significant. Recently
manpower turnover is the biggest issue in the hotel and catering industry. This causes the
productivity and performance of the hotels. Each hotel works in its own pattern, when a new
employee is appointed by the hotel it takes months of stress and strain to train the staff and
make him suitable and adaptable to the purpose and operation of the hotel. As the employees
start delivering his performance to the organisation the sad part is that he or she is leaving the
hotel and moving to another organisation. The cost involved in training an employee and the
effort taken by the other staffs when he comes as a new comer is much more. When an
employee leaves the corresponding department the operational aspects of the department is
changed and the duty allocation and smoothness and flexibility in working of the department
are changed considerably. The managers have to make the changes in duty roster and more
effort has to be taken by the rest of the staff to adjust with the job of the person who left the

17
place. The normal questions arise in this scene is that why this is happening? If we take many
hotels there is no difference. The HR department has to work hard to resolve this problem

HR department is working in a standardised pattern for employee recruitment training

and development but the problem of manpower turnover is not reduced. The problem in the
research topic is analyzed as the manpower turnover in the hotel industry. This is the only
industry in the worlds which has to rely on the human beings for its functioning. If we take any
department in the hotel from gardening to cooking the role of manpower cannot be neglected
or minimised. To be precisely the mood and the personal feelings and problems in private life
of an employee has a considerable impact on the daily performance of the employee. But
recently for the last two decades the manpower turnover is very high in the hotel industry. This
causes pain in each department which loses its employees. If we take the example of the
kitchen, it takes normally six months to train a new employee to learn and vitalise the proper
cooking of a particular hotels menu card. During this period of learning his productivity is
much less. The rest of the staff has to teach him, cover his jobs till he become experienced.
When this person is suitable and adaptable to the hotels kitchen the sad part is that he is leaving
the kitchen to join a new hotel. The study is made to find out the reasons for this problem. 1.2.
Conceptual Framework and Theoretical Background of the Study Employee turnover (J.
William, et al. 2005) occurs when an employee leaves an organisation and is replaced by
someone else and there are a variety of factors that lies behind the concept of employee turnover
and the major issues are: why employees are departing, the number of employees leaving and
at what frequency, and at what level within the organisation. Labour turnover explains how
long employees stay or tend to stay in the organisation. It is the rate of traffic at which
employees enters into the organisation by recruitment and the rate at which employees leave
the organisation. The labour turnover rate explains the organisational health of the enterprise.
Labour turnover (R. Jim 2012) refers to the movement of employees in and out of a business,
and the term is commonly used to refer ‘wastage’ or number of employees leaving. High labour
turnover causes Chapter 1 Introduction A Study on the HRD Practices to Minimise Labour
Turnover in Hotel Industry – Specific Focus on Kerala 3 problems for business and it is a costly
affair, which lowers productivity and staff morale. Labour turnover (Balram 2005) is an
important parameter which indicates the overall health of an industry or an establishment in
terms of wages, industrial relations, working conditions and the other welfare facilities
provided to the workers. Employee turnover continues to be one of the most unappreciated and
undervalued issues facing business and there are several important assumptions and

18
conclusions about turnover and they are (Jack and Adele 2003) :

(i) All stakeholders involved in this issue underestimate the true cost of employee
turnover (ii)
(ii) Reasons for turnover are not properly identified by organisations
(iii) (iii) The solution to manage turnover mismatches with the actual causes of
turnover
(iv) The preventive measures used are less effective to reduce turnover.
(v) Process to measure the success of retention solutions and place a monetary
value on managing retention does not exist in most organisations Labour
turnover is inevitable part of any business, but if turnover rate increases that
affects the quality of the service and productivity of the hotel. More turnovers
crunch the staff morale and increases stress among the staff. With more
intensity in turnover will tarnish the employee branding of the organisation.
Organisations have to adapt strategies and frame policies that will enable
employees stick to the organisation. The labour turnover intentions take place
due to various factors. These can be push factors, pull factors, individual
factors, unavoidable factors, and avoidable factor

As per the survey results, the following are the list of possible reasons why employees
leave organisations (Dave 2008):

• Difficulty balancing work/life issues

• Low job satisfaction

Ineffective management

• Conflict with supervisors or co-workers

• Quit to take the job that will help advance career

• Non competitive compensation/benefits package

• Perceptions of unfair treatment

• Internal pay inequity

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 • Worried about job security

• Conflicts with organisation’s mission or values

• Childcare issues/ elder care issues

• Return to education • Relocation to follow spouse/partner

• Health related issues Some of the major reasons for high turnover in the hospitality
industry are (Mary 2001):

(1) Work is physical, long hours of work, and working conditions are not always best

(2) Have to work in weekends and lack of holidays

(3) Not pretty pay scales The major causes (T. Stephen 2002) of employee turnover in
the hotel industry fall into four categories: ‘pull-type’ causes, ’push type’ causes, unavoidable
causes, and situations in which the departure is initiated by the organisation rather than the
employees. Pull factors (T. Stephen 2002) : Pull-type resignation takes place when the main
reason is the attraction towards the alternative employment even though the employee is happy
with the current employment.

1.6 SCOPE OF THE STUDY

• Location of facilities

• plant layout and material handling

• product design

• process design

• production and planning control

• quality control

• materials management

• maintenance management

20
 CHAPTER -2

LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

Asfaw, A.M., Argaw, M.D. and Bayissa,L. (2015) One major area of the Human
Resource Management function of particular relevance to the effective use of human resources
is training and development. Few people these days would argue against the importance of
training as a major influence on the success of an organization. Employees are a crucial and
expensive resource. In order to sustain effective performance, it is important to optimize the
contribution of employees to the aims and goals of the organizations. The importance of
training as a central role of management has been recognized by research studies. For instance,
Jehanzeb and Beshir (2013),confer one contribution of an organization’s manager is to give
others vision and ability to perform The general movement towards downsizing, flexible
structures of organizations and the nature of management moving towards the devolution of
power to the give increasing emphasis to an environment of coaching and support . Training is
necessary to ensure an adequate supply of staff that is technically and socially competent and
capable of career development into specialist departments or management positions. There is
therefore a continual need for the process of staff development, and training fulfills an
important part of this process. Training should be viewed therefore as an integral part of the
process of total quality management.

Jay D.Gadhia (2015) Study on Training & Development of employees at Essar Oil
Limited to Increase Job satisfaction & Morale among the employees with regard to various
Training & development related aspects. The study is descriptive in nature and based on both
primary and secondary data.

Said Salim Palayi (2015)Study on the effectiveness of training & development with
special reference to VEEKESY POLYMERS PVT LTD to find out the effectiveness of training
and find out areas of further training to keep the challenges of international business. The study
is descriptive in nature and based on both primary and secondary data.

21
 R.AnbuRanjith Kumar (2016) study on effectiveness of training & Development of
Employees at Ashok Leyland Ltd under population size of 600 with sample size of 400 subjects
through Random Sampling Technique.

Martin (2016)studied the employee attitude towards training and its impact on the
workplace through transfer of training. His research on workplace climate and peer support as
determinants of training transfer studied that although billions of dollars are spent annually on
training and development, nothing is known about the transfer processes. Supervisor ratings of
performance on several skill dimensions were obtained pre-training and post-training.The
results were quite clear. Trainees in a division with a more favorable climate and those with
greater peer support

Showed greater improvement. This study investigated the interaction of workplace climate
and peer support on the transfer of learning in a corporate field setting additionally, peer support
mitigated the effects of a negative climate. These results suggest that more proximal factors,
like

Peer support, can overcome the effect of more factors like climate, in promoting transfer.
This study also advances understanding of the transfer process by evaluating workplace
environment with the use of measures other than trainee perceptions.

According to Dessler (2016), even when employees are carefully selected, it does not still
guarantee totally acceptable performance from the employees. This is because while the
potential of an employee to perform is one thing, performing is another and therefore an
employee with a high potential to perform may not still perform his job if he does not go
through training and development. This is why training of newly employed starts with
organizational orientation.

Cole (2016), postulates that human resources are the most dynamic of all the
organization’s resources and therefore they need considerable attention from the organization’s
management, if the it human resource are to realize their full potential in their work.Training
and development activities just as most other activities in an organization depended on the
policies and strategies of the organization. An organization with a well-organized training

22
would refer to it as “systematic training” which is why job descriptions are inevitable during
the recruitment and selection process. Furthermore, in establishing what training and
development needs an organization has must start with a job description and later performance
appraisal.

According To Fizzah(2015),The purpose of the research is to find out how training and
development effect organizational performance and to find out what is the impact of training
and development in organization. Data is collected from the 100 members of different
organizations. And the previous researches carried out on training and development. Training
and development is important for the employees in organization, it helps the employees to
improve their skills and to give a good performance in workplace. There is a big relation
between training and development with the organization performance and the relationship is
discussed in the paper.

According to Iftikhar Ahmad and SirajudDin(2017),Training and development is

adopted by organizations to fill the skill gap of employees. Training evaluation must be
appropriate for the person and situation. Evaluation will not ensure effective learning unless
training is properly designed. Successful evaluation depends upon whether the means of
evaluation were built into the design of the training program before it was implemented.

ACCORDING TO DR.JESSY JOHN

In spite of such remarkable centrality of the Soft Skill the organization Colleges are
reluctant to unite sensitive capacity planning of the officials courses. Supervisor like to utilize
and propel those person who are sharp, good and self composed with incredible
Communication/Soft skill. Regardless, today hard skill and experience are not adequately
satisfactory to entrance and uplifting in corporate world.

ACCORDING TO JHON NKEOBUNA NNAH UGOANI (2018)

All Training and improvement practices in affiliation are equipped towards expertise
building which redesigns corporate Performance reflected by capability and proficiency. Total
national output is one of the speediest creating economies on earth. It was recommended that
Nigeria needs to build getting ready and improvement activities to drive the idea of money
related Growth.

23
According to Istikomah, Ulvita Nugrami Osly Usman (2019 Jan 21 st)
The examination points is to distinguish and investigation the Leadership Style Organizational

Culture, Job Satisfaction, Communication, Work Discipline. This the analyst has been led 252 examples.

The aftereffect of this Study shows in the hierarchical culture for is higher wages in low worker execution.

According to Iftikhar Ahmad and Sirajud Din (2017)

Preparing and improvement is received by associations to fill the expertise hole of
representatives. Preparing assessment must be fitting for the individual and circumstance.
Assessment won't guarantee powerful learning except if preparing is appropriately planned.
Fruitful assessment relies on whether the methods for assessment were incorporated with the
structure of the preparation program before it was actualized.

According to R.AnbuRanjith Kumar (2016)

Study on effectiveness of training & Development of Employees at Ashok Leyland Ltd

under population size of 600 with sample size of 400 subjects through Random Sampling
Technique.

According to Dessler (2016)

Even when workers are deliberately chosen, it doesn't in any case ensure
absolutely satisfactory execution from the representatives. This is on the grounds that while the
capability of a worker to perform is a certain something, performing is another and accordingly
a representative with a high potential to perform may not still play out his activity in the event
that he doesn't experience preparing and improvement. This is the reason preparing of recently
utilized begins with hierarchical introduction.

Martin (2016)

Considered the worker frame of mind towards preparing and its effect on the work
environment through exchange of preparing. His exploration on working environment
atmosphere and companion support as determinants of preparing exchange contemplated that
albeit billions of dollars are spent every year on preparing and advancement, nothing is thought
about the exchange forms. Boss evaluations of execution on a few ability measurements were
gotten pre-preparing and post-preparing.

24
The outcomes were very clear. Students in a division with a progressively ideal atmosphere
and those with more prominent friend support Showed more noteworthy improvement.

This examination explored the connection of working environment atmosphere and companion
support on the move of learning in a corporate field setting furthermore, peer bolster relieved
the impacts of a negative atmosphere. These outcomes propose that increasingly proximal
components, as

Companion support, can conquer the impact of more factors like atmosphere, in advancing
exchange. This investigation additionally propels comprehension of the exchange procedure
by assessing work environment condition with the utilization of measures other than student
observations.

According to Dr. Ashok kumar panigrahi ( 2016)

To Understand representatives discernment about the activity and think of

suggestions for the organization Improve the dimensions of the activity fulfillment.

According To Fizzah (2015)

The motivation behind the examination is to discover how preparing and improvement
impact hierarchical execution and to discover what is the effect of preparing and advancement
in association. Information is gathered from the 100 individuals from various associations.
What's more, the past investigates completed on preparing and advancement. Preparing and
advancement is significant for the representatives in association, it causes the representatives
to improve their aptitudes and to give a decent act in working environment. There is a major
connection among preparing and advancement with the association execution and the
relationship is talked about in the paper

25
Said Salim Palayi (2015)

The motivation behind the examination is to discover how preparing and

improvement impact hierarchical execution and to discover what is the effect of preparing and
advancement in association. Information is gathered from the 100 individuals from various
associations. What's more, the past investigates completed on preparing and advancement.
Preparing and advancement is significant for the representatives in association, it causes the
representatives to improve their aptitudes and to give a decent act in working environment.
There is a major connection among preparing and advancement with the association execution
and the relationship is talked about in the paper..

According to BARBRA A.SYPNIEWSKA (2013)

The expression "Employment Satisfaction" is gotten from the humanities, Psychology

and human science. It is where the worker has n enthusiastic view of his circumstance and
responds with emotions and delight or agony. The investigation demonstrates the weight
attribution to singular variables affecting agreeable and dissatisfactory the effect to the general
occupation attractive. The examination affirms the raised these concerning the factor
influencing the general emotions and fulfillment by the representatives.

According to CHIMOTE, NIRAJ KISHORE (2012),

The principle reason for this examination is to discover how a preparation program can be
assessed from the viewpoint of learner representatives to test its adequacy. The writing survey
featured that the viability of a preparation program can be genuinely estimated by contrasting
the pre-preparing desires and learning of students with their post-preparing background. This
examination inspects the viability of a preparation program offered to 108 learners of a main
private segment bank. The examination expected to test whether the adequacy hole is affected
by the age, sexual orientation and instruction of the students. The chi-squared test uncovered
that the statistic 57 factors are free of the viability hole. A combined example t-test was led and

26
it has been inferred that the students did not discover the program compelling. The factor
investigation demonstrates that the gathering of the factors into variables reasonably
coordinates with the four dimensions of Kirkpatrick's model of preparing assessment with
specific exemptions. At last, a various relapse examination was directed which uncovered that
the variables extricated in factor investigation are noteworthy in clarifying preparing adequacy.

According to ALAN M. SAKS AND LISA A, BURKE (2012),

The reason for this examination was to explore the connection between preparing
assessment and the move of preparing in associations. We theorized that preparation
assessment recurrence will be identified with higher rates of exchange since assessment data
can distinguish shortcomings that lead to enhancements in preparing programs and make more
noteworthy responsibility among partners for preparing results.

According to Dr. Vimala Sanjeevkumar (2011)

Implies that types of training do not influence the training effectiveness. This study,
combining theoretical and empirical research, trying to find factors that affect employee
training and its impact in acting human resource practices thereby laying the theoretical
foundation for the future research about survey on the employee training, also provides a good
reference. Therefore, the problem addressed in this study is to examine the factors affect the
training (types of training, training environment, work environment and employees’ personal
characteristics) and training effectiveness on human resource practices in Kedah State
Development Corporation (KSDC) which is the parent company under BDB Company.

Qasim Saleem and Mehwish Shahid (2011)

On the “Degree of influence of training and development on employees behavior”

found that the purpose of training and development is pervasive. Training and development
builds a team of highly effective and efficient way. Employees who are trained regularly are

27
well motivated, well mannered and have enhanced confidence and self-esteem. Training and
development prepare and enhance employee’s knowledge and skills to enable them so that they
adapt to new technology, the changes that happened inside the organization and the working
environment.

Cagri Bulut, and Osman Culha (2010)

“The impacts of authoritative preparing on hierarchical duty this experimental

examination explored the effect of authoritative preparing on representative responsibility
concentrating on workers' enthusiastic and emotional reactions towards their association.
Hierarchical preparing is conceptualized inside a multidimensional system comprising of
inspiration for preparing, access to preparing, profits by preparing and backing for preparing.

According to Arora (2010)

Utilizing the straight programming based information envelopment examination, the

investigation finished up under utilisation of ability to the tune of 13 percent for every annum.
Close by, there exists high specialized wastefulness to the tune of 35.55 percent per annum.
The real reason watched for such measure of specialized wastefulness is administrative
specialized wastefulness. The investigation of effect of financial changes depicts a steep
decrease in limit use and specialized proficiency amid the post-change period in contrast with
the pre-change period.
Chang, Ya-Hui E., (2010)

28
 CHAPTER-3

RESEARCH METHODOLOGY

3.1RESEARCH METHODOLOGY

Research methodology is a detail description about how the study was carried out. It
includes the basic design of the study, the nature of the sample, the data collection techniques,
and statistical tool for analysis.

3.2 RESEARCH DESIGN

A research design is the plan, structure and strategy of investigation conceived so as to

obtain answers to research questions and to control variance. It denotes the sources and types
of information relevant to the research problem. The research method used for the purpose of
this project is descriptive research. Descriptive research is concerned with describing the
characteristics of a particular individual or group.

Examples of descriptive research include:

 Specific predictions

 Narration of facts and characteristics concerning individuals, groups or

situations.

3.3 SAMPLING METHODOLOGY

A sampling method is a procedure for selecting sample members from a population. Three
common sampling methods are: simple random sampling, stratified sampling and cluster
sampling.

The present study is about Effective Training &Programmeof Employees CREATIVE DIE
CASTERS. The population for this study is the employees of Creative die casters.

Population size is 150.

29
SAMPLE SIZE

Sampling size is 105.

3.4 SAMPLE TECHNIQUE:

A Sampling Technique is the name or other identification of the specific process by which
the entities of the sample have been selected. The Sampling technique is Simple Random
sampling.
3.5 DATA COLECTION
Primary Data

Direct questionnaire in employees

Secondary Data

Journals, magazines

3.6 STATISTICAL TOOLS AND TECHNIQUES:

3.6.1 Percentage Analysis:

Percentage analysis consists of reducing a series of related amounts to a series of

percentages of a given base. This analysis facilitates comparison and is helpful in evaluating
the relative size of items or the relative change in items.

Percentage= Number of respondents*100

Total no. of respondents

Charts:

Various kinds of tables and charts are used to represent the survey findings and result.
Charts like pie diagram, bar diagram are used.

30
3.6.2Weighted average method:

Weighted Average can be defined as a method in which each item being averageis
multiplied by a number (weight) based on the items relative importance. The result is summed
and the total is divided by the sum of the weights. Weighted averages are used extensively in
descriptive statistical analysis such as index numbers

3.6.3 Correlation:

If the change in one variable affects a change in the other variable the variables are said to
be correlated. If the two variables deviate in the same direction i.e if the increase (or decrease)
in one results in a corresponding increase (or decrease) in the other, correlation is said to be
direct or positive. But if they constantly deviate in opposite directions i.e.; if increase (or
decrease) results in corresponding decrease (or increase) in the other correlation is said to be
negative.

N∑XY-∑X∑Y

R=

√N∑X2 – (∑X)2 √N∑Y2-(∑Y2)

N = 5,

31
3.7 LIMITATION OF THE STUDY
• Short time frame

• Busy manager and staff

• Restrictions on the data sharing

• Sample size

• Single case study

32
 CHAPTER -4

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

TABLE NO: 4.1.1

TABLE SHOWING THE GENDER OF THE RESPONDENT

S.NO Gender No of respondents Percentage

1 Male 102 97.14

2 Female 3 2.86

Total 105 100

FIGURE NO: 4.1.1

FIGURE SHOWING THE GENDER OF THE RESPONDENT

120

100

80

60

40

20

0
Male Female

INTERPRETATION:

33
  From the above table it is inferred that 97.14% of respondent are male and
2.86% of respondents are female

TABLE NO: 4.1.2

TABLE SHOWING THE AGE OF THE RESPONDENT

S.NO Age No of respondents Percentage

1 < 30 Below 5 4.76

2 30 - 35 years 8 7.62

3 36 - 40 years 3 2.86

4 41 – 45 years 9 8.57

5 >45 years 80 76.19

Total 105 100

FIGURE NO: 4.1.2

FIGURE SHOWING THE AGE OF THE RESPONDENT

90
80
70
60
50
40
30
20
10
0
< 30 Below 30 - 35 years 36 - 40 years 41 – 45 years >45 years

INTERPRETATION:

34
  From the above table it is inferred that4.76 %belongs to the age group below
30yrs7.62%belongs to the age group of 30-35 years,2.86%belongs to the age
group of 30-40 years,8.57% belongs to the age group of 41-45 years, 76.19%
belongs to the age group of above 45 years.

TABLE NO: 4.1.3

TABLE SHOWING THE QUALIFICATION OF THE RESPONDENT

S.NO Qualification No of respondents Percentage

1 PG 28 26.66

2 UG 36 34.29

3 DIPLOMA 20 19.05

4 ITI 13 12.38

5 8th – 12th 8 7.62

Total 105 100

35
 FIGURE NO: 4.1.3

FIGURE SHOWING THE QUALIFICATION OF THE RESPONDENT

40

35

30

25

20

15

10

0
PG UG DIPLOMA ITI 8TH-12TH

INTERPRETATION:

 From the above table it is inferred that 26.67% of the respondents fall under
the qualification ofPG degree and 34.29% of the respondents fall under the
qualification of UG degree and 19.05 % of the respondent fall under the
qualification of Diploma and 12.38% of the respondent fall under the
qualification of ITI and 7.62 % fall under the qualification of 8th-12th.

TABLE NO:4.14

TABLE SHOWING THE TRAINING PROGRAMMEATTEND IN A YEAR

S.No Options No of Respondents Percentage

1 One 34 32.38

2 2-5 61 58.10

3 6-10 4 3.81

4 Above 10 6 5.71

36
 Total 105 100

FIGURE NO:4.14

FIGURE SHOWING THE TRAINING PROGRAMME ATTEND IN A YEAR

70
60
50
40
30
20
10
0
One Two - Five Six - Ten Above ten

INTERPRETATION:

 From the above table it is inferred that 32.38 % of the respondent says one
training programs attend in a year and 58.10 % of the respondent says 2-5,
and 3.81% employees says 6-10, and 5.71 % of the respondent says above
10 training programmeswere conducted in the organization.

Table No: 4.1.5

TABLE SHOWING THE TRAINING SESSION CONDUCTED IN THE
ORGANIZATION

S.No Options No of Respondents Percentage

1 Strongly Agree 22 20.95

2 Agree 81 77.15

3 Neutral 2 1.9

37
 4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO: 4.1.5

FIGURE SHOWING THE TRAINING SESSION CONDUCTED IN THE

ORGANIZATION

100
80
60
40
20
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 20.95% of the respondentstrongly

agree and 77.14% of the respondent strongly disagree and 1.9% of the
respondent neutral and none of the respondent disagree or strongly disagree.

TABLE NO: 4.1.6

TABLE SHOWING THE TYPE OF ON THE JOB TRAINING METHOD

S.No Options No of Respondents Percentage

1 Job Instruction 66 62.86

2 Job rotation 14 13.33

38
 3 Monitoring/Coaching 24 22.86

4 Not applicable 1 0.95

Total 105 100

FIGURE NO: 4.1.6

FIGURE SHOWING THE TYPE OF ON THE JOB TRAINING METHOD

70

60

50

40

30

20

10

0
Job Instruction Job rotation Coaching Not applicable

INTERPRETATION:

 From the above table it is inferred that 62.86% of the respondent have
undergone job instruction training and 13.33% of respondent have
undergone jobrotationand22.86 % of the respondent have undergone
monitoring / coaching and 0.95% are not applicable

39
 TABLE NO: 4.1.7

TABLE SHOWING THE DO YOU FEEL OFF THE JOB TRAINING IN THE
ORGANIZATION

S.No Options No of Respondents Percentage

1 Strongly Agree 35 33.33

2 Agree 65 61.9

3 Neutral 5 4.77

4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO: 4.1.7

FIGURE SHOWING THE DO YOU FEEL OFF THE JOB TRAINING IN THE
ORGANIZATION

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 33.33% of the respondent strongly
agree and 61.9% of the employees agree and 4.76 % of the respondent
neutral and none of the respondent disagree or strongly disagree.

40
 TABLE NO 4.1.8

TABLE SHOWING THE TRAINING PROGRAMME HAVE IMPROVED JOB

SKILLS AND PROCESS

S.No Options No of Respondents Percentage

1 Strongly Agree 51 48.57

2 Agree 49 46.67

3 Neutral 5 4.76

4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO 4.1.8

FIGURE SHOWING THETRAINING PROGRAMME HAVE IMPROVED JOB

SKILLS AND PROCESS

60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 48.57 % of the respondent strongly
agreeand 46.67 % of the respondent agree and 4.76% of the respondent
neutral and none of the respondent disagree or strongly disagree.

41
 TABLE NO 4.1.9

TABLE SHOWING THE TYPE OF TRAINING IS BEING IMPARTED FOR NEW

RECRUITS IN THE ORGANIZATION

S.No Options No of Respondents Percentage

1 Technical training 62 59.04

2 Presentation Skills 11 10.48

3 Computer training 32 30.48

Total 105 100

FIGURE NO 4.1.9

FIGURE SHOWING THE TYPE OF TRAINING IS BEING IMPARTED FOR NEW

RECRUITS IN THE ORGANIZATION

70

60

50

40

30

20

10

0
Technical training Presentation Skills Computer training

INTERPRETATION:

42
  From the above training it is inferred that 59.05 %of the respondent suggest
technical training and 10.48 % of the respondent suggest presentation
skills and 30.48% of the respondent for new recruits in the organization

TABLE NO 4.1.10

TABLE SHOWING ON THE JOB TRAINING PROVIDED IS SUFFICIENT

S.No Options No of Respondents Percentage

1 Strongly Agree 41 39.05

2 Agree 45 42.86

3 Neutral 11 10.48

4 Disagree 8 07.61

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO 4.1.10

FIGURE SHOWING THE ON THE JOB TRAINING PROVIDED IS SUFFICIENT

50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

43
INTERPRETATION:

 From the above table it is inferred that 39.05 % of the respondent strongly
agree and 42.86 % of the respondent agree and 10.48 % of the respondent
neutral and 07.61 % of the respondent disagree and none of the respondent
strongly disagree.

TABLE NO 4.1.11

TABLE SHOWING THE IMPROVEMENT IN THE JOB SATISFICATION AND

PRODUCTIVITY AFTER THE TRAINING

S.No Options No of Respondents Percentage

1 Strongly Agree 64 60.95

2 Agree 31 29.53

3 Neutral 10 9.52

4 Disagree 0 0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO 4.1.11

FIGURE SHOWING THE IMPROVEMENT IN THE JOB SATISFICATION AND

PRODUCTIVITY AFTER THE TRAINING

70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

44
INTERPRETATION:

 From the above table it is inferred that 60.95 % of the respondent strongly
agree and 29.52 % of the respondentagree and 9.52 % of the respondent
neutral and none of the respondent disagree or strongly disagree.

TABLE NO 4.1.12

TABLE SHOWING THE TRAINING PROGRAMME HELPS IN INCREASING THE

SKILLS OF WORKS

S.No Options No of Respondents Percentage

1 Strongly Agree 59 56.19

2 Agree 43 40.95

3 Neutral 2 1.90

4 Disagree 1 0.96

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO 4.1.12

FIGURE SHOWING THE TRAINING PROGRAMME HELPS IN INCREASING

THE SKILLS OF WORKS

45
70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 56.19 % of the respondents strongly
agree, 40.95 % of the respondent agree,1.90% of the respondents neutral
and 0.96 % of the respondent disagree and none of the respondent strongly
respondent.

TABLE NO: 4.1.13

TABLE SHOWING THE PROGRAMME OBJECTIVES WERE KNOWN BEFORE

ATTENDING IT

S.No Options No of Respondents Percentage

1 Strongly Agree 28 26.67

2 Agree 65 61.9

3 Neutral 12 11.43

4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURENO: 4.1.13

FIGURE SHOWING THE PROGRAMME OBJECTIVES WERE KNOWN BEFORE

ATTENDING IT

46
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 26.67% of the respondent strongly
agree, and 61.9% ofthe respondent agree and 11.43 % of the respondent
neutral and none of the respondent disagree or strongly disagree.

TABLE NO: 4.1.14

TABLE SHOWING THE REASON FOR CONDUCTING PROGRAMME IN THE

ORGANIZATION

S.No Options No of respondents Percentage

1 To increase the productivity 32 30.48

2 To increase the Morale 3 2.86

3 Self Development 1 0.95

4 Increase quality 51 48.57

5 Organization development 18 17.14

Total 105 100

47
 FIGURE NO: 4.1.14

FIGURE SHOWING THE REASON FOR CONDUCTING PROGRAMME IN THE

ORGANIZATION

60

50

40

30

20

10

0
To increase the To increase the Self Development Increase quality Organization
productivity Morale development

INTERPRETATION:

 From the above table it is inferred that 30.48 % of the respondent to increase
the productivity,2.86 % of the respondent to increase the morale0.95 % of
the respondent self development and 48.57 % the respondent to increase the
quality and 17.14 % of the respondent organization development.

TABLE NO: 4.1.15

TABLE SHOWING THE GENERAL COMPLAINTS ABOUT TRAINING SESSIONS

S.No Options No of Respondents Percentage

1 Take away precious time 0 0

of employees

2 Sessions are unplanned 3 2.86

3 Two any gaps between 0 0

sessions

4 Boring 0 0

5 No complaints 102 97.14

48
 Total 105 100

FIGURE NO: 4.1.15

FIGURE SHOWING THE GENERAL COMPLAINTS ABOUT TRAINING

SESSIONS

120

100

80

60

40

20

0
Take away precious Sessions are Two any gaps Boring No complaints
time of employees unplanned between sessions

INTERPRETATION:

 From the above table it is inferred 97.14 % of employees are no complaints

and 2.86 % of employees suggest that training sessions are unplanned.

TABLE NO: 4.1.16

TABLE SHOWING THE TRAINING AND DEVELOPMENT PROGRAMS REDUCE

THE NEED OF SUPERVISION

S.No Options No of Respondents Percentage

1 Strongly Agree 39 37.14

2 Agree 55 52.38

3 Neutral 11 10.48

4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

49
 Total 105 100

FIGURE NO: 4.1.16

FIGURE SHOWING THE TRAINING AND DEVELOPMENT PROGRAMS

REDUCE THE NEED OF SUPERVISION

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred 37.14 % of the respondents strongly

agree,and52.38 % of the respondent strongly disagree and 10.48 % of the
respondent neutral and none of the respondent disagree or strongly
disagree.

TABLE NO: 4.1.17

TABLE SHOWING THE FEEDBACK SYSTEM

S.No Options No of Respondents Percentage

1 Excellent 26 24.76

2 Very Effective 54 51.43

3 Effective 25 23.81

4 Fair 0 0.0

50
 5 Not Effective 0 0.0

Total 105 100

FIGURE NO: 4.1.17

FIGURE SHOWING THE FEEDBACK SYSTEM

60

50

40

30

20

10

0
Excellent Very Effective Effective Fair Not Effective

INTERPRETATION:

 From the above table it is inferred 24.76 % of the respondent are excellent
and 51.43 % of the respondent are very effective and 23.8% of the
respondent are effective and none of the respondent fair or not effective.

TABLE NO: 4.1.18

TABLE SHOWING THE IMPORTANT BARRIERS TO TRAINING AND

DEVELOPMENT IN THE ORGANIZATION

S.No Options Respondents Percentage

1 Time 52 49.52

51
 2 Money 3 2.86

3 Lack of interest 50 47.62

4 Non availability of 0 0
skilled trainer

Total 105 100

FIGURE NO: 4.1.18

FIGURE SHOWING THE IMPORTANT BARRIERS TO TRAINING AND

DEVELOPMENT IN THE ORGANIZATION

60

50

40

30

20

10

0
Time Money Lack of interest Non availiability of
skilled trainer

INTERPRETATION:

 From the above table it is inferred 49.52 % of the respondent are time and
2.86% of the respondent are money and 23.8 % of the respondent are lack of
interest and 47.62 % of the respondent are nonavailability of skilled trainer.

TABLE NO: 4.1.19

TABLE SHOWING THE MODE OF TRAINING METHOD IS NORMALLY USED

IN THE ORGANIZATION

S.No Options No of Respondents Percentage

1 Job Rotation 23 21.90

52
 2 External Training 30 28.58

3 Conferences Discussion 43 40.95

4 Programmed Instruction 9 8.57

Total 105 100

FIGURE NO: 4.1.19

FIGURE SHOWING THE MODE OF TRAINING METHOD IS NORMALLY USED

IN THE ORGANIZATION

50
45
40
35
30
25
20
15
10
5
0
Job Rotation External Training Conferences Programmed
Discussion Instruction

INTERPRETATION:

 From the above table it is inferred that 421.9% of the respondent are used
in job rotation and 28.57 % of the respondent are used in external training
and 40.95% of the respondent are used in conference/ discussion and
8.57% of the respondent are normally used in programmed instruction.

TABLE NO: 4.1.20

TABLE SHOWING THE FEEDBACK GIVEN AFTER A TRAINING PROGRAMME

IS UTILIZED TO EFFECT CERTAIN IMPROVEMENTS

S.No Options No of Respondents Percentage

53
 1 Strongly Agree 52 49.52

2 Agree 53 50.48

3 Neutral 0 0.0

4 Disagree 0 0.0

5 Strongly Disagree 0 0.0

Total 105 100

FIGURE NO: 4.1.20

FIGURE SHOWING THE FEEDBACK GIVEN AFTER A TRAINING

PROGRAMME IS UTILIZED TO EFFECT CERTAIN IMPROVEMENTS

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

 From the above table it is inferred that 49.52 % of the respondent are strongly
agree and 50.47 % of the respondent are agree and none of the respondent
neutral and disagree or strongly disagree.

4.2 WEIGHTED AVERAGEMETHOD

54
 Table Name : Trainingand developmentprogramme helps in increasing the
skill of works

Weighted
Options No. of respondents Weight Rank
Average

Strongly agree 59 5 3.93 1

Agree 43 4 2.86 2

Neutral 2 3 0.13 3

Disagree 1 2 0.06 4

Strongly disagree 0 1 0 5

INTERPRETATION:

From the above weighted average calculation we observe that the first rank has been given to
strongly agree , second rank are agree, third ranks are neutral, fourth rank are disagree and the
fifth rank are strongly disagree to training programme helps in increasing the skill of works.

TableName :Training and development programme helps the reduce need of

supervision

Weighted
Options No.of respondents Weight Rank
Average

Strongly agree 39 5 2.6 2

Agree 55 4 3.66 1

Neutral 11 3 0.73 3

Disagree 0 2 0 4

Strongly disagree 0 1 0 5

INTERPRETATION:

55
From the above weighted average calculation we observe that the first rank has been given to
agree , second rank are strongly agree, third ranks are neutral, fourth rank are disagree and the
fifth rank are strongly disagree to training and development programs reduce the need of
supervision.

4.3 CORRELATION

DATA INTERPRETATIONS

The hypothesis is tested using Correlation.

HYPOTHESIS

The current research study tests the following two hypotheses. The hypothesis is tested using
Correlation.

4.3.1 Null hypothesis Ho- There is no significant relationship between the improved job skill
and process and job satisfication and productivity after the training.

Alternative hypothesisH1- There is a significant relationship betweentheimproved job skill

and process and job satisfication and productivity after the training.

Improved Job skill and prcocess - X

Satisfication and productivity after the trainingprogramme - Y

N ∑ XY - ∑ X∑Y
R= -------------------------------------
√N∑X2 – (∑X)2√N∑Y2 – (∑Y)2

X Y X2 Y2 XY

51 64 2601 4096 3264

49 31 2401 961 1519

5 10 25 100 50

0 0 0 0 0

0 0 0 0 0

∑X=105 ∑Y=105 ∑X2=5027 ∑Y2=5157 ∑XY=4833

N = 5,

56
 N ∑ XY - ∑ X∑Y
R = ----------------------------------------
√N∑X2 – (∑X)2√N∑Y2 – (∑Y)2

5(4833) – (105)(105)
= ---------------------------------------
√5(5027) – (105) 2 - √5(5157) – (105) 2

24165 - 11025
= -------------------------------------
√25315 – 11025 √25785 - 11025

13140
= --------------------------
√14290√14760

13140
= ---------------------
(119.54) (121.49)

13140
= --------------
14522.91

R=0.904

57
 CHAPTER 5

FINDINGS

5.1 FINDINGS OF THE STUDY

Since the R value (0.904) is in positive, it is understood that there is a relationship
between the improved job skill and process and job satisfication and productivity after the
training.Thus Alternative Hypothesis (H1) is accepted.

5.1.1 Null hypothesis Ho- There is no significant relationship between the helps in increasing
the skill of works and training and development reduce the need of supervision

Alternative hypothesisH1- There is a significant relationship between the helps in increasing

the skill of works and training and development reduce the need of supervision

Increasing the skill of works - X

Training and development reduce the need of supervision - Y

N ∑ XY - ∑ X∑Y
R= -------------------------------------
√N∑X2 – (∑X)2√N∑Y2 – (∑Y)2

58
 X Y X2 Y2 XY

59 39 3481 1521 2301

43 55 1849 3025 2365

2 11 4 121 22

1 0 1 0 0

0 0 0 0 0

∑X=105 ∑Y=105 ∑X2=5335 ∑Y2=4667 ∑XY=4688

N = 5,
N ∑ XY - ∑ X∑Y
R = ----------------------------------------
√N∑X2 – (∑X)2√N∑Y2 – (∑Y)2

5(4688) – (105)(105)
= ---------------------------------------
√5(5335) – (105) 2 - √5(4667) – (105) 2

23440 - 11025
= -------------------------------------
√26675 – 11025 √23335 - 11025

12415
= --------------------------
√15650 √12310

12415
= ---------------------

59
 (125.09) (110.95)

12415
= --------------
13878.73

R = 0.894
5.1.2 FINDINGS:
Since the R value (0.894) is in positive, it is understood that there is relationship
between the helps in increasing the skill of works and training and development reduce the
need of supervision,Thus Alternative Hypothesis (H1) is accepted.

 Majority of 97.14% of employees in the organization are male.

 Majority of 76.19% of employees in the age of 45 years above

 34.29% of respondents fall under the qualification of UG Degree and 26.67%

respondents fall under the qualification of PG and 19.05 % of respondents fall under
the qualification of ITI.

 Majority of the respondent 58.10% attended 2-5 training program in a year.

 Majority of the respondent 77.14% satisfied about the training conducted.

 Majority of the respondent 62.86% have undergone Job instruction training method.

 Majority of the respondent 61.09% of employees feel better off the job training in the
organization.

 Most of the respondent 48.57% of employees strongly agree Skills & Process
haveimproved after training process and 46.67 % of employees agree in the
organization.

 Majority of the respondent 59.05%of new recruit have undergone technical training.

 The observed that the organization follows on the job training method.Nearly 42.86%
of employees agree and 39.05 % of employees strongly agree that on the job training
provided is sufficient.

 Majority of the respondent 60.95% have agree do improved job satisfaction &
productivity after training

60
 CHAPTER 6

RECOMMENDATION AND SUGGESTION

• Employees shall be allowed to decide and determine the training programs that they
need so that they can work more effectively and efficiently, employees may decide
some of the training they would like to undergo.

• The HR department shall conduct briefing and debriefing sessions for employees for
training as to give them an idea as to why this training is been conducted and what
they have to learn in the training program conducted and also after training
completion they shall take a feedback as to how effective was the training so that the
necessary improvements in training programs can be considered and implemented.

• Apart from technical training programs the HR Department shall conduct constant
value addition programs such as Time management, Stress management trainings,
group dynamics, grievance redressal Leadership Skill these will help to add value and
is also essential in today’s business scenario.

• Performance of every employee undergone training shall be evaluated so as to get

Improved quality of training activities, Improve ability of the trainers to relate inputs to
output know their understanding about the training programme conducted
• Training program shallevaluate the abilities, competencies and potentials of the trainees
for a particular job or work skills.
• It shall aim to narrow down the gap between expected level of performance and the
actual level of performance.
• It shall provide new recruits or trainees a scientific pace for imbibing the knowledge
and skills required to discharge their duties and responsibilities meaningfully and
purposefully.

61
 CHAPTER 7

CONCLUSION

Analysis of all the facts & figures, the observations and the experience during the training
period gives a positive conclusion/ impression regarding the Effectiveness training &
development of employees in blamer lawrie & co ltd manali Chennai is performing its role up
to the mark and most of the trainees are satisfied with the training programs.

The training imparted meets the objectives like:

 Effectiveness of the training and its resultant in the performance of the employees.

 Assists the employees to acquire skills, knowledge and attitude and also enhance the
same.

 Helps to motivate employees and helps in avoiding mistakes.

Therefore we can conclude that the training programs in the organization are excellent. There
is a broader scope to develop and improve its training programs in future in order to meet the
requirements of the global market.

62
7.1 REFERENCES

Journals and Reports:

1. The Indian Express, January 25, 2001; Business Line, June 08, 2000;
www.syndicatebank.com
2. CHIDAMBARAM, VIJAYABANU, RAMACHANDRAN, AMUDHA, THEVAR
and SURULIVEL SANGELIConducted a study on Efficacy of Induction Training
Programme in Indian Railways Using Factor Analysis, published (2013)
3. THE INTERNATIONAL JOURNAL OF MANAGEMENT, A Literature Review and
Reports on Training and Development, Published January 2009
4. Impact of Training and Development on Employee Performance in Select Public Sector
organizations Volume : 3 | Issue : 4 | Special Apr Issue 2014 by Rajeshwari and
Palaniswamy
5. D. VENKOBA RAO&K. KISHAN (2012)In their study on ‘Training and
Development’ in Public Sector Undertakingsaimsat understanding the concept of
Training and Development and empirically measures the employee perception of
effectiveness of various components of a Training program in Indian Public Sector
Undertakings.
6. DR. T. N. MURTY & FAIZA FATHIMA [2013]:In their study onPerception and
Attitude of Employees towards Training and Development in Public Sector Unit. The
researcher focused on their study on the perception and attitude of the employees
towards Training and Development of employees in Public Sector Unit (PSU).IN
7. KAVITA RANI & DIKSHA GARG [2014]: Undertaken descriptivestudy on Training
and Development in Public Sector Banks. The first objective was to study the existing
status of training and development programs banks for their employees.TE

63
7.2 BIBLOGRAPHY
 www.Shodhagana.com
 www.Managementparadise.com
 Economic Times
 The Times of India
 www.Thersa.org
 www.creativediecasters.com

64
7.3APPENDIX

QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF TRAINING

1. Name:

2. Gender: Male [ ] Female [ ]

3. Age:

4. Educational Qualification:

5. How many training programme will you attend in a year?

[ ] One [ ] 2-5 [ ] 6-10 [ ] Above 10

6. The training session conducted in your organization is useful. Do you agree with this
statement?

[ ] Strongly agree [ ] agree [ ] neutral [ ] Disagree [ ] strongly disagree

7. In on the job training what method have you undergone?

[ ] Job instruction [ ] Job rotation [ ] Monitoring/coaching [ ] Not applicable

8. Do you feel better off the job training in your organization?

[ ] Strongly agree [ ] Agree [ ] neutral [ ] Disagree [ ] strongly disagree

9. Do you training agree that training progaramme have improved your job skills and
process?

[ ] Strongly agree [ ] Agree [ ] neutral [ ] Disagree [ ] strongly disagree

10. What type of training is being imparted for new recruits in your organization?

[ ] Technicaltraining [ ] Presentation skills [ ] computer training

11. Do you agree that on the job training provided is sufficient?

[ ] Strongly agree [ ] Agree [ ] neutral [ ] Disagree [ ] strongly disagree

12. Do you agree that there are improvement in the job satisfaction and productivity after the
training?

65
[ ] Strongly agree [ ] Agree [ ] Neutral [ ] Disagree [ ] strongly disagree

13. Trainingprogramme helps in increasing the skills of works?

[ ] Strongly agree [ ] Agree [ ]neutral [ ] Disagree [ ] strongly disagree

14. The programme objectives were known to you before attending it?

[ ] Strongly agree [ ] Agree [ ] neutral [ ] Disagree [ ] strongly disagree

15. Reason for conducting programme in your organization?

[ ] To increase the productivity [ ] to increase the morale [ ] Self development

[ ] Increase quality [ ] Organization development

16. What are general complaints about training sessions?

[ ] Take away precious time of employees [ ] Sessions are unplanned [ ] Too any gaps
between Sessions [ ] Boring [ ] No complaints

17. Training and development programs reduce the need of supervision

[ ] Strongly agree [ ] Agree [ ] neutral [ ] Disagree [ ] strongly disagree

18. How effective is the feedback system?

[ ] Excellent [ ] Very effective [ ] Effective [ ] Fair [ ] Not effective

19. What are all the important barriers to training and development in your organization?

[ ] Time [ ] Money [ ] Lack of interest [ ] Non availability of skilled trainer

20. What mode of training method is normally used in your organization?

[ ] Job rotation [ ] External training [ ] Conference/discussion [ ] Programmed instruction

21. Is the feedback given after a training programme is utilized to effect certain
improvements??

[ ] Strongly agree [ ] Agree [ ] Strongly Disagree [ ] Disagree

Any Suggestion:

___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________

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