a study on employees perception

TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON EMPLOYEES PERCEPTIONA SUMMER PROJECT REPORT

Submitted byS.AISWARYARegister Number:1091001In partial fulfillment for the award of the degreeofMASTER OF BUSINESS ADMINISTRATIONINDEPARTMENT OF MANAGEMENT STUDIESSRI RAMAKRISHNA ENGINEERING COLLEGECoimbatore-22September 2011

SRI RAMAKRISHNA ENGINEERING COLLEGECoimbatore-641022Department of Management Studies

A SUMMER PROJECT WORKSEPTEMBER 2011

This is to certify that the project report entitled TRAINING PROGRAM IN CPC (P) LIMITED: A STUDY ON EMPLOYEES PERCEPTIONis the bonafide record of project work done byS.AISWARYARegister Number: 1091001of Department of Management Studies during the year 2010-2011.

_____________ Project Guide Director Department of Management Studies

Submitted for the project Viva-Voce examination held on _____________________

_________________ ________________ Internal ExaminerExternal Examiner

DECLARATIONI affirm that the Summer Project titled Training program in CPC (P) Limited: A study on employee perception being submitted in partial fulfillment for the award of MBA, is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other university.

______________S.AISWARYA1091001

I certify that the declaration made above by the candidate is true.

____________________ Signature of the Guide

ACKNOWLEDGEMENT

I extend my sincere regards to all who have helped me in completing this project work.

I am very thankful to the Management, Director-Academics and Principal of Sri Ramakrishna Engineering College for providing the facilities to undertake the project work.

I express my immense gratitude to Dr.K.Chitra, Director of Management studies, Sri Ramakrishna Engineering College for her constant support and guidance that has helped me in completing this project work.

I also extend my thanks to Mr.K.Selvaraj, HR Manager, CPC (P) Limited, Coimbatore for rendering his whole hearted support at all times for the successful completion of this project.

EXECUTIVE SUMMARYTraining constitutes an ongoing process in any organization. A new employee will need training for the purpose of developing the necessary skills for performing his job perfectly. The effectiveness of training program is analyzed from the perspective of the trainees. The purpose of training program is to create awareness and impart knowledge to employees to perform a particular task and to maintain/improve quality and to change work culture in the organization. The pre- training expectations of trainers can be compared with their post-training experience in order to understand the perception regarding effectiveness of training program.OBJECTIVES:The objectives of the study are to analyze the level of expectation and satisfaction regarding the training program of the employees, and the gap between the same. The study also aims to analyze the relationship between demographic profile, work profile and the gap in perception regarding training program. METHODOLOGY:The study assumes the nature of descriptive research. The study takes into consideration of 50 employees. The sampling technique used is purposive sampling. A specially designed questionnaire is used for data collection. Questionnaire deals with demographic profile, work profile and the level of expectation and satisfaction, expectations Vs satisfaction: gap analysis, demographic profile, work profile Vs gap in perception. The statistical tools used are percentage analysis, mean score, paired sample t test and chi square test. FINDINGS:Finding reveals that the most important factor in training is dealing relevant subject, coverage of topics, change in attitude, training enable to enhance earning. There is a significant gap between expectation and satisfaction regarding dealing relevant subject, effective communication and training period, Training enhances team participation at work Change in attitude, decision making ability and perception regarding training enable to enhance earning.

RECOMMENDATIONS:The analyses of various factors contributing towards effectiveness of training program reveals that the following variables are important Dealing relevant subject, Coverage of topics, change in attitude, enhanced earnings. The future training program can give more importance to the above mentioned factors. Their is a gap between expectation and satisfaction regarding the variables viz., Dealing relevant subject, effective communication, training period, enhancing team participation at work, change in attitude, decision making ability and enhanced earnings. In case of future training program effects may be taken to bridge the gap between expectation and satisfaction regarding the variables mentioned.

TABLE OF CONTENTSChapter No.TitlePage No.

1

INTRODUCTION1.1 Introduction to the Concept of Study1.2 Theoretical Background of the Study1.3 Review of Literature1.4 Statement of the problem1.5 Objectives of the study1.6 Scope of the study1.7 Methodology1.8 Limitations1.9 Chapter Scheme1258889910

2ORGANIZATION PROFILE2.1 History of the organization2.2 Management2.3 Organization Structure2.4 Products Profile and Market potential2.5 Competitive strengths of the company2.6 Future Plans2.7 Description of various functional areas11121314141617

3MACRO-MICRO ECONOMIC ANALYSIS19

4DATA ANALYSIS AND INTERPRETATION23

5CONCLUSION5.1 Results and discussion5.2 Recommendations4547

APPENDIX

REFERENCE

LIST OF TABLESTable No.TitlePage No

4.1.1Distribution of respondents based on gender23

4.1.2Distribution of respondents based on age24

4.1.3Distribution of respondents based on education qualification24

4.1.4Distribution of respondents based on income25

4.2.1Distribution of respondents based on department25

4.2.2Distribution of respondents based on total years of experiences26

4.2.3Distribution of respondents based on how many years working in cpc26

4.2.4Distribution of respondents based on training program attended27

4.3.1Level of Expectation: Reactions28

4.3.2Level of Expectation: Leaning29

4.3.3Level of Expectation: Behaviour30

4.3.4Level of Expectation: Outcome30

4.3.5Level of Satisfaction: Reactions32

4.3.6Level of Satisfaction: Learning33

4.3.7Level of Satisfaction: Behaviour34

4.3.8Level of Satisfaction: Outcome34

4.4.1.1Expectation Vs Satisfaction: Reactions36

4.4.2.1Expectation Vs Satisfaction: Learning38

4.4.3.1Expectation Vs Satisfaction: Behaviour38

4.4.4.1Expectation Vs Satisfaction: Outcome39

4.5.1.1Demographic profile and working Vs dealing relevant subject39

4.5.2.1Demographic profile and work profile Vs in effective communication40

4.5.3.1Demographic profile and work profile Vs in training period41

4.5.4.1Demographic profile and work profile Vs team participation42

4.5.5.1Demographic profile and working profile Vs change in attitude42

4.5.6.1Demographic profile and work profile Vs training will increase decision making ability.43

4.5.7.1Demographic profile and working profile Vs training enable to enhances earning44

LIST OF CHARTSFigure No.TitlePage No.

1.2.3Purposes of training evaluation4

2.3Organization structure 13

CHAPTER 1

1.1 INTRODUCTION TO THE CONCEPT OF STUDY:

Training is a vital part of organizational learning opportunities in todays workplace. Organizations seek to empower their employees, leadership development and social competence is crucial to help teams and individuals move forward toward accomplishing the organizations goals. The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.Training is a process of increasing the knowledge and skills for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed at improving the behaviour and performance of a person. It is a never ending or continuous process.Against this background, the present study is undertaken to identify the employee perception regarding the training program in CPC (P) LIMITED.

1.2 THEORETICAL BACKGROUND OF THE STUDY:The process of training evaluation has been defined as an attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information. Evaluation leads to controlling and correcting the training programs. Hamblin suggested five levels at which evaluation of training can take place, viz., reactions, learning, job behavior, organization and ultimate value.1. Reactions: Training programs is evaluated on the basis of trainee reactions to the usefulness of coverage of the matter, depth of the course content, method of presentation, teaching methods etc.2. Learning: Training programs, trainer ability and trainee ability are evaluated on the basis of quantity of content learned and time in which it is learned and learner ability to use or apply, the content he/she learned.3. Job Behavior: This evaluation includes the manner and extent to which the trainee has applied his learning to his job.

4. Organization: This evaluation measures the use of training, learning and change in the job behavior of the department/organization in the form of increased productivity ,quality, morale, sales turnover and the like.5. Ultimate Value: It is the measurement of ultimate result of the contributions of the training programs to the Company goals like survival ,growth ,profitability etc., and to the individuals goals like development of personality and social goals like maximizing social benefit.1.2.1 Bases Of EvaluationTraining programs can be evaluated on the basis of Production factor, General observation, Human Resource factor, Performance, Tests, Cost value relationship etc.

Production factors: Productivity covering both quantity and quality are good indicators of the values of training. In most business situations these rates have to be obtained before and after training.

General Observation: The immediate superior is in a best position to judge of the skill level of his subordinates. If the Supervisor is treated as the part of professional management of the organization and is properly selected and trained, then his observations of his workers who has undergone on the job training and appraisal can be accurate and objective.

Human Resource factors: Training program can be evaluated on the basis of.i) Decrease in employee turnoverii) Decrease in Absenteeismiii) Decrease in number and severity of accidentsiv) Betterment of employee moralev) Decrease in grievance and disciplinary casesvi) Reduction in time to earn piece rates.vii) Decrease in number of dismissals.

Performance Test: The specific course of training can be evaluated in terms of written and performance tests. The test can only indicate what the trainee has learnt in the training. But to rely on this alone is only theoretical. The best test is whether or not what has been learnt in training is successfully transferred and applied to the job. Performance appraisal of the job before and after training may be supplemented to the test.

Cost Value Relationship: Cost of various techniques of training and their value in the form of reduced learning time, improved learning and higher performance can be taken into account.. The cost of training include trainers cost, employee cost undergoing training, training infra structure cost., opportunity cost of trainers and trainees etc.The resultant value of training includes increased value of Human resources of both the trainee and trainer and their contribution to raise production, reduce wastage, breakage, minimization of time requirement etc.

1.2.3 Purposes Of Training Evaluation:The five main purposes of training evaluation are:Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.1.3 REVIEW OF LITERATURE:Kirkpatrick (1996) [footnoteRef:2]in his study examined the present dimensions for evaluating the efficacy of training program, namely emotional and behavioural reactions, learning, behavioural change and organizational outcomes. The evaluation can be done by pre training expectations with post training result by carrying out a survey. [2: Kirkpatrick. (1996). Training Evaluation. International Journal Of Computer Science And Communication. 10(3), pp:11-13 ]

Jaison Idicula (2001)[footnoteRef:3] in his study examined the training and development, collected data from 250 employees on convenience sampling. The finding shows that pre-test and post-test form of evaluation should be carried out for determining the effectiveness of the forthcoming training programmes. The study reveals that trained employees required less supervision than untrained employees. [3: Jaison Idicula. (2001). A study on training and development. International Journal For Human Resource Management. 2(1) pp.4-7.]

Eseryel (2002)[footnoteRef:4] in his study examined the evaluation activities in training situations involve multiple goals associated with multiple levels, evaluation should perhaps be viewed as a collaborative activity between training designers, training managers, trainers, floor managers, and possibly others. There is a need for a unifying model for evaluation theory, research, and practice that will account for the collaborative nature of and complexities involved in the evaluation of training. Only a small percentage of organizations succeed in establishing a sound evaluation process that feeds back into the training design process. [4: Eseryel. (2002). Evaluation of training and development program. Amercian Journal Of Evaluation 2(1), pp:11-13]

A.R.Negandhi and Barnard Estafens (2003)[footnoteRef:5] have conducted a study in training and development in 36 companies in 5 major cities. The study results were that only in a few big industrial organizations in our country, a variety of training programmes are conducted in terms of specific organization needs and the peculiarities of the industry concerned. In the majority of Indian organizations, training and development have remained a neglected and secondary function. [5: A.R.Negandhi and Barnard Estafens. (2003). Motivation level among employees. Journal Of Human Resource Management. pp 14-18.]

Lynton and pareeks (2004)[footnoteRef:6] have conducted a study on the training practices in Indian organizations. The study was conducted among the organizations. The result was that there is very little commitment from the top-level management to the management development programmers and the organization in India has generally remained unconcerned about the evaluative follow-up of their management development and training programmers. [6: Lynton and pareeks. (2004). Training an Indian Perspective. Human Resource Management Journal. pp 45-54.]

Michael S.Trevisan (2004)[footnoteRef:7] in his study examined the practical training program provides the results of a literature review on the use of practical, hands on training experiences in evaluation course work and training programs. I identified 18 articles that encompass four basic approaches for practical evaluation training are simulation, role play, single course projects, and practicum experiences. The articles are summarized, documenting strengths, challenges, and unique features for each strategy. Finding from this review indicates substantial resources are often needed for effective practical training experiences. [7: Michael S.Trevisan. (2004). Practical training in evaluation. American Journal Of Evaluation. pp 255- 260]

Lilly M.berry. (2005)[footnoteRef:8] in his study examined the training program is done in order to determine whether these expectations are met and to identify problems that can be corrected. Researcher needs to know about criterion measures and procedures for assessing the validity of training. To assess the validity of training for accomplishing its objectives. Collecting measures of learning and testing hypotheses about internal validity and external validity predict that the learning produced in training was transferred and had effects on job performance and organizational success. [8: Lilly M.berry. (2005). Employee selection. Human Resource Management Journal pp: 442-443]

Easterby-Smith and Tanton. (2006)[footnoteRef:9] in his study examined the training and development suggested that to make the trainee involved in training, the multi skill training program should be modified more than in theoretical aspects, more practical knowledge must be provided to the employees during the training program. [9: Easterby-Smith and Tanton.(2006). Type of Training. Journal Of Human Resource Management, pp 12-15.]

Stephen P.Robbins. (2009)[footnoteRef:10] in his study examined how the training can include everything from teaching employees basic reading skills to conducting advanced courses in executive leadership. Training has formal and informal training. Its planned in advance and has a structured format. Informal training has unstructured, unplanned, and easily adapted to situations and individuals for teaching skills and keeping employees current. Informal training is nothing other than employees helping each other. [10: Stephen P.Robbins. (2009). Organizational Behavior. Journal Of Human Resource Management. pp: 647-650]

.Niraj Kishore Chimote (2010)[footnoteRef:11] in this study aims to find out the effectiveness of a training program from the perspective of the trainees. The literatures suggest that the pre-training expectations of trainees can be compared with their post-training experience. To find out whether the demographic characteristics (like age, gender and education) of the employees attending training program influence their perspectives on its effectiveness. To check whether there are significant difference between the expectations from a training program and the actual experience. To test the variables (and their grouping into factors) influencing the effectiveness of training program defined on the basis of the theoretical framework of Kirkpatricks model of training evaluation and to discover the factors that are significant in explaining the effectiveness of a training program. This model was used to test the effectiveness of training program as expected before and experienced after training program. [11: Niraj kishore chimote. (2009). Training program. Evaluation of trainees expectations and experience. The IUP Journal Of Organizational Behavior. 10(3) pp:28-43.]

1.4 STATEMENT OF THE PROBLEM:In an organization, human asset or the employees are the centre of all resources, which converts the various resources into the productive resource. Adequate and proper training and development of employees/executives promotes better employer-employee relationship, lesser wastages and accidents, loyalty and devotion towards the organization. It helps the organization in achieving its objectives efficiently and effectively. As it is a labour intensive industry, the need for training and development is high in engineering industry. However the effectiveness of training program depends on the employees perception regarding the same. This has motivated the researcher to undertake a study on Evaluation of training program in CPC (P) LTD.

1.5 OBJECTIVES OF THE STUDY: To identify the level of expectation and satisfaction regarding the training program offered. To identify gap between expectation and satisfaction. To analyze the relationship between demographics profile, work profile and gap in the perception regarding training program.

1.6 SCOPE OF THE STUDY:This study depends on pre training expectation with post training experience. During the study period only one training program was conducted. Hence the scope of the study is limited to be one day training program conducted for employees.

1.7 METHODOLOGY:

Type Of Study:The study assumes the nature of descriptive research. The main goal of this type of research is to describe the data and characteristics about what is being studied. The study is descriptive as it attempts to describe the expectation and satisfaction of the training program. Sample Design: The sampling method used in this study is purposive sampling. The total population present in the organization is 500 employees. The study involves understanding perception employees before and after training program. During the period of study only one training program was conducted involving 50 employees. Hence 50 employees have taken the sample for the study. Method of Data Collection:The study depends on Primary data. Questionnaire is used for the collection of data. The questionnaire is divided into three parts. The first part consists of Demographic profile, the second part consists of work profile and third part consists of expectation and satisfaction of employees. Tools for Analysis:

The data that is collected is analyzed using the Statistical package SPSS 16. The tools that are used are Percentage analysis, Chi-square test, Mean score and Paired t test.

1.8 LIMITATION OF THE STUDY

The study is limited to one day training program involving 50 employees. The perception of the employees may not reflect the facts due to fear and apprehension.

1.9 CHAPTER SCHEME:The study is presented in five chapters.Chapter One gives an introduction about the research conducted. It deals with the background study, theoretical background of the study, review of literature, statement of the problem, objectives of the study, scope of the study, research methodology adopted and the limitations of the study.Chapter Two deals with the history of the organization, the management, organization structure, product profile and the market potential, competitive strengths of the company, future plans and the description about various functional areas.Chapter Three deals with the micro-macro analysis. It provides an insight about the industry in the Global scenario as well as the Indian scenario.Chapter Four deals with the analysis of the data collected for the study and the interpretation of the results obtained.Chapter Five deals with the discussions on the findings and the suggested recommendations based on the finding...

CHAPTER 2ORGANIZATION PROFILE

2.1 HISTORY OF THE ORGANIZATION Coimbatore Premier Corporation Private Limited (CPC) established in 1946, it is a leading manufacturing of grey iron and SG iron casting in India. The company is part of the us$225 million KG group a leading industrial conglomerate of Coimbatore south India .The group has extensive interest in diverse fields ranging from textiles to engineering and education to entertainment.

CPC is able to use their services to maximise the potential of its modern infrastructure with professional approach and dedicated team, CPC is a reliable source for Quality Grey Iron Castings, S G Iron Castings and Machined Components.

CPC draws its strength from the KG groups commitment to excellences. The company manufacturing a wide range of quality grey iron and SG iron casting to international standards at its state of the art foundry .The installed capacity is 9600 MT per annum, of which 6000 MT is supplied in machined form CPCS casting have found approval from international automobile major for their Indian operations.CPC have a another one branch that is located in puthukottai.

Quality Certified for ISO 9001: 2000, CPC has an annual turnover of 7.35 million. Exports alone account for 3.87 million US dollars. Annually CPC produces around 9600 metric tonnes, out of which around 50% are supplied in fully machined condition. Casting are also being exported to original equipment manufacturing as well as replacement markets in Germany, Italy, Spain, francium, USA, Canada, Japan, Australia. The company major clients are ashok Leyland Houser, Chennai, Mahindra& Mahindra ltd, new Holland tractors Italy, Hindustan power plus ltd. The total numbers of employees are around 1000.

VISION:To become reliable competitive and responsive supplier of iron casting and components.

ACHIVEMENTS

Best exporter award for highest growth in exports from engineering export promotion council, southern region, Chennai Best iron casting exporter award of I.I.F Coimbatore chapter. Best productivity award of I.I.F Coimbatore chapter. 2.2 MANAGEMENT

Executive director- Mr. Adithiya Balasundram, Vice President- Mrs. Amirtha lakshmiManaging director- Mr. BalasundramGeneral Manager (foundry) - Mr..k.HariharanHR manager- Mr.selvarajPersonnel manager- Mr.jayaveeranQuality manager- Mr.Ezhilarasan

2.3 ORGANIZATION STRUCTURE:

Chairman & managing director

Vice president Executive directorGeneral manager-foundry

Manager administrativeManager purchaseAsst. Manager logistic Asst. Manager Accounts

D.M productionD.M (CNC)AM. QAD.M (unit 2)A.M maintenanceA.M systemSupervisor (MR. asset)

SupervisorOperator Operator Electrical workersFiltered Electrical workersStage inspection

Assistant salesSr. manager foundryExecutives secretaryAsst. managerManager (foundry)Sr. Manager QA

SupervisorsAssistance sales

Final inspection 8 (workers)Floor customer Erid inspection -4 (workers)

WorkersOperators 2.4 PRODUCT PROFILE AND MARKET POTENTIAL CPC (p) ltd is a manufacture of grey iron casting and machined components and factors to be major requirements several of automobile and factor giants in India Gear box housing Flywheel passengers car Flywheels-trucks Pulleys & hub Pumps parts Process pumps casting Tractor - Manifolds Gear box Hydraulic parts Valves parts Sub assemblies

MARKET POTENTIALThe annual production of the company in 9000 tonnes with a turnover of 30 corers. The company claim its products are well accepted and 50% internationally of its turnover is expanded to USA, Canada, and Germany, Italy, Spain, Japan, Australia and it is planning to achieve 60% of its turnover in exports by 2003.This competitive are G.K castings Indian GPS casting etc in Coimbatore.2.5 COMPETITIVE STRENGTH OF THE COMPANY:Strength: The competitive strength of the company is that, the company has been certified with the Quality Certificate for ISO 9001: 2000. The company has the good manufacturing facilities and the company also has the very good testing facilities. The testing facilities are used in assuring the quality of the product to their clients. Using the testing process a very good quality control is maintained over the production processes. The customer satisfaction surveys are conducted every year at least once, for redefining the production processes in a better way to meet the requirements of their clients and also to improve in their production process. They provide self-improvement practical training for their companys workers. After such trainings, the evaluation of the effectiveness of the training program on the workers is carried out. The major advantage of the CPC is its origination, the KG group. The Kg group is a well-knowngroup of institution in the fields of Medical care and entertainment. Another unit situated at Pudhukottai, which helps CPC to meet the demand for their products by their customers. The company constitutes the human resource of approximately more than 1000 workers, who are their major strength in the production process. CPC ranks 4th in the Indian Iron Casting Industry.Weakness: The technological performance of the Indian iron casting is considerably lower than existing international standards. This is due to the inefficient use of technology, obsolete technology, and incompatibility of Indian input materials with imported technology. Indian industries consume nearly 7.2 ~ 8.2 Million kCal to produce one ton of iron casting, while industries in the West take around 5 MkCal. The energy costs constitute nearly 30 to 35% of this sector's production costs. The iron casting industry is the largest consumer of energy in the Indian industrial sector consuming about 10% of electricity.Opportunities: As they are committed in doing surveys about their products with their customers, they have a greater opportunity to improve themselves in their production process. They have contacts and good relationships with a huge number of both of their Domestic and International customers and so they always have the opportunity of having their firm to get functioned at the foreign countries and in those markets with the help of their International clients support. With an additional unit in Pudhukottai the company is likely to reach 16000 tons in the upcoming years and the turnover is likely to reach INR 1 Billion. This will enable the company to further expand themselves in various other regions or they will be able to invest more on the production processes. Much of India's economic environment is advantageous for metal casters. The Exports are showing Healthy trends of approximately 25-30%.Threats: The Competitors of CPC Ltd are G.K. Castings, Indian GPS Castings, Texmo and CRI in and around Coimbatore city. There are several companies that have their automated production units globally and it is a little drawback for the organizations in this particular industry, which are not yet completely automated. CPC is experiencing such drawbacks as it is only a semi-automated company.

2.6 FUTURE PLANS: Company planning to launch new products. Planned to increasing capacity. To increasing market share in global scenario.

2.7 DESCRIPTION OF VARIOUS FUNCTIONAL AREAS:2.7.1 PURCHASE DEPARTMENT A purchase department has given a separate ID Software contains information like Department ID, Date, Remarks and Name of the User who are updating the list. It also contains item description like PRQ ID, Item, Item description, Order quantity, NOs and Supplier. This Requirement list will be first approved by Purchase department manager and then it will be approved by Vice President.2.7.2 STORE DEPARTMENT The incoming materials will be checked and entered in gate registration form. After that it will be passed to Stores along with gate registration form. Quality control department will check the materials and accept/reject the materials and submit MIN along with accepted and rejected material details. They will verify that and pass this MIN to accounts department for payment. Department ID, date, Items, Process details will be given to stores. They will produce DC returnable add the items, quantity and they produce challenge and they give it to purchase department.2.7.3 FINANCE AND ACCOUNTS DEPARTMENTThe finance department deals with receipts and payments of cash carrying out the smooth functioning of the companys business activities. Financial management is that managerial activity which is concerned with the planning and controlling of the firms financial resources. 2.7.4 EXPORTS The company has customers worldwide and their mode of transferring materials from one country is either through the ship or the airways.2.7.5 HUMAN RESOURCE MANAGEMENT Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee retention ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience. Human resources has earned a number of related interpretations in time, but continues to defend the need to ensure employee well-being. Every organization now has an exclusive Human Resource Management Department to interact with representatives of all factors of production. The department is responsible for the development and application of ongoing research on strategic advances while hiring, terminating and training staff. 2.7.6 QUALITY ASSURANCE SYSTEMS:The entire quality assurance system is based on ISO 9001: 2000 standards. In the machine shop, a standards room is available to calibrate all the gauges and instruments used in the operations. The standards room is equipped with Autonomous working height measuring instrument (Trimos) for verifying all the gauges for their tolerances and Digital type comparator (Sylvac) for checking the dial gauges and Verviers. Apart from this, carbide slip gauge to international traceability is used for calibration. A profile projector and several work instruments are also available.DEA-MISTRAL Slant-bed Co-ordinate Measuring Machine is used to accurately measure the co-ordinates of the job and other geometric parameters. Strict inspection procedures are implemented in every stage of production in maintaining properties of sand in each batch, ensuring pattern equipments for accuracy and through check for quality of castings before despatch. Customer Feedback is the yardstick for constant up gradation of our manufacturing process. It also helps us to insist upon the highest quality of raw materials from our suppliers 2.7.7 MANUFACTURING DEPARTMENT: CPC has one of the most modern foundries in India and has received the coveted ISO 9002 certification in November 1995 itself with up gradation of quality system from time to time. The successful export of castings to the most competitive markets of the world shows the high standards of manufacture maintained by the company. These standards are followed in every step of the manufacturing process, in the comprehensive production facilities established by the company.CHAPTER 3MACRO MICRO ECONOMIC ANALYSIS 3.1 Industry Position in Global ScenarioGlobal casting production 90 million tons casting production is more than 50% of the world casting production china, Japan, India, Korea, Pakistan, Malaysia casting average production growth is 12% to 16% in the year of 2006-2007 for Asian countries Showing healthy growth of about 30% Global share still less than 2% Exports to USA 8% by India against 24% by China in the year of 2006 07 Aim to improve global share by 10% to USA by 20% in 5 years. Japan-With a 19.1% increase, Japan matched India's fast-growing metal casting industry to stay ahead of the rapidly-growing country. Its 7.9 million tons produced was boosted with a 1.12 million-ton gain in the production of aluminium and magnesium castings. The global metal casting industry broke the 90 million ton production mark in 2006, reaching 91.4 million tons a 7.2% increase over 2005, according to this year's MODERN CASTING Census of World Casting Production. At this pace, 2007 could be the year the world reaches 100 million tons of castings produced. Ferrous castings saw a 6.6% increase globally, while nonferrous castings grew 10%. The data reported in the 41st Annual Census of Casting Production are production numbers supplied by each nation's metal casting association. In the first year of the census, 1966, total shipments amounted to 63.3 million tons, and the U.S.S.R. and U.S. were in a tight race for the casting production lead. Both countries were producing around 20 million tons of castings, while the next closest nations were hovering near 5 million tons. Today, China is in a race by itself. With a reported 28.1 million tons produced in 2006, it produces more tons of castings than the second through fourth top producing nations combined. But China isn't the only country experiencing growth. Eight out of the top 10 nations showed increases in production in 2006, and two countries, Japan and India, showed a higher growth percentage than China.

3.1.1 Global standards demand: Strengthening of delivery chain linking the producers to the users, especially rural areas Interface between producers, designers of steel intensive products, fabricators and ultimate user Creating awareness about steel as a cost-effective and technically efficient end-use material.3.1.2 Global standards Supply:Expansion and improvement in quality of infrastructure Energy, railways, ports and other means of transport .Well developed financial market with efficient financial instruments increased focus on R&D, training of manpower and integrated information services. WORLD MARKET FOR IRON FOUNDRIESYear

U.S. $ in Millions World market

200155,591

200255,658

200355,743

200455,850

200556,230

200658,139

200760,381

200862,716

200965,149

201067,685

201170,329

3.2 Industry Position in India Scenario: Industry Growth The iron casting industry is the largest consumer of energy in the Indian industrial sector consuming about 10% of electricity and 27% of coal consumed by the industry. The energy costs constitute nearly 30 to 35% of this sector's production costs. The process of making iron in blast furnaces accounts for nearly 70% of the total energy consumption at the plantThe technological performance of the Indian iron casting is considerably lower than existing international standards. This is due to the inefficient use of technology, obsolete technology, and incompatibility of Indian input materials with imported technology Indian industries consume nearly 7.2 - 8.2 Million kCal to produce one tonne of iron casting, while industries in the West take around 5 MkCal. The thermal energy cost contributes the maximum to the total energy cost. Some of the Indian Iron casting are already undergoing a process of modernization and are adopting more energy efficient practices. The annual energy cost in terms of the sales turnover of the units ranges from 25 to 30%.3.2 INDIAN SCENARIOCasting metal being a process technical competence, only a annual percentage of Indias annul profit of 2.5 million from of casting meet the resources standardizing the Indian market. Much of India's economical environment is advantageous for metal casters. A strong domestic demand and a rapidly growing middle class seem likely unskilled labour costs in many plants are less than $100 a month. Skilled labour is $200 to $400 a month or less. Recent graduates of metallurgical engineering programs from good universities can be hired for an annual salary of $6,000. More than 5,000 metal casting facilities with a capacity of 7.5 million metric tons make up the Indian metal casting industry. Energy is essential for economic growth and to achieve the target growth in GDP of the companyThe fiscal year 2007-2008, sales were reported as $112 million, 14% higher than the previous year. Its recently completed metal casting facility at Sriperumbudur, near Chennai, brings total capacity to 72,000 metric tons per year. 2008-2009 the year of production capacity are 1000 tonnes in raw casting and machined casting. Turnover of rs.60 crore in 2008-2009 Iron making through BF route accounts nearly 70% of the total energy consumed by the industry. Out dated technology in older plants set up in 60s and 70s Inferior raw material quality. High alumina and high alumina & silica ratio in iron ore High ash content in coking coal even after blending Low rate of recycling Domestic installed capacity of crude iron casting SAIL is the largest domestic iron casting player. India--India's production grew 17.5% in 2006 to 7,179,300 tons. Since 2002, India's production has more than doubled.

CHAPTER 4DATA ANALYSIS AND INTERPRETATIONThis chapter deals with analysis and interpretation of data collected questionnaire. The data is presented under various headings. Demographic profile of respondent Work profile of the respondents The level of expectation and satisfaction of employees. Expectations Vs Satisfaction : Gap analysis Relationship between demographic profile, work profile and gap in the perception.4.1 DEMOGRAPHIC PROFILE OF RESPONDENTS:This section deals with analysis of demographic profile of the respondent in terms of age, gender, and education income.Table 4.1.1 Distribution of respondents based on gender

GenderNo of respondentsPercentage

Male3672.0

Female1428.0

Total50100.0

The table above shows that majority 72.0% of the respondents are male

Table 4.1.2 Distribution of respondents based on ageAgeNo of respondentsPercentage

Below 251332.0

25 352136.0

36 451626.0

above 4536.0

Total50100.0

The table above shows that majority 36.0% of the respondents belong to the age group 25-35 yrs, 32.0% of the respondents belong to the age group below 25 yrs, 26.0% of the respondents belong to the age group 36 - 45 yrs, 6.0% of the respondents belong to the age group above 45 yrs.Table4.1.3 Distribution of respondents based on education qualification

EducationNo of respondentsPercentage

SSLC918.0

HSC1632.0

Diploma1122.0

Undergraduate816.0

Other612.0

Total50100.0

The table above shows that most 32% of the respondents are HSC, 22% of the respondents are diploma, 18% of the respondents are SSLC and 16% of the respondents are Undergraduate and 12% of the respondents are other qualification.Table 4.1.4 Distribution of respondents based on incomeIncome per monthNo of respondentsPercentage

< 50001632.0

5001 -100002244.0

10001 15000714.0

15001 20000510.0

Total50100.0

The table above shows that most 44% of the respondents belong to the income group of Rs.5001 Rs.10000, 32% of the respondents belong to the income group of < 5000, 14 % of the respondents belong to the income group of Rs.10001 15000 and 10% of the respondents belong to the income group of 15001 20000. 4.2 WORK PROFILE OF RESPONDENTS:This section deals with analysis of work profile of the respondent in terms of Department, Total years of experience, Years of experiences in CPC, Training program attended.Table 4.2.1 Distribution of respondents based on departmentDepartmentNo of respondentsPercentage

Manchine shop1122.0

Melting1836.0

Moduling816.0

Core shop614.0

Maintains department612.0

Total50100.0

The table above shows that most 36% of the respondents belong to the melting department, 22% of the respondents belong to the machine shop department, 16% of the respondents belong to the moduling department, 14% of the respondents belong to the core shop department, 12% of the respondents belong to the maintains department.

Table 4.2.2 Distribution of respondents based on total years of experiencesTotal years of experienceNo of respondentsPercentage

1 51632.0

6 102958.0

Above 10510.0

Total50100.0

The table above shows that majority 58% of the respondents have an experience of 6 10 yrs, 32% of the respondents have an experience of 1 - 5 yrs, and 10% of the respondents have an experience of above 10 yrs.

Table 4.2.3 Distribution of respondents based on years of experiences in CPCYears of experiences in CPCNo of respondentsPercentage

1 32040.0

4 62244.0

7 10816.0

Total50100.0

The table above shows that majority 44% of the respondents have an experience of 4-6 yrs, 40% of the respondents have an experience of 1-3 yrs, 16% of the respondents have an experience of 7-10 yrs. Table 4.2.4 Distribution of respondents based on training program attendedTraining program attendedNo of respondentsPercentage

4714.0

5 83060.0

9 121122.0

< 1224.0

Total50100.0

The table above shows that majority 60% of the respondents have attended training program 5 8 yrs, 22% of the respondents have attended training program 9-12 yrs, 14% of the respondents have attended training program > 4 yrs and 4% of the respondents have an attended training program < 12 yrs.

4.3 THE LEVEL OF EXPECTATION AND SATISFACTION OF EMPOLYEES:This section deals with the analyses of the level of expectation of employees. Likert 5-point scaling is used which allows the respondents to rate the expectations as very much important, important, not able to decide, less important and not important. The four level model captures expectation Vs satisfaction in terms of reaction, behavior, learning and outcome.

Table 4.3.1 Level of Expectation: ReactionsReactionsVery Much ImportantImportantNot Able To DecideLess ImportantNot ImportantMean ScoreRank

No%No%No%No%No%

Dealing relevant subject2244.02448.024.012.012.01.701

Presentation of the content in an interesting manner12

24.0

24

48.0

7

14.0

5

10.0

2

4.0

2.22

6

Effective communication1632.01122.01428.0816.012.02.237

Preparation by instructor1428.01836.01122.0714.0--2.226

Quality of teaching aids1836.01530.01020.036.048.02.205

Training methodology1734.02142.0612.0510.012.02.043

Facilities for the training2550.01632.048.048.012.01.802

Training period1938.01734.0612.0714.012.02.084

Trainers are open, honest and fair to all2448.0714.0714.0510.0714.02.288

From the above table it can be seen the employees feels that dealing relevant subject is most important factor are followed by facilities for the training, training methodology, training period, quality of teaching aids, preparation by instructor, presentation the content in an interesting manner, effective communication

Table 4.3.2 Level of Expectation: Learning

LearningVery Much ImportantImportantNot Able To DecideLess ImportantNot ImportantMean ScoreRank

No%No%No%No%No%

Coverage of training topics1122.01938.01428.0510.012.02.321

Importance of training program1734.0816.0714.01428.048.02.603

Rehearsal and test checking of new skills by the trainer1428.0

14

28.0

11

22.0

6

12.0

5

10.0

2.482

From the above table it can be seen the employees feels that coverage of training topics is most important factor followed by rehearsal and test checking of new skills by the trainer and important of training program.

Table 4.3.3 Level of Expectation: BehaviourbehaviourVery Much ImportantImportantNot Able To DecideLess ImportantNot ImportantMean ScoreRank

No%No%No%No%No%

Training enhance team participation at work714.01734.0816.01122.0714.02.882

Change in attitude1224.01224.01326.0714.0612.02.661

From the above table it can be seen the employees feels that change in attitude is most important factor followed by training enhance team participation at work.

Table 4.3.4 Level of Expectation: Outcome

OutcomeVery Much ImportantImportantNot Able To DecideLess ImportantNot ImportantMean ScoreRank

No%No%No%No%No%

Productivity improvement1326.01632.01122.0918.012.02.383

Traning will increase decision making ability11

22.0

8

16.0

15

30.0

10

20.0

6

12.0

2.84

5

Interpersonal communication is made easier1326.01020.0714.01224.0816.02.845

Reward for training performance1326.01428.01326.048.0612.02.524

Training enable target achievement at job2244.0

10

20.0

9

18.0

6

12.0

-

-2.162

Training enable to enhance to earning2244.02142.036.048.0--1.781

From the above table it can be seen the employees feels that training enable to enhance to earning is most important factor followed by training enable target achievement at job , productivity improvement ,reward for training performance ,interpersonal communication is made easier and training will increase decision making ability.

THE LEVEL OF SATISFICATION:

This section deals with the analyses of the level of satisfaction of employees. Likert 5-point scaling is used which allows the respondents to rate the satisfaction as highly satisfied, satisfied, not able to decide, dissatisfied and highly dissatisfied.

Table 4.3.5 Level of Satisfaction: ReactionsReactionsHighly SatisfiedSatisfiedNot Able To DecideDissatisfiedHighly DissatisfiedMean ScoreRank

No%No%No%No%No%

Dealing relevant subject3978.0816.036.0----1.281

Presentation of the content in an interesting manner23

46.0

22

44.0

2

4.0

2

4.0

1

2.0

1.72

5

Effective communication

30

60.0

11

22.0

8

16.0

1

2.0

-

-

1.60

3

Preparation by instructor2550.01836.024.0510.0--1.746

Quality of teaching aids2448.01836.0714.012.0--1.704

Training methodology2244.02040.0510.012.024.01.828

Facilities for the training2550.02244.024.0--12.01.603

Training period3672.0918.036.024.0--1.422

Trainers are open, honest and fair to all2448.01734.0612.036.0--1.767

From the above table it can be seen the employees are satisfied with dealing in relevant subject followed by facilities for the training, training methodology, training period, quality of teaching aids, preparation by instructor, presentation the content in an interesting manner and effective communication.

Table 4.3.6 Level of Satisfaction: LearningLearningHighly SatisfiedSatisfiedNot Able To DecideDissatisfiedHighly DissatisfiedMean ScoreRank

No%no%No%No%no%

Coverage of training topics2040.01734.0510.0816.0--2.021

Importance of training program1938.01938.048.0612.024.02.062

Rehearsal and test checking of new skills by the trainer1428.0

16

32.0

7

14.0

10

20.0

3

6.02.443

From the above table it can be seen the employees are satisfied with coverage of training topics followed by rehearsal and test checking of new skills by the trainer and importance of training program.

Table 4.3.7 Level of Satisfaction: BehaviourBehaviourHighly SatisfiedSatisfiedNot Able To DecideDissatisfiedHighly DissatisfiedMean ScoreRank

No%No%No%no%no%

Training enhance team participation at work1530.02040.0918.0510.012.02.142

Change in attitude2142.01734.0918.012.024.01.921

From the above table it can be seen the employees are satisfied with change in attitude followed by training and enhance team participation at work.

Table 4.3.8 Level of Satisfaction: OutcomeOutcomeHighly SatisfiedSatisfiedNot Able To DecideDissatisfiedHighly DissatisfiedMean ScoreRank

No%no%No%no%no%

Productivity improvement2244.01836.0612.048.0--1.842

Traning will increase decision making ability18

36.0

24

48.0

2

4.0

3

6.0

3

6.01.983

Interpersonal communication is made easier2346.01632.024.024.0714.02.085

Reward for training performance2346.01428.024.0714.048.02.106

Training enable target achievement at job2244.0

15

30.0

6

12.0

4

8.0

3

6.02.024

Training enable to enhances earning3264.01734.0--12.0--1.401

From the above table it can be seen the employees are satisfied with enhance to earning followed by training enable target achievement at job, productivity improvement, reward for training performance, interpersonal communication is made easier and training will increase decision making ability.

4.4 EXPECTATIONS Vs SATISFACTION: GAP ANALYSIS

The gap occurs between the expectations and satisfactions towards the employees are analyzed by paired sample t test.

4.4.1 Expectation Vs Satisfaction: Reactions

H1: There is no significant gap between level of expectations and satisfaction with regard to reactions.

Table 4.4.1.1 Expectation Vs Satisfaction: Reactions

ReactionsMeanT ValueSignificance valueResult

Dealing relevant subject0.4203.0590.004Reject

Presentation of the content in an interesting manner0.5002.6310.011Accept

Effective communication0.7404.3900.000Reject

Preparation by instructor0.4802.4980.016Accept

Quality of teaching aids0.5002.6310.011Accept

Training methodology0.2201.4880.154Accept

Facilities for the training0.2001.0430.302Accept

Training period0.6603.3480.002Reject

Trainers are open, honest and fair to all0.5202.0070.050Accept

It can be inferred the above table that, there is a significant gap between level of expectation and satisfaction regarding dealing relevant subject, effective communication and training period.There is no significant gap between level of expectation and satisfaction regarding preparation by instructor, quality of teaching aids, training methodology and trainers are open, honest and fair to all. 4.4.2 Expectation Vs Satisfaction: LearningH1: There is no significant gap between level of expectations and satisfaction with regard to learning.

Table 4.4.2.1 Expectation Vs Satisfaction: LearningLearningMeanT ValueSignificance valueResult

Coverage of training topics0.3001.4960.141Accept

Importance of training program0.5402.2240.031Accept

Rehearsal and test checking of new skills by the trainer0.0400.1780.860Accept

There is no significant gap between level of expectation and satisfaction regarding importance of training program, coverage of training topics and rehearsal and test checking of new skills by the trainer. 4.4.3 Expectation Vs Satisfaction: BehaviourH1: There is no significant gap between level of expectations and satisfaction with regard to behaviour.Table 4.4.3.1 Expectation Vs Satisfaction: Behaviour

bBehaviourMeanT ValueSignificance valueResult

Training enhance team participation at work0.7403.5640.001Reject

Change in attitude0.7403.3490.002Reject

It can be inferred the above table that, there is a significant gap between level of expectation and satisfaction regarding team participation at work and change in attitude of the employee.4.4.4 Expectation Vs Satisfaction: OutcomeH1: There is no significant gap between level of expectations and satisfaction with regard to outcome.Table 4.4.4.1 Expectation Vs Satisfaction: OutcomeOutcomeMean T valueSignificance valueResult

Productivity improvement0.5402.5440.014Accept

Traning will increase decision making ability0.8603.6500.001Reject

Interpersonal communication is made easier0.7602.4430.018Accept

Reward for training performance0.4201.7690.083Accept

Training enable target achievement at job0.1400.5620.577Accept

Training enable to enhance earning0.3802.7800.008Reject

It can be inferred the above table that, there is a significant gap between level of expectation and satisfaction regarding training will increase decision making ability and training enable to enhance earning.There is no significant gap between level of expectation and satisfaction regarding productivity will improve, interpersonal communication is made easier, reward for training performance and training enable target achievement at job.

4.5 DEMOGRAPHIC PROFILE, WORK PROFILE Vs GAP IN PERCEPTION:The hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception is given below.H0: Demographic Profile do not have a significant influence on the gap in perception.H1: Work Profile do not have a significant influence on the gap in perception.There is a gap between expectation and satisfaction regarding variables viz., Dealing relevant subject, effective communication, training period, tam participation, change in attitude, decision making ability, training enable enhance earning.

4.5.1 Demographic Profile and Work Profile Vs Dealing Relevant SubjectThe hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding dealing relevant subject is given below.H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding dealing relevant subject. TABLE 4.5.1.1 Demographic Profile and Work Profile Vs Dealing Relevant SubjectDemographic ProfileCHI-Square ValueP ValueResult

Gender 6.0340.197Accept

Age 14.6240.263Accept

Education19.6410.237Accept

Income 14.7560.255Accept

Department3.7570.153Accept

Total yearsof experience6.0900.413Accept

Working in CPC1.4120.965Accept

Training attended5.1190.529Accept

It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding dealing relevant subject.

4.5.2 Demographic Profile and Work Profile Vs Effective CommunicationThe hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding effective communication is given below.H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding effective communicationTABLE 4.5.2.1 Demographic Profile and Work Profile Vs Effective CommunicationDemographic ProfileCHI-Square ValueP ValueResult






Total years of experience3.9000.918Accept

Working in cpc5.1030.825Accept


It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding effective communication.

4.5.3 Demographic Profile and Work Profile Vs Training PeriodThe hypothesis framed for analyzing the relationship between demographic profile and work profile and gap in perception regarding training period is given below. H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding training period.TABLE 4.5.3.1 Demographic Profile and Work Profile Vs Training PeriodDemographic ProfileCHI-Square ValueP ValueResult









It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding training period.4.5.4 Demographic Profile and Work Profile Vs Team ParticipationThe hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding team participation is given below. H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding team participation.

TABLE 4.5.4.1 Demographic Profile and Work Profile Vs Team ParticipationDemographic ProfileCHI-Square ValueP ValueResult






Total years of experience 5.6750.686Accept



It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding team participation.

4.5.5 Demographic Profile and Working Profile Vs Change In AttitudeThe hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding change in attitude is given below. H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding change in attitudeTABLE 4.5.5.1 Demographic Profile and Working Profile Vs Change In AttitudeDemographic ProfileCHI-Square ValueP ValueResult









It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding change in attitude.4.5.6 Demographic Profile and Work Profile Vs Decision Making Ability.The hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding decision making ability is given below.H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding decision making abilityTABLE 4.5.6.1 Demographic Profile and Work Profile Vs Decision Making AbilityDemographic ProfileCHI-Square ValueP ValueResult









It can be inferred that from the P value that, no significant relationship exists between the demographic variables, work variables and gap in perception regarding decision making ability.

4.5.7 Demographic Profile and Working Profile Vs Training Enable To Enhances EarningThe hypothesis framed for analyzing the relationship between demographic profile, work profile and gap in perception regarding training enable to enhance earning is given below. H1: There is no significant relationship between demographic profile, work profile and gap in perception regarding training enable to enhance earning.TABLE 4.5.7.1 Demographic Profile and Working Profile Vs Training Enable To Enhances EarningDemographic ProfileCHI-Square ValueP ValueResult









It can be inferred that from the P value that, no significant relationship exists between the demographic variables, working variables and gap in perception regarding training enable to enhances earning.

CHAPTER 5CONCLUSION

This chapter deals with the discussions on the findings and the suggested recommendations based on the findings.5.1 Result And DiscussionThe result and discussed under the following headings are:5.1.1 Demographic Profile Of Respondent:The results of the demographic profile of the respondent are as follows: Majority (72%) of the respondents are male. Majority (36%) of the respondents belong to the age group 25-35 years. Majority (32%) of the respondents are hsc. Majority (44%) of the respondents belong to the pay group of Rs.5001 Rs.10000.

5.1.2 Working Profile Of Respondent:The results of the Working profile of the respondent are as follows: Majority (36%) of the respondents belong to the melting department. Majority (58%) of the respondents have an experience of 6 10 yrs. Majority (44%) of the respondents have an experience of 4-6 yrs. Majority (60%) of the respondents have attended training program 5 8 yrs.

5.1.3 The Level Of Expectation And Satisfaction: Reactions: Employee feel that the most important factor is dealing relevant subject followed by facilities for training, training methodology, training period, quality of teaching aids, preparation by instructor, presentation the content in an interesting manner, effective communication. Learning: Employee feel that the most important factor is coverage of training topics followed by rehearsal and test checking of new skills by the trainer. Behaviour: Employee feel that the most important factor is change in attitude followed by training enhance team participation at work. Outcome: Employee feel that the most important factor is training enable to enhance earning followed by training enable target achievement at job, productivity improvement, reward for training performance, interpersonal communication is made easier, training will increase decision making ability.

5.1.4 Gap Analysis Between Expectations And SatisfactionReactions Gap There is a significant gap between expectation and satisfaction regarding dealing relevant subject, effective communication and training period.There is no significant gap between expectation and satisfaction regarding preparation by instructor, quality of teaching aids, training methodology, and trainers are open, honest and fair to all.Learning Gap There is no significant gap between expectation and satisfaction regarding importance of training program, coverage of training topics, rehearsal and test checking of new skills by the trainer.

Behaviour Gap There is a significant gap between expectation and satisfaction regarding Training enhances team participation at work and Change in attitude of the employee.Outcome GapThere is a significant gap between expectation and satisfaction regarding, training will increase decision making ability and training enable to enhance earning.There is no significant gap between expectation and satisfaction regarding productivity will improve, interpersonal communication is made easier, reward for training performance and training enable target achievement at job.5.1.5 Demographic Profile, Work Profile Vs Gap in PerceptionThere is no significant relationship between the demographic profile, work profile and gap in perception regarding dealing relevant subject, effective communication, training period, team participation, change in attitude, decision making ability, training enable to enhances earning

RECOMMENDATION: The analyses of various factors contributing towards effectiveness of training program reveals that the following variables are important Dealing relevant subject, Coverage of topics, change in attitude, enhanced earnings. The future training program can give more importance to the above mentioned factors. Their is a gap between expectation and satisfaction regarding the variables viz., Dealing relevant subject, effective communication, training period, enhancing team participation at work, change in attitude, decision making ability and enhanced earnings. In case of future training program effects may be taken to bridge the gap between expectation and satisfaction regarding the variables mentioned.APPENDIX 1QUESTIONNAIRE

General details1. Topic : AWARENESS IN BALANCING PROCESS2. Faculty :3. Date :Employee details4. Name :

5. Gender : a) male b) female

6. Age :a) Below 25 b) 25 - 35 c) 36 - 45 d) above 45

7. Education :a) SSLC b) HSC c) diploma d) UG e) Other 8. Income :a) below 5000 b) 5000 10,000 c) 10,001 15,000 d) 15,001 - 20.000 e) 20001 25000

9. Department : a) machine shop b) melting c) moduling d) core shop e) Maintains department

10. Total years of experience: a) 1 5 b) 6 10 c) more than 10 years

11. For how many years you are working in CPC (p) ltd?a) 1 3 b) 4 6 c) 7 10

12. How many training programs have you undergone so far?a) Below 5 b) 5 8 c) 9 15 d) above 12

Please tick ( ) the box which best describes your opinion of the aspects. EXPECTATION

ASPECTSSATISFICATION

Very much importantImportant Not able to decideLess importantNot importantHighly satisfiedSatisfied Not able to decidedissatisfiedHighly dissatisfied

REACTIONS

Dealing relevant subject

Presentation of the content in an interesting manner

Effective communication

Preparation by instructor

Quality of teaching aids

Training methodology

Facilities for the training

Training period (timing)

Trainers are open, honest and fair to all

LEARNING

Coverage of training topics

Importance of training program

Rehearsal and test checking of new skills by the trainer

BEHAVIOUR

Training enhance team participation at work

Change in attitude

OUTCOME

Productivity improvement

Traning will increase decision making ability

Interpersonal communication is made easier

Reward for training performance

Training enable target achievement at job

Training enable to enhance to earning

REFERENCESJOURNAL REFERNCES: A.R.Negandhi and Barnard Estafens. (2003). Motivation level among employees, Journal Of Human Resource Management, pp 14-18. Easterby-Smith and Tanton (2006). Type of Training Journal Of Human Resource Management, pp 12-15 Eseryel. (2002). Evaluation of training and development Amercian Journal Of Evaluation 2(1), pp:11-13 Jaison Idicula.(2001). A study on training and development , International Journal For Human Resource Management, pp.4-7. Kirkpatrick (1996). Training evaluation International Journal Of Computer Science and Communication 2(1), pp:11-13 Lilly M.berry. (2005). Employee Selection, Human Resource Management Journal pp: 442-443 Lynton and pareeks (2004). Training-an Indian Perspective, Human Resource Management Journal, pp 45-54. Michael S.Trevisan. (2004). Practical Training in Evaluation American Journal Of Evaluation Niraj Kishore Chimote (2009). Training Program. Evaluation Of Traineers Expectations and Experience, pp:10(3). Smither A 360 Evaluation, Journal of Human Resource Management, pp.45-48. Stephen P.Robbins. (2009). organizational Behaviour Human Resource Management pp: 647-650WEBSITE REFERENCES en.wikipedia.org/wiki/Program evaluation http://en.wikipedia.org/wiki/Program_evaluation http://www.businessballs.com/trainingprogramevaluation.htm http://www.naukrihub/training and development.com http://www.the-Kirkpatrick-Model-of-Training-Evaluation http://traininganddevelopment.naukrihub.com/training-evaluation.html

a study on employees perception

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