A study on training and development by divya kanniappan

A STUDY ON TRAINING AND DEVELOPMENT

IN

VIBRAMECH ENGINEERING SERVICE LTD

PROJECT REPORT

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE DEGREE OF

MASTER OF COMMERCE

Submitted BY

K.DIVYA

[Reg. No: 11PG057]

Under the guidance of

DR. (Mrs.) R. MAHESWARI, M.COM, B.Ed., Ph.D.,

Assistant professor

DEPARTMENT OF COMMERCE

SHRIMATI DEVKUNVAR NANALAL BHATT

VAISHNAV COLLEGE FOR WOMEN

(AUTONOMOUS)

CHROMPET, CHENNAI - 600 044

April-2013

CERTIFICATE

This is to certify that “A study of Training and Development in VESL

(vibromech & engineering service ltd maraimalainagar) is submitted by miss

K.DIVYA [11PG057] in partial fulfillment of the curriculum of “MASTER OF

COMMERCE” course during 2011-2013 under the guidance of

DR. R.MAHESWARI M.Com, B.Ed., Ph.D. department of commerce

SHRIMATHI DEVKUNVAR NANALAL BHATT VAISHNAV COLLEGE FOR

WOMEN (AUTONOMOUS); CHROMPET, CHENNAI- 600 044.

DR. (MRS). N. CHANDRAVATHI M.Com, M.Phil., Ph.D.

HEAD OF DEPARTMENT

PG DEPARTMENT OF COMMERCE

DR.(MRS).R.MAHESWARI,M.COM, B.ED., PH.D.

GUIDE AND ASSISTANT PROFESSOR.

PG DEPARTMENT OF COMMERCE.

INTERNAL EXAMIER EXTERNAL EXAMIER

DECLARATION

I hereby declare this project “A STUDY ON TRAINING AND

DEVELOPMENT”, submitted by me in partial fulfillment of the requirement for

the degree of master of commerce is a record of original and independent research

work done by me during the period 2011-2013and that project has not previously

formed the basis for the award to the candidate for any degree, fellowship/similar

other title. This project represents independent work on the part of the candidate.

K.DIVYA

Place:

Date:

ACKNOWLEGEMENT

It is my pleasure and privilege to thank DR.(Mrs.) G.RANI M.Sc., B.Ed.,

M.Phil., Ph.D., principal of SHRIMATI DEVKUNVAR NANALAL BHATT

VAISHNAV COLLEGE FOR WOMEN (AUTONOMOUS), for the contribution

and encouragement in making the project a success.

I also thank DR. (Mrs.) N. CHANDRAVATHI M.com, M.Phil., Ph.D.

head of department of master of commerce, for her encouragement during my

project.

My heartful thanks go to DR. (MRS.) R.MAHESWARI M.Com, B.Ed.,

Ph.D. department of commerce, for her guidance during my project.

My heartful thanks goes to (Mrs.) S.SUBBULAKSHMI HR Manager, of

VESL for permitting me to do this institutional training in their concern, I would

also like to extend my special thanks to other executives, staff and workers of

VESL for providing me the information related to my project.

And my special thanks to my parents and all my friends, who guided me

throughout this training.

Date: K.DIVYA

Place:

LIST OF CONTENTS

ChapterNO

particulars PAGENO

1INTRODUCTION 1-17

2COMPANY PROFILE 18-32

3REVIEW OF LITERATURE 33-45

4

ANALYSIS AND INTERPRETATION

46-86

5

FINDINGS, SUGGESTIONS AND CONCLUSION

87-92

BIBLIOGRAPHY

QUESTIONNAIRE

`Table no

Particulars Page no

4.1 The Variance of age. 484.2 The classification of gender. 504.3 The educational qualification of employees. 524.4 The training requirements. 544.5 The opinion about the training needs. 564.6 The effective training promotes team spirit. 584.7 The changes in performance after training

programme.60

4.8 Opinion about training programme . 624.9 The satisfaction of present training

programme and handling of training session.66

4.10 The attending of training programme and types of training programme.

69

4.11 The methods of training and level of satisfaction in the present training programme.

73

4.12 The age and career programme conducted 764.13 The variance in different age and variance

among training methods.81

1.14 Variance between the designation and variance between trainers performance.

84

LIST OF TABLES

LIST OF CHARTS

4.1 The Variance of age. 49

4.2 The classification of gender. 51

4.3 The educational qualification of employees. 53

4.4 The training requirements. 55

4.5 The opinion about the training needs. 57

4.6 The effective training promotes team spirit 59

4.7 The changes in performance after training programme 61

4.8 Opinion about training programme 63

Chapter - I

INTRODUCTION

CHAPTER - 1

INTRODUCTION:

HRM is the process of managing the people of an organisation with a human

approach. Human resource enable the manager to view this people as a

important ,it not the most important resource.it is benevolent approach to develop

& effectively utilize the manpower not only for the benefit of the organisation but

also for the growth , development & self-satisfaction of the concerned people.

HUMAN RESOURCE MANAGEMENT:

Human resource management refers to the task of handling people who belong to

the different strata of the society (i.e.) students, employees, employers, the self-

employed, sportsman, housewife’s etc…..

DEFINITION:

“HRM is that part of management process which is primarily concerned with the

human constituents of an organisation”

- E.F.I.BRECH

“Human resource or manpower management effectively describes the process of

planning & directing the application development & utilisation of human resource

in employment”

- DALEYODER

TRAINING:

The term training is concerned with imparting specific skills for a particular

purpose. Training is the process of teaching the new and/or present employees the

basic skills they need to effectively perform their jobs. Training is the act of

increasing the knowledge and skill of an employee for doing his or her job.

TRAINING DEFINITION:

FLIPPO has defined training as “THE ACT OF INCREASING THE

KNOWLEDGE & SKILLS OF AN EMPLOYEE FOR DOING THE

PARTICULAR JOBS”

Training & development was defined as “TRAINING IS THE ORGANISED

PROCEDURE IN WHICH PEOPLE LEARN KNOWLEDGE & OR SKILLS

FOR DEFINITE PURPOSE “-dale yoder

DEVELOPMENT:

The term development refers broadly to the nature & direction of changing

induced in employees though the process of training education.

ROLE OF TRAINING & DEVELOPMENT:

Increase in efficiency.

Increase in morale of employees.

Better human relation.

Reduced supervision.

Increased organisational viability & flexibility.

MAIN ACTIVITIES OF TRAINING & DEVELOPMENT:

Training and development (T&D) encompasses three main activities:

Training,

Education, and

Development.

Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially

hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization

employing the individual, may partake in the future, and is almost impossible to

evaluate.

CONCEPT

CONCEPT OF TRAINING

The aim of training is to develop potential knowledge & skills of the

trainees to carry out defined tasks & responsibility.

Training is a process of learning & unlearning.

It’s behaving differently & not necessarily knowingly more.

It is the process of attitudinal change that integrates with life & self-

development.

NEED

Technological change necessitating acquisition of new

knowledge, ability and skills.

Increasing qualitative demand for managers and

workman.

Increasing uncertainties and complexities in the total

environment necessitating flexible and adaptive responses

from organizations.

Need for both individuals and organization to grow at

rapid pace.

To harness the human potential and give expression to

their creative urges

To enable employees to move from one job to another.

To bridge gap between what employee has in terms of

knowledge and skill and what his/her job actually demands.

Employees need training to be imparted in the following

areas.

THE EFFECTS OF TRAINING IN AN ORGANISATION:To impart to new entrants the basic knowledge and skills required for

efficient performance of definite tasks.

1. To assists the employees to function more effectively in their present

positions for exposing them to the latest concepts, information and

techniques and developing the skills they would require in their

particular fields.

2. To build up a second line of competent officers and prepare them to

occupy more responsible positions.

3. To broaden the minds of senior managers through interchange of

experience within and outside so as to correct the narrow outlook

caused due to over specialization.

AREAS OF TRAINING:

1)Knowledge:

Training aimed at imparting knowledge to employees provides for facts,

information and principles related to his/her job. In general, training imparted in

the knowledge area considers three aspects, namely job context, job content and

quality of work.

2) Technical skills:

The training in this area aims at teaching the employees the physical acts or actions

like operating a machine, working with a computer, using mathematical tools to

take decisions etc.

3)Social skills:

The training in this area is broader in scope embracing many aspects. This

category of training aims at the development of individuals and team work.

4) Techniques:

Training in this area involves teaching employees the manners how to apply

knowledge and skills to dynamic situations.

5) Attitudes:

This involves orientation or induction programmes that help change the

employee’s attitudes favourable toward the achievement of organizational goals.

IMPORTANCE OF TRAINING:

1) Better performance:

Training improves employee’s ability and skills and in turn, improves employee’s

performance both in quantity and quality. Better or increased employee

performance directly leads to increased operational productivity and increased

organizational profits.

2) Improved quality:

In formal training programmes, the best methods of performing jobs are

standardized and then taught to employees. These offers two- fold benefits -Firstly,

uniformity in work performance helps improve the quality of work or service.

Secondly, better informed or trained workers are less likely to make operational

mistakes.

3) Less supervision:

A trained worker is self-reliant. He knows his work and way to perform it well.

Therefore, his work requires less supervision. The supervisor can devote his time

on more urgent works.

4) Less learning period:

A well planned and systematically organized training programme reduces the time

and cost involved learning. Training enables to avoid waste of time and efforts in

learning through trial and error method.

5) High morale:

Training not only improves the ability and skill of employees, but also changes

employee attitude towards positive. Higher performance,

and avenues for internal promotion lead to high morale among the employees.

6) Personal growth:

Training improves employee’s ability, knowledge and skills and thus prevents

employee’s obsolescence. This makes employees growth- oriented.

IDENTIFYING TRAINING AND DEVELOPMENT NEEDS

Fundamental to the delivery of any path project is the development of the team and

the professional development of all individuals. At all levels there is an

expectation that the skills, attitudes and knowledge required to deliver successful

projects will be gained while these projects develop

BENEFITS OF TRAINING:

Improve employee work performance and productivity

Shorter learning time which could lead to less costly training

Decrease in wastage

Fewer accidents

Less absenteeism

Lower labour turnover

Greater customer and consumer satisfaction

METHODS OF TRAINING:

Training methods are means of attainting desired objectives set for a training

programme. Depending on the training results and the process employed to attain

these, the various training methods can be broadly categorized into two. They are:

1)On the job training.

2) Off the job training.

Training methods

1. On the job training methods:

It is the method included in this cluster are those whose main objectives are

centred around the job .(i.e.) learning on the job itself by a variety of methods.

They are

1) Induction training

2) Apprenticeship training:

3) Refresher training

Off the job training

On the job training

Placement as assistantJob

rotation

apprenticeship

Vestibule training

induction

Sensitivity

Brain

Management games

Role playing

Case study

Lecturer & conference

4) Job rotation

5) Placement as assistants:

6) Vestibule training:

II) Off the job training:

It refers to training given to staff at a place away from the actual work place.

1) Conferences/Seminars

2) Lectures

3) Role play

4) Case study method

5) Management games

6) Brain storming

7) Sensitivity training

SCOPE OF THE STUDY:

Training effectiveness is the process wherein the management finds

out how effective it has been at training and developing the employees in an

organization. This study gives some suggestions for making the present training

and development system more effective.

1. It gives direction to the organization, how to deal differently with different

employees.

2. It identifies the training and development needs present among the

employees.

PURPOSE OF STUDY:

1. to provide fresh knowledge and skills inputs to the employees.

2. To improve the productivity and overall organisational

effectiveness.

3. To help the company fulfil its future personnel needs.

4. To improve organisational climate.

OBJECTIVES of the study:

To study the various method of training programme conducted by the

company.

To find out whether the need of employees are fully satisfied regarding the

training programme.

Increasing an employee’s attitude or skills & knowledge.

To find out whether the company provides career development programs at

all level executives.

To study about the employees perception on training programme.

To study on the training needs & satisfaction of the employees & to find the

best method of training.

RESEARCH METHODOLOGY:

1) PRIMARY DATA:

Primary data is known as the data collected for the first time

through field survey. Such data are collected with specific set of

objectives to assess the current status of any variable.

As the primary data is the information collected for the first time,

there are several methods in which the data is complied some of the

method used for this study are

a) Questionnaire

b) Observation

Primary data is collected from 50 employees.

2) SECONDARY DATA:

The secondary data are the data in which information is

already collected and published. There are several methods of collecting the data,

some of them used in this study are

a) Periodicals reports

b) Journals/Magazines

c) Encyclopedia

d) browsing

SAMPLE SIZE:

The sample size was choosen as 60 the sample size was arrived at after

taking into consideration the scope of the study as well as the time constraints.

PERIOD OF STUDY:

The research was carried out for 6 month from September2012 – February

2013 time is the limiting factor for the researcher.

STATISTICAL TOOL USED FOR ANALYSIS:

The statistical tool applied for the analysis are

Percentage analysis.

chi-square test.

variance analysis.

LIMITATIONS OF THE STUDY:

1. Analysis is only based on the minimum number in the V.E.S.L.(i.e.50)

2. It is very difficult to get the correct information.

3. The analysis may not be implemented to overall employees view

regarding training.

4. Time provided by the concern for the study is too short.

5. The finding of this study is applicable only to this concern and not to

other concerns.

SCHEME OF CHAPTERISATION:

Chapter 1: Brief introduction about human resource management and job

Satisfaction.

Chapter 2: Briefly explains the company profile.

Chapter 3: Briefly explains the concept of job satisfaction.

Chapter 4: Analysis and interpretation of data.

Chapter 5: Summary of findings, suggestions and conclusions.

Chapter II

Company profile

CHAPTER -2

HISTORY OF COMPANY:

Company was started in the year of 1970 in a small way. In 1973 viscous damper were produced. Currently an ISO 9001 /TS 16949 company, VIBROMECH ENGINEERS & SERVICE LTD. (VESL) started nearly four decades ago from humble beginnings and very quickly soared to great heights.

ORGANIZATION CHART:

Mr. Mahesh Ramamurty is a Mechanical Engineer with a Masters degree in Manufacturing Technology, Computer software and Robotics from the Royal Melbourne Institute of Technology, Australia,

after obtaining a Bachelors Degree in Mechanical Engineering. He is currently the Joint Managing Director of Vibromech Engineers & Services Ltd.

FUNCTIONS OF VESL:

Isolators – decoupling pulleys,

Dampolators,viscous dampers,

Harmonic detuners,

Vibration dampers – paddle wheel type,

Flow formed pulleys,

Rubber to metal bonded products,

Engineering service.

MISSION & VISION:

Vision:

CBI is THE expert in export development and export promotion from developing

countries.

Our contribution consists of sustainable strengthening of the competitive capacity

of SME exporters and producers in developing countries, focusing primarily on

European markets.Our core competence is threefold: advice& counselling.

MISSION:

CBI contributes to sustainable economic development in developing countries through the

expansion of exports from these countries.

SOME OF THE PRODUCTS OF VESL:

Isolators: Decoupling Pulleys

Viscous Dampers

Vibration Dampers: Paddle Wheel Type

Rubber to Metal Bonded Products

Dampolators

Harmonic Detuners

1) VIBRATION DAMPERS

2) FLOW FORMED

QUALITY ASSURANCE:

Flow Formed Pulleys

Engineering Services

Excerpts from our quality and environmental policy as detailed below give a fair

indication of our dedication to quality and environment.

Grow with customer satisfaction

Establish quality as a way of life in every activity

Achieve business excellence in global markets by adopting modern

and progressive management techniques

DESIGN, DEVELOPMENT & SERVICES

A total solutions provider, with its continuous customer feedback, staying in touch

is a key word with Vibromech. The Voice of every Customer is captured. The

latent voice of the customer is then translated into the Voice of the Engineer,the

company is proud of its recognition as an FSS or a fully service supplier.

Nurturing the product from its inception to delivery the company has gained the

status of a black box manufacturer

CBI SERVICES

Export Cochin Programmes

Multi-year programmes for enterprises wishing to export to the European

Union.

BSO Development Programmes

Capacity Development for intermediate organisations that support exporters

to export to the European Union.

Training Programmes

Seminars and workshops on exporting to the European Union for exporters,

staff of intermediate organisations and commercial attachés.

APPROACH

CBI uses a programmatic approach, which allows for increased integration of the

different CBI services and enables CBI to better deliver and account for its result.

The programmatic approach is translated into integrated export value chain

programmes. CBI focuses on the part of the value chain that is involved with

export, which is generally defined as the part of the chain between the producing

exporter and the (EU/EFTA) buyer, extending to some extent beyond these key

actors. The integrated programmes are focused on the key actors of this part of the

value chain, which are exporters, importers, Business Support Organisations

(BSO) en governmental authorities.

EXPORT COACHING PROGRAMMES

Successful EU market entry with CBI’s Export Coaching Programmes

Are you an ambitious entrepreneur in a developing country with plan for exporting

to the EU? Then CBI's Export Coaching Programmes (ECP) is designed for you.

An ECP helps you to:

Adapt your company and products to EU market requirements and standards;

Become familiar with EU markets and business practice;

Develop an export marketing strategy;

Export to the EU market;

Consolidate your export position in the EU.

BSO DEVELOPMENT PROGRAMMES:

Are you planning to improve your service delivery to companies seeking to export

to the EU? Then the CBI’s BSO Development Modules are designed for you.

A BSOD Module will help your organisation to:

Improve or develop EU-specific services needed by your clients;

Re-engineer related work processes and service delivery modes;

Improve service delivery by enhancing staff competencies;

The CBI’s tailored modules will equip you with the knowledge and skills required

to increase the number and quality of your services

TRAINING PROGRAMMES - BSO

Are you a Business Support Organisation?

These training programmes are specifically designed to provide your organisation

the knowhow and skills for assistance to exporters in their effort to enter the

European market.

Please read the application criteria and cost of participation, before applying

for one of training programmes below

Export Marketing Training - Introduction (EMI)

Getting to know all the details of export marketing

Market information, European buying strategies, export networks and

opportunities. Exporters expect a wide range of knowledge from you. But

how do you keep your knowledge current and organise...

Market Intelligence

Develop your BSO's Market Information System

SOCIAL RESPONSIBILITY

Social responsibility (more commonly referred to CSR) is a leading principle for

the CBI. According to ISO 26000, social responsibility is the responsibility of an

organisation for the impacts of our decisions and activities on society and the

environment, through transparent and ethical behaviour. In the EU strategy 2011-

14 for Corporate Social Responsibility.

Environment policyWe commit ourselves to:

Grow with minimal impact on the environmentEstablish our organization as a responsible corporate citizen

Provide appropriate environmental education and training programs to

develop the knowledge and skills of Employees, Suppliers and Society

Carry out all activities of the organization in full compliance with applicable

statutory and regulatory requirements/laws

EVENTS:

1974 - President's Award for import Substitution

1979 - Setting up of full fledged bulk manafucturing facilities

1986/87 - QS 9000 UL

1995 - QS 9000 UL

1999 - QS 9000 UL

2001 - ISO 9002 BVQI

2002 - QS 9000 UL

2003 - ISO 9002 BVQI

Award for Exports

GM SPO finalises Long Term Contract with VESL

ZF Lemforder USA places order on VESL

Massive Expansion Programme Started

VESL wins contracts from FORD Europe on two major engine programs

Facility dedicated for international OEMs, at the Madras Export Processing Zone

AWARD AND REGOGNITION

1986, 1987 - award for export performance

2002 - award for export performance

Sept 2005 – award from cummins "best performer – new product

development"

Sept 2008 – unido award for waste elimination (3m competition - 2nd place)

Nov 2008 – unido award for quality improvement implementation (qc story

competition - 1st place)

RESEARCH AND DEVELOPMENT:The research and development centre of VESL was established in 1975 to develop

a range of dumpers&pully. The laboratory has been approved by the ministry of

motors and technology, government of India. The centre has been recognized for

conducting various research by academic institutions.

VESL is actively involved in setting up a full fledged research facility at Delhi to

develop the technology for the manufacture of a wide range ofdumpers&pully.

Extensive multicentrestrails are conducted in respect of all products in the clinic

are Indian medicine and modern medicine divisions. Only after the products are

proven, are they launched commercially.

CUSTOMERS:

There are many customrer in VESL some of them are :

1.general motors,

2.holden,

3.ford,

4.cummins international,

5.lemforder,

6.ashokleyland.

ADVANTAGES OF VIBROMECH:

Flexibility and openness

Knowledge sharing approach

Led by technocrats

Highly mature mechanical engineering skills

Access to top universities and technical institutions

Access to international technical experts in engine design and technology

TRAINING METHODS USING IN VESL ARE AS FOLLOWS:

Both on the job training &of the job training

Drawing reading.

Basics of dampers.

Environmental health & safety.

Time management.

Waste management.

Awareness on ts 16949:2009.

Awareness on iso 14001.

Audit preparation

Assembly process.

Grinding.

Painting.

TRAINING TO EMPLOYEES:

New employees and

Existing employees

TRAINING SESSION TO FRESHER:

Induction training (about vibromech)

Product knowledge

Process knowledge & 5’s

INSTITUTIONAL TRAINING PROCESS:

Mrs.subbulakshmi (hr manager) thought their carder importance to me. Hr

various process are as follows

PROCESS:

VESL following many process consistently. Some of them are

Daily process,

weekly process,

monthly process,

accident register,

audit

M.I.S:to calculate the attendance, their working hours and their day today

performance.

Chapter III

Review of literature

CHAPTER –III

REVIEW OF LITERATURE

INTRODUCTION:

A literature review can be just a simple summary of the sources, but it usually has an organizational pattern and combines both summary and synthesis. A summary is a recap of the important information of the source, but a synthesis is a re-organization, or a reshuffling, of that information. It might give a new interpretation of old material or combine new with old interpretations. It can be define as:

“The process of reading, analysing, evaluating, and summarizing scholarly materials about a specific topic.”

REVIEW ABOUT THE TRAINING & DEVELOPMENT:

Many authors and scholars were defined their views about topic

training and development in various periods are listed below:

How to Train Employees Effectively by Jennifer HudockEffective employee training tactics, no matter what type of business you run,

have the potential to improve employee/management relations, increase

productivity and performance, and provide employees with the valuable skills

needed to get the job done right.

Evaluate the Effectiveness of Training by Angie OneyTraining employees is time consuming and costly. When preparing for training,

develop tactics to ensure effectiveness throughout the training session. It is vital

that companies understand the impact that training has on actual work performance

Types of Training Evaluations by Kimberly Deas

Training evaluations gauge the effectiveness of a training program. An

American Society of Training and Development (ASTD) and Institute for

Corporate Productivity (i4cp) study revealed that the most common model

implemented by companies is the Kirkpatrick and Phillips model. This model

evaluates training programs based on five levels of evaluation.

Create an Effective Training By Jay Mills

Video can be a very effective method to use for training. Most people are

visual learners, and they will not be able to connect the dots until they see the

process laid out for them with their own two eyes. With the available technology

today, recording effective training videos can be done quickly and easily.

According to Michael S. Lane, Gerald L. Blakely( 1995)Management development programmes are increasingly being studied and

evaluated, regarding their efficiency and effectiveness. The results indicate that

management development programmes do not seem to differentiate between levels

of management.

According to Oladele Akin(1991):

Evaluation is increasingly being regarded as a powerful tool to enhance the

effectiveness of training. Three major approaches to training evaluation: quality

ascription, quality assessment and quality control are highlighted. In order to

enhance the effectiveness of training, evaluation should be integrated with

organizational life.

According to Phillip C. Wright,(1992)

Reports on a study of current and past training literature which suggests that,

to be effective and to isolate both training needs and those problems having other,

non-trainable solutions, training must be preceded by a needs analysis. Proposes a

needs assessment model to illustrate an optimum needs assessment process, and

compares this model with the Ontario Government's.

According to Farhad Analoui( 1995):

Traditionally, the effectiveness of the senior officials within the public

sector has been disproportionately associated with task instead of people-related

skills. Moreover, the above broad categories of managerial skills form a hierarchy

which suggests that the more senior positions which managers occupy, the greater

the need for people and self-development.

According to Partlow, (1990)The design of the training should be according tothe needs of the employees

Those organizations which develop a good training design according to the

need of the employees as well as to the organization always get good results.

According to Michael Armstrong,(2000).Thereare many factors which improves the work of theemployee such as

flexible scheduling, training etc.It is very necessary for the organization todesign

the training very carefully

According to Meister(2001)

As per the recent theories to access the knowledge is changing from

substantial in the traditional to deliver the knowledge for the virtual forms to use

the new meaning of information with electronic learning use. There is a survey

confirmation for using classroom to deliver the training would drop dramatically,

According to Andersson,Luo, (2002).A manager is that what the other members of the organization wants them to

be because it is a very popular trend of development training for the managers in

the training for the management

According to Kogan (03-Jan-2006)

The emphasis on structured learning from experience and critical reflection.

This practical and thoughtful approach provides an ideal guide for anyone who

takes responsibility for leading, managing, supervising or contributing to a project

in this area of work

According to Davenport (2006)

Some of the Training theories can be effective immediately on the future of

the skill and developments. The “content” and the “access” are the actual factors

for the process. It is a representation itself by the Access on main aspect what is

effective to the adopted practice in training development.

According to Miller and Desmarais (2007).

Usually the managers have the choice to select the best training and

development programme for their staff but they always have to bear in mind that

to increase their chances of achieve the target they must follow the five points

highlighted

Keller Williams Realty International(2007)

One of the benefits of training is the perceived organizational commitment

that is a direct result of the amount of money, time and energy the organization

puts back into the employee

According to Casse and Banahan (2009)

The different approaches to training and development need to be explored.

The current traditional training continuously facing the challenges in the selection

of the employees, in maintaining the uncertainty related to the purpose and in

introducing new tactics for the environment of work that advising on all the

problems, which reiterates the requirement for flexible approach.

According to DeCenzo & Robbins( 2007).

Training and organizational developments offers a variety of benefits as

increase in: profits (or cost reduction), innovation, customer satisfaction, service

and product quality, cost effectiveness, organizational flexibility, personal feelings

of effectiveness, and job, work and life satisfaction.

According to Casse and Banahan (2007),

The different approaches to training and development need to be explored. It

has come to their attention IT also provide a model which demonstrates the link

between training and development and business and HR strategy.

Effective Communication Skills for training by Helen Jody Lin

(2009)In the business industry, having effective communication skills with your

co-workers and upper management can help for your training. Within your own

personal relationships, lacking communication skills can lead to conflict between

you and your co-workers while training.

According to Ansar(2010).Training and development are important aspects when coping with changes

in technology and diversity within the company, and helps provide an opportunity

and broad structure for developing technical and behavioral skills while attaining

personal growth

According to Eddie Kilkelly(2011)

The generic training does not help employees to understand how projects

should be run within their specific organization; project-management skills are

context-specific and need to be assessed in relation to the project at hand; and HR

has much to offer project managers in helping to deliver project success through

people

According to KALAYARASE. B. PILLAI (MAY 2011 ),

The effective transfer of training depends a lot on the trainer because it is

the trainer only who can remove the mental block of trainee, motivate the trainee

to learn, delete the negative perception of the trainee regarding the training

The major competencies that are required to be present in a trainer are:

1. Presentation Skills

2.Business

3.Content Development

4.Self development

According to Chidambaram VIJAYABANU(27 December 2011)

Training is a tool to attain individual, organizational needs related to the

jobs undertaken and is also intended to improve the work culture of the group

involved in a group task. An ideal training programme can be expected to change

the attitude, skills and develop forward vision of the participants towards the task

According to paluma (Jun 2012 )

The objective of organizational development is to increase the long-term

health and performance of the company while inspiring the lives of its employees.

The emphasis is on organizational culture that influences the way people work, by

removing obstacles and increasing motivation, where there is culture of continual

improvement and part of everyday life. Training and organizational development

empowers individual employees and leaders, and aligns shared goals and

objectives.

By David trovey chief execuitives ( 8 June 2012)

Training and development is the field which is concerned with

organizational activity aimed at bettering the performance of individuals and

groups in organizational settings. It has been known by several names, including

human resource development, and learning and development

According to mishbeans, (Jul 2012)Training and Development helps in increasing the job knowledge and skills

of employee at eachlevel. It helps to expand the horizons of human intellect and an

overall personality of the employees.Training and Development importantly

increases the productivity of the employees that helps the organization..

According to Sapna Suri (September 5, 2012)

TRAINING AND DEVELOPMENT is a subsystem of an organization.It is

concerned with the structure and delivery of acquisition of knowledge to improve

the efficiency and effectiveness of organization. Therefore, training is a key to

optimizing utilization human intellectual technological and entrepreneurial skills.

Cedefop &- Seun Robert-Edomi (03 Dec 2012)

The company need to re-examine the assumption that the cost of training

older workers outweighs the benefits, on the grounds that their careers will be

shorter. In reality, benefits appear to be lower only where employers do not

sufficiently adapt the training to the older worker's learning preferences.

Strategic Alignment Model Helps Determine Sales Training

Investments by Martyn Lewis ( Monday, December 10, 2012 )

There is a continual need to defend sales training investments since the

return from such investments is frequently hard to quantify and often

disappointing.

When Developing Leaders, Don’t Blame Training! by Larry Peters, Gregory K. Stephens, John Baum (Monday, December 10, 2012)

Training solutions are almost the default option to meeting capability gaps.

Hire someone; train him. Create new positions; train the new job incumbents. Roll

out a major change effort requiring new capabilities; train everyone in the new

capabilities.

According to K. Ashwathappa

An employee will become more efficient and productive if he is trained

well. Would have to synergize all its resources which includes the human

resources (HR) and their training and development structure that can work well

and blend together. Aims to determine perceptions on the training and

development function in Middle East organizations.

According to David Turner

Redundancy is unpalatable at the best of times and managing the process is

never going to be easy. However, the L&D department has a critical role to play in

mitigating the long-term negative effects through timely intervention, excellent

communication, compassion, and appropriate support and assistance.

According to Frank Widman

To control the complexity of this interaction, while navigating the project

towards a successful outcome is the bedrock of successful project management.

One of the most successful approaches to create effective project managers is

blended learning.

Dr Vivien Martin (Author)

Managing Projects in Human Resources, Training and Development is an

essential for both operational staff and senior human resource managers requiring

information and guidance on all aspects of project management. Working through

a framework of techniques and processes provides the practical tools and

approaches required for successful project management.

According to C.S. Lewis

Developing an effective project team with a good leader has many benefits for an

organisation, even after the original objectives have been achieved

According to Leslie GearyThe training needs four effective factors are Motivation., Reinforcement.,

Retention., transference for the betterment of organisation

According to Lisa Bono

Like a door, the mind has to be opened before any new information can

enter. The key to getting it open, say our experts, is relevance.orgainsational

trainees will more readily accept information about their department, their

equipment, their work process, and all of it discussed using their names. It pays to

refer to all these familiarities early and often.

According to Marrion bashistraOne tool for keeping that mental door open is the possibility of achievement.

Turn your training session into a contest trainees can win. Issue small prizes or

even call for applause for correct answers and you’ve moved the needle on

reinforcement. Quizzes are a more formal way to do the same.

According to Tom Gardner

This is educator-speak for putting new skills right to work, back on the job.

Transference is enhanced by the immediate use of new skills … something you

might want to arrange with area supervisors. Having them see what’s been learned

in action will also make it more likely that the skills will be reinforced by these

bosses.

According to David Rosen

Training is of little use if the information is forgotten. Make it more

memorable by letting trainees try their new skills, either individually or through a

surrogate chosen from the group. Other interactions, such as encouraging

questions, increase engagement, too, as does providing handouts and other

takeaways.

According to Dr. D. Y. Patil

Training includes interactive exercises, quizzes, completion certificates,

sign-in sheets, evaluation forms, and training records. In short, everything you

need to motivate, reinforce, retain, and transfer new knowledge, and document that

you did.

According to Donna Heeter

Training initiatives and programs have become a priority for Human

Resources. As business markets change due to an increase in technology

initiatives, companies need to spend more time and money on training employees.

In today’s business climate employee development is critical to corporate success

and organizations are investing more in their employees training and development

needs.

.According to Mike AndersonThe emphasis and value an organization places on how much and the quality

of training it gives its people is the most important factor in regards to

organizational training.

According to Ms. Shilpa Mukund Patil

To develop the appropriate training program in an organization that includes

training needs assessment; creation of training materials; the training medium

(internal, external); the implementation, and an evaluation plan to determine the

effectiveness of the training

According to Raja Abdul Ghafoor Khan, Furqan Ahmed KhanTraining and Development, On the Job Training, Training Design and Delivery

style are four of the most important aspects in organizational development

Chapter IVANALYSIS &

INTERPRETATION

CHAPTER - IV

ANALYSIS AND INTERPRETATION

The data after collection has to be analyzed and in accordance with the

outline laid down for the purpose at the time developing the research plan. This is

essential for a study and for that we have all relevant data for making

contemplating comparison analysis. After the analysis is made, the result is the

finding which helps to solve the research problem. The primary data collected and

with the help of secondary information, the following analysis was made with the

help of statistical tools.

Tabulation:

The purpose of table is top simplify, the presentation and to facilitate comparison.

Brining related item if information closes together facilities comparison. A table is

a systematic arrangement, whereas columns are vertical once.

Meaning of diagrams and graphs:

Pictorial presentation helps in proper understanding of the data as it gives an

interesting form to it. They are attractive to the eyes. Figures are dry but diagrams

create greater interest than cold figures.

Since, diagram have attraction value, they are very popular in exhibition. Fairs,

conference, board meeting and public functions they have a greater memories

effect.

4.1 TABLE SHOWING VARIANCE OF AGE

CRITERIA NO OF RESPONDENT

% OF RESPONDENT

20-25 18 30%25-35 19 32%35-45 20 33%45-55 3 5%TOTAL 60 100

INFERENCE:

The above table indicates that among 60 sample respondents 30% of the

respondents are lying between age 20-25 and the 32% of the respondents are lying

between age 25-35 and the 33% of the respondent are lying between age 35-45 and

the remaining 5% lying between age 45-55 in VESL.

4.1 CHART SHOWING VARIANCE OF AGE

20-25 25-35 35-45 45-550%

5%

10%

15%

20%

25%

30%

35%30%

32% 33%

5%

variance of age

% OF RESPONDENT

age group

% O

F R

ESPO

ND

ENT

4.2 Table showing the classification of gender

Criteria No of respondent % of respondentmale 48 80female 12 20TOTAL 60 100

INFERENCE:

The above table indicates that among 60 sample respondents 80% of

the respondents are male and the remaining 20% of the respondents are

female in VES L.

4.2 CHART SHOWING THE CLASSIFICATION OF

GENDER

80%

20%

malefemale

CLASSIFICATION OF GENDER

4.3 TABLE SHOWING EDUCATIONAL QUALIFICATION OF EMPLOYEES

CRITERIA NO OF RESPONDENT

% OF RESPONDENT

BELOW 12th 24 40UG 31 52

PG 5 8

PROFESSIONAL COURCES

0 0

TOTAL 60 100

INFERENCE:

From the above table depicts that nearly 40% of the employees are below 12 th,52

% of them are UG holders and 8% of the employees are PG holder in VESL.

4.3 CHART SHOWING EDUCATIONAL QUALIFICATION OF EMPLOYEES

BELOW 12

th UG PG

PROFESS

IONAL

COURCES

0%

10%

20%

30%

40%

50%

60%40%

52%

8%

0%

EDUCATIONAL QUALIFICATION

% OF RESPONDENT

educational qualification

% o

f re

spon

dent

4.4 TABLE SHOWING THE TRAINING

REQUIREMENTS

OPINION NO OF

RESPONDENTS

% OF

RESPONDENTS

Yes 56 93

To some extent 3 5

Not required 1 2

TOTAL 60 100

INFERENCE:

From the above table represents that out of the 60 respondents 93% of the

respondents agree training is required, 5% of the respondents agree that to some

extent and remaining 2% of the respondents think that training is not required.

4.3 CHART SHOWING THE TRAINING REQUIREMENTS

93

5 2

TRAINING REQUIREMENT

YesTo some extentNot required

4.5 TABLE SHOWING THE OPINION ABOUT THE

TRAINING NEEDS

OPINION NO OF

RESPONDENTS

% OF

RESPONDENTS

To improve employees

knowledge

11 18

To aware about the

practices in the company

16 27

To learn technical skill 20 33

better use of resources 13 22

TOTAL 60 100

INFERENCE:

The above table shows the about training needs that 33% of the employees say to

learn technical skill,18% of the employees say to improve employees

knowledge ,22% of employees says for better use of resources and remaining 27%

of the employees say to make employee aware about the practices in the company.

4.5 CHART SHOWING THE OPINION ABOUT THE

TRAINING NEEDS

To im

prov

e emplo

yees

know

ledge

To aw

are a

bout

the pr

actic

es in

the c

ompa

ny

To le

arn t

echn

ical s

kill

bette

r use

of re

sour

ces

0%5%

10%15%20%25%30%35%

18%

27%33%

22%

OPINION ABOUT TRAINING NEEDS

% OF RESPONDENTS

opinion about training needs

% o

f re

spon

dent

4.6 TABLE SHOWING EFFECTIVE TRAINING PROMOTES

TEAM SPIRIT

OPINION NO OF

RESPONDENTS

% OF

RESPONDENTSLarger extent 40 67

Some extent 15 25

Not at all 5 8

TOTAL 60 100

INFERENCE:

The above table shows that 67% of the employees agrees training promotes team

spirit to large extent, 25% of the employees to small extent and remaining 8%

employees not at all agree this opinion.

4.6 CHART SHOWING EFFECTIVE TRAINING

PROMOTES TEAM SPIRIT

67%

25%

8%

Larger extent Some extent Not at all

EFFECTIVE TRAINING PROMOTE TEAM SPIRIT

4.7 TABLE SHOWING CHANGES AFTER TRAINING PROGRAMME

Opinion No of respondent % of respondentIncrease in confident level

16 26

Fluency in English 10 17Come out of shy 9 15Giving quality product

10 17

Achieving targets 15 25TOTAL 60 100

INFERENCE:

The above table reveals that from 60 respondent 26% employees are found changes in increases of confident level,25% of employees are found that achieving targets,17% of employees are found that fluency in English, other 17% of employees found that giving quality product and remaining 15% of employees found that come out of shy.

4.7 CHART SHOWING CHANGES AFTER TRAINING PROGRAMME

26%

17%

15%

17%

25%

CHANGES AFTER TRAINING PROGRAMME

Increase in confident levelFluency in EnglishCome out of shyGiving quality productAchieving targets

4.8 TABLE SHOWING THE OPINION ABOUT THE

TRAINING PROGRAMME

OPINION NO OF

RESPONDENTS

% OF

RESPONDENTSInteractive 17 28

Interesting 15 25

Job – oriented 6 10

demonstration 5 9

Conference session 17 28

TOTAL 60 100

INFERENCE:

The above table shows that 28% of the employees suggest the training programme

should be interactive, 10% of employees suggest it should be job – oriented ,25%

of employees suggest it should be interesting,28% of employees suggest that it

should have conference session and remaining 9% of employees suggest it should

be demonstrative.

4.8 CHART SHOWING THE OPINION ABOUT

THE TRAINING PROGRAMME

28%

25%10%

9%

28%

Interactive Interesting Job – oriented demonstration Conference session

THE OPINION ABOUT THE TRAINING PROGRAMME

CHI-SQUARE TEST:

It is an important non-parametric test and such as no rigid assumptions are

necessary in respect of the type of the population. Pearson has shown that chi-

square is useful for the comparison of observed frequencies with theoretical

frequencies and to draw decision whether there is any significant difference

between the two sets.

Definition:

The Χ2 test (pronounced as chi-square test) is one of the simplest

and most widely used non-parametric test in statistical work. the symbol

Χ2 is the geek letter chi. The Χ2 test was first used by karlpearsons. In

the year 1900. The quantity Χ2 describes the magnitude of the

discrepancy between theory and observation. It is defined as:

χ2 =Σ (O-E) 2/ E]

O=observed frequency, E=expected frequency i.e. (E=RT*CT/N)

Degrees of freedom:

By degree of freedom we mean the number of classes to which the

values can be assigned arbitrarily or at will without violating the

restrictions or limitation placed.

Degrees of freedom =(c-1)*(r-1)

C=number of column & R=number of rows

Uses of χ2:

χ2 test as a test of independence.

χ2 test as a test of goodness of fit.

χ2test as a test of homogeneity.

Limitation:

frequencies of non-occurrence should not be omitted for

binominal or multinal events.

`the formula presented for χ2 statistics is in terms of

frequencies.

Hence an attempt should not be made to compute on the basis of

proportion to other derived measures.

The formula presented id not appropriate for cases in which repeated

measurement on the same or matched group are represented in one table.

4.9 Table showing the satisfaction of present training programme

and handling of training session in an organisation

Sources Company faculty

and technical

experts

Consultant

And Academician

total

Highly satisfied 8 3 11

Satisfied 25 15 40

Dissatisfied 3 3 6

Highly

dissatisfied

0 3 3

total 36 24 60

Null hypothesis:

There is no significant different between the satisfaction of present

training programme and handling of training session in the organisation.

Alternative hypothesis:

There is a significant different between the satisfaction of present


O E (O-E)2 (O-E)2/E8 6.6 5.2 0.29725 2.4 1 0.0423 3.6 0.36 0.10 1.8 3.24 1.83 4.4 1.96 0.44515 16 1 0.0633 2.4 0.36 0.153 1.2 3.24 2.7

Total 5.597

DEGREES OF FREEDOM:

= (r-1) (c-1)

= (4-1) (2-1)

=3×1=3

Table value of χ2 for 3 degree of at 5% level = 7.81

Calculated value =5.597

Interpretation:

Since the calculated value (5.597) is lesser than the table value (7.81) the null

hypothesis is accepted and the alternative hypothesis is rejected.

So, There is no significant different between the satisfaction of present


4.10 Table showing the attending of training programme and level

of satisfaction of various types of training programme conducted in

the organisation.

Sources Excellent

and Good

Satisfactory

and Poor

total

Behavioral

science

4 3 7

Technical

program

16 4 20

Industrial

training

programme

9 3 12

Seminars by

experts

6 4 10

Commercial by

profession

6 5 11

total 41 19 60

Null hypothesis:

There is no significant different between the attending of training

programme and level of satisfaction of various types of training

programme conducted in the organisation.


There is a significant different between the attending of training



o E (O-E) (O-E)2/E

4 4.78 0.78 0.127316 13.67 2.38 0.39719 8.2 0.79 0.07616 6.83 0.83 0.10096 7.52 1.52 0.30723 2.21 0.78 0.27414 6.33 2.33 0.85763 3.8 0.8 0.1684

4 3.17 0.83 0.21735 3.48 1.52 0.6639

Total 3.1899

DEGREES OF FREEDOM:

= (r-1) (c-1)

= (5-1) (2-1)

=4×1=4



Interpretation:

Since the calculated value (3.1899) is lesser than the table value (9.49) the

null hypothesis is accepted and the alternative hypothesis is rejected.

So, there is no significant different between the attending of

training programme and level of satisfaction of various types of training


4.11 Table showing the methods of training and the level of

satisfaction in the present training programme in the organisation.

Sources Highly

satisfied

satisfied dissatisfied Highly

dissatisfied

total

On the

job

5 20 4 4 33

Off he job 7 18 2 0 27total 12 38 6 4 60Null hypothesis:

There is no significant different between the methods of training

and the level of satisfaction in the present training programme in the

organisation.


There is a significant different between the methods of training

and the level of satisfaction in the present training programme in the

organisation.

DEGREES OF FREEDOM:

= (r-1) (c-1)

= (2-1) (4-1)

=1×3 =3


Calculated value = 5.7527

Interpretation:

O E (O-E)2 (O-E)2/E5 6.6 2.56 0.38797 5.4 2.56 0.474120 20.9 0.81 0.038818 14.4 12.96 0.94 3.3 0.49 0.14852 2.7 0.49 0.18154 2.2 3.24 1.47270 1.8 3.24 1.8

Total 5.7527

Since the calculated value (5.7527)is lesser than the table value (7.81) the null


So, there is no significant different between the methods of training and level of

satisfaction in the present training programme.

4.12 Table showing the age and frequency of personality

programme and career growth pregramme are conducted in the

organisation

sources 3 months once

and 6 months

once

Yearly once

and 2 years

once

total

15-25 11 7 18

25-35 14 5 19*

35-45 14 6 20

45-55 1 2 3

total 40 20 60

Null hypothesis:

There is no significant different between the age and frequency of

personality programme and career growth pregramme are conducted in

the organisation


There is a significant different between the age and frequency of


the organisation

O E O-E O-E)2/211 12 0.0083

14 12.67 0.1396

14 13.33 0.0337

1 2 0.5

7 6 0.1667

5 6.33 0.2794

6 6.67 2.9942

2 1 1

Total 5.1219

DEGREES OF FREEDOM:

= (r-1) (c-1)

= (4-1) (2-1)

=3×1 =3



Interpretation:

Since the calculated value (5.1219)is lesser than the table value (7.81) the null


So, there is no significant different between the age and frequency of


the organisation.

VARIANCE ANALYSIS

Introduction:

The F-test (variance analysis) is named in honour of the great statistician

R.A.Fisher. The object of the f-test is to find ot whether the two independent

estimates of population variance differ significantly, or whether the two samples

may be regarded as drawn from the normal populations having the same variance.

Assumption of F-test:

Normality.

Homogeneity.

Independence of error.

Technique of variance analysis:

One-way analysis.

Two-way analysis.

One-way analysis:

In one way classification the data are classified according to only one criterion.

Two-way analysis:

In a two-way classification the data are classified according to two

different criteria or factors. In a two-way classification the analysis of

variance table takes the following form:

Sources of

variance

Sum of

squares

Degree of

freedom

Mean sum of square Ratio of

“F”Between

samples

SSC (c-1) MSC= SSC/(c-1) MSC/MSE

Between rows SSR (r-1) MSR= SSR/(r-1) MSR/MSE

Residual of

errors

SSE (c-1) (r-1) MSE= SSE/(c-1) (r-1)

total SST n-1

SSC=Sum of square between columns

SSR=sum of square between rows

SSE=sum of square due to error

SST= total sum of squares

The F values are calculated as follows:

F (v1, v2) =MSC/MSE

Where v1=(r-1) and v2=(c-1)(r-1)

4.13 Table showing the variance in different age group and

variance among training methods in the organization.

sources

(Age/training methods)

On the job Off the job Total

15-25 10 8 1825-35 12 7 1935-45 10 10 2045-55 1 2 30

Null hypothesis:

a) There is no variance among different training method.

b) There is no variance in different age groups of employees.


a) There is a variance among different training methods.

b) There is a variance in different age groups of employees.

Analysis of variance

Sources of

variance

Sum of

squares

Degrees of

freedom

Mean sum of

squares

Variance ratio

Between

column

Ssc=4.5 (c-1)=3 MSC=SSC/3

=4.5/3=1.5

F1=1.5/3.5=0.43

Between rows Ssr=97 (r-1)=1 MSR=SSR/1

=97/1=97

F2=97/3.5=27.7

Residual of

errors

Sse=10.5 3 1=3 MSE=SSE/3

=10.5/3=3.5

total Sst=1.12 (n-1)=7

THE TEST STATISTICS

FC = MSC/MSE=31.17/12.11=0.43

Fr=MSR/MSE = 15.5/12.11 = 27.7

DEGREES OF FREEDOM:

Degrees of freedom for column v1= 3, v2=3 = 9.28

Degrees of freedom for rows v1=1, v2=3 =10.1

Inference:

a) By analysing variance in different training method. Since, the

calculated value (0.43) is lesser than the table value (9.28) the null

hypothesis is accepted. Hence there is no variance in conducting

development different methods of training.

b) By analysis variance in different age groups. Since the calculated

value (27.7) is greater than the table value (10.13) the null

hypothesis is rejected and the alternative hypothesis is accepted.

Hence there is a variation in giving training to different age groups

of employees.

4.14 Table showing the variance between the designation

and variance between trainers performance

sources Mangers Asst.manager superior subordinate

Strongly

agree

9 16 3 1

Agree 5 8 3 3Disagree 3 2 4 1Strongly

disagree

0 2 0 0

Null hypothesis:

a) There is no variance in various designations in the organization.

b) There is no variance in performance of trainer towards employees.


a) There is a variance in various designation in the organisation.

b) There is variance in performance of trainer towards employees.

Analysis of variance

Sources

of

Sum of Degree of Mean sum of Variance ratio

variance square freedom squareBetween

column

SSC=74.5 (c-1)=3 MSC=SSC/3

=74.5/3=24.83

F1=24.83/9.67=2.57

Between

rows

SCR=101.5 (r-1)=3 MSR=SCR/3

=101.5/3=33.83

F2=33.83/9.67=3.50

Residual of

error

SSE=87 3×3=9 MSE=SSE/9

=87/9=9.67

Total SST=263 (n-1)=15

THE TEST STATISTICS:

FC = MSC/MSE=24.83/9.67=2.57

Fr=MSR/MSE = 33.83/9.67=3.50

DEGREES OF FREEDOM:

Degrees of freedom for column v1=3 v2=9 = 3.86

Degrees of freedom for rows v1=3 v2=9 =3.86

Inference:

a) By analysing variance in various designation. Since the

calculated value (2.57) is lesser than the table value (3.86) the

null hypothesis is accepted. Hence there is no variance in various

designation in the organisation in their training performance.b) By analysing variance in performance of trainer. Since the

calculated value (3.50) is lesser than the table value (3.86) the

null hypothesis is accepted. Hence there is no variance in

performance of trainers towards various designated employees.

Chapter V

Finding suggestion and conclusion

CHAPTER V

FINDINGS AND SUGGESTION

The study focused on the training and development in VESL. The

finding has been classified into general and specific finding from the

various analysis that had been carried out:

General findings:

There are more male employees working in the organization.

As per the table 52% of the employees are under graduate in the

organisation.

Majority of the employees were satisfied with the present training

program.

As per the table 33% of employees needs training in

technical skills.

28% employees says that the training programme should

have interactive and the conference session.

It is found that 33% of employees have attended technical

programme.

Majority of the employees agree that they have the

necessity of training in decision making.

Majority of the employees say that certainly the training helps to

meet competition at global level.

Specific findings:

By carrying out χ2 (chi-square) analysis and variance analysis the following

information was made:

There is no significant different between the satisfaction of present

training programme and handling of training session in the

organisation.

There is no significant different between the attending of training



There is no significant different between the methods of training and the level of satisfaction in the present training programme in the organisation

There is no significant different between the age and frequency of

personality programme and career growth programme are

conducted in the organisation

a) there is no variance in conducting different methods of training.

b) there is a vaiation in giving training to different age groups of employees.

a) There is no variance in various designation in the organisation in their

training performance.

b)There is no variance in performance of trainers towards various

designated employees.

SUGGESTION:

The company should conduct training programs at regular intervals,

which helps the employees to enhance their knowledge for their current jobs.

The training session should be made more interactive and

participative so that trainees and trainer are in constant interaction

Training programme only on accomplishing the organisational goal

alone, it can try to accomplish the personal goals of the employees.

The company should design the training program based on the current

requirement, which includes development of technical skills,

personality development, computer knowledge etc.

the company can allow employee to attend seminars by experts. The company can improve internal and external training method.

CONCLUSIONS:

The study about the training and development in VESL was very interesting and informative both for the researcher as well as the company. The training and development in the company is really good and majority of the executives are satisfied with their program.

On a whole the training facility provided by the organization is

at satisfactory level, if it is going to be improved in a little more level, the overall

performance of the organization can be enhanced to a greater extent.

BIBLIOGRAPHY

1. Human Resources management (HRM):

Authors book publication yearJayasankar HRM Margam

publication2000

L.M.Prasad HRM Sultan and chand

2011

C.B.Guptha HRM Sultan and chand

2011

Kalayarase. B. Pillai

banking & insurance Margam publication

2007

2. Training and development:

Author book publication yearRaymond A noe Employee training and

development Sultan and chand2012

R.K.Sahu Training for development Margam publication 2000

3. Statistics:

Authors Book publication yearVital Quantitative techniques Margam publication 2004S.P.Guptha Statistical methods Sultan and chand 2004

4.Websites:

www.vibromech.com www.trainingmag.com www.trainingreference.co.uk/news/news_studies.htm www.learningtransfer2012.com www.h.r.m review training www.iupindia.orgn www.cochrane.org www.businessdictionary.com

5. Journals:

HRM review

Industrial relation- Feb 2010-vol-6. Innovative HRM- March 2009-vol-11. Post-separation HR- Jan 2009-vol-12. Succession planning - June 2008-vol-2. Organisational change- May 2008-vol-9 Corporate social responsibility- Jan 2008.

http://www.learningtransfer2012.com/

ANNEXURE

QESTIONNAIRE

I am k.divya doing M.com in SDNB Vaishnav College for women. I am undertaking the project study in your organization. I request you to kindly cooperate in answering the questionnaire.

PERSONAL DETAILS:

1. Name :2. Age : a) 20-25 b)2 5-35 c)35-45 d)45-553. Gender: a) Male b)Female4. Qualification :

a) Below 12th b) UG c) PG d) Professional courses

5. Designation:

a) Manager b) asst. manager c) supervisor d) subordinate

6. Do you think training is required?

a) Yes b) To some extent c) Not required

7. What kind of training method you prefer?

a) On the job training b) Off the job training

8. Are you satisfied with the present training program?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

9. State your opinion about the training needs?

a) To improve employees knowledge for better prospectus

b) To make employees aware about the practices in the company

c) To learn technical skill

d) Better use of resources

10. What are the things that can be added to improve the present training

programme?

a) Interactive sessions can be addedb) Lecture kind of training can be addedc) Aptitude or attitude can be addedd) Studding material can be addede) Improvement of communication skills can be added

11. To what extent, are the training programs effective in promoting team spirit among the employees?

a) Larger extent b) Some extent c) Not at all

12. What kind of change you find in yourself after training programme is conducted?

a) Increase in confidence level b) Fluency in English c) Came out of shell

d) Giving quality product e) Achieving targets

13. Does the organization provide stipend during training programme?

a) Yes b) No

14. According to you how training programme should be?

a) Interactive b) Interesting c) Job oriented d) demonstration

e) conference session

15. Do you agree that the trainer should have a good approach towards you?

a) Strongly agree c) Disagree b) Agree d) strongly disagree

16. How often personality development programme and the career growth programme are conducted?

a) 3 months once b) 6 months once c) Yearly once d) Two years once

17. What is the impact of training in your organization?

a) Improvement in technical skill b) Help to achieve targets c) Minimizing of errors in your work d) Improve interpersonal behavior

18. Who handles the training session?

a) Company faculty b) Technical experts c) Consultants d) Academicians

19. Do you have separate training and development department?

a) Yes b) No

20. What are the training programs have you attended?

a) Behavioral science program b) Technical program c) Industrial training programd) Seminars by experts e) Conference by professionals

21. To whom the training programs will be provided?

a) The new employees b) The existing employees c) Both

22. Is the training programs you have attended had helped you in your personal growth?

a) Agree b) Strongly agree c) Disagree e) strongly disagree

23. What is your level of satisfaction about various type of training programme conducted in your organization?

a) Excellent b) Good c) Satisfactory d) Poor

24. In these, any reading material provided by the organization regarding training programmer?

a) Yes b) No

25. State the areas in which you need training to enhance your overall performance in present job?

a) Computer application b) Effective utilization of resource c) Human relations

d) Stress management

26. Do you Feel the necessity of training program on decision – making?

a) Yes b) No

27. Does the training prepare you to meet the competition at global level?

a) Definitely b) To some extent c) No

28. In your opinion what would the best way to find the effectiveness of the training program?

a) Oral feedback b) Written feedback c) Evaluation from superiors

d) Observation of co-workers

29. Do you think follow up is essential for trained person?

a) Yes b) No

30. Which type of training method do you prefer?

a) External b) Internal c) Both

A study on training and development by divya kanniappan

Documents

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