Cel Training Final

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Study Of Training &Development

AT

CENTRAL ELECTRONICS LTD.

SUMMER TRAINING PROJECT REPORTSUBMITTED TOWARDS PARTIAL

FULFILLMENT

OF

MASTER OF BUSINESS ADMINISTRATION(Affiliated to U.P. Technical University,

Lucknow)

Academic Session[2008-10]

Submitted by:MANOJ KUMAR

MBA III Sem.

Under the Guidance of:

External Supervisor: Internal SupervisorMr. M.D. Mishra(Chief Manager, S.P.D.)

Mr. Puneet SalujaFaculty


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BHAGWANT INSTITUTE OF TECHNOLOGY, BIJNORE

(MUZAFFARNAGAR)


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CANDIDATE DECLARATION

I do hereby declare that the piece of dissertation report entitled TRANING

AND DEVLOPMENT has been prepared by me under the guidance and

supervision of Mr. Puneet Saluja (Lecturer) as a part fulfillment for the

requirement of the degree in Masters of Business Administration under U.P.

Technical University during the session 2008-10.

To the best of my knowledge & belief, this is my own work and has not been

submitted anywhere earlier for any other degree.

Manoj Kumar

MBA III Sem.


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ACKNOWLEDGEMENT

I am deeply indebted to the professionals of C.E.L. for giving me their valuable time in

responding against my queries and putting forward their rich critics and suggestion.

I ultimately thankMr. Y.K TYAGI (Chief Manager, S.P.D.) and Mr.Subhash

Suberwal (Personal Manager) of M/s C.E.L., who were kind enough for their guidance

and encouragement, it would not have been, it would not have been possible in complete

the project with out the co-operation of the workers and all the staff personnel at M/s

CEL.

I am extremely grateful to Mr. Puneet Saluja (Lecturer, HR) for being the constant

source of guidance and inspiration and providing me an opportunity to undertake training.

The wholehearted guidance and unfailing inspiration of my guide made this work

possible which at the commencement seemed to be beyond my capabilities.

In the end I will not be doing justice if I fail to mention all my friend and colleagues who

have helped me the completion of my study.

Manoj KumarMBA


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CONTENTS

Chapter 1. Executive Summary 1

Chapter 2. CEL (An Overview) 3-8

An overview of CEL

Organizational Structure

Chapter 3. Training & Development (A Study) 9-20

Means of Training And Development

Changing Trends in Training And Development

Chapter 4 Prevailing Practices of Training and Development 21-26

Program in CEL 22-23

Objective of training and development in CEL

Training Procedure at CEL

Chapter 5. Objective of the Study 24

Chapter 6. Methodology 28-30

Design of Questionnaire

Findings

Assumptions

Chapter 7. Analysis 37-80

Comparative Analysis

Observations

Chapter 8. Conclusions 82Chapter 9 Limitations 84

Chapter 10. Suggestions 86

Chapter 11 Bibliography 90

Chapter 12 Questionnare 92


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EXECUTIVE SUMMARY

Objective : To establish relationship between the effective training

policies and effective training programs.

Methodology Data

Collections : The data were collected through primary and

secondary sources.

Primary Sources : Collected information from executives conduct a

survey amongst 86 employees of M/s CEL to get the

information out of total strength 684.

Secondary Sources : Manual and printed booklets provided by PAD

Department.

Sample Size : Sample size was drawn on the basis of random sample

Method with 10% base. The further breakup of this

sample size was again drawn on the same base of

random sampling. Analysis among executives and non

executives cadre of M/s CEL.

Executive - 36

Non-Executive - 50

Total Sample Size - 86

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COMPANY PROFILE

Central Electronics Ltd. (CEL) is a Central

government public sector company and was

established in June 1974. CEL's main works is

located on a fifty acre plot in the industrial area of

Sahibabad (UP) about 20 km from New Delhi. The

main operations of the company are divided in to

three business groups.

Solar photo-voltaic group

Systems group

Component s group

CEL has built up a track record of successfully converting scientific principles into

industrial technologies. This has been achieved through in-house research and

development (R&D) efforts and in collaboration with other national/international research

institutions. The company has successfully met challenges of offering most advanced

technologies / product to meet identified national requirements. CEL s operation includes

turnkey installations in each of its product areas.

QUALITY POLICY

CEL is committed to strive for the leaderShip in its products market by way ofcontinuous improvement in the quality of itsproduct and services arid meeting the

customers need in time and every time at competitive price. This shall he achieved

through continuous up-gradation of technology and process improvement by involving all

the employees, vendors, dealers and customers.

Enhancement in

Customers satisfaction

Continues improvement

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WORLD CLASS ELECTRONIC COMPONENTS

PROFESSIONAL FERRITES

CEL manufactures soft ferrites for communication, defense and Consumer / Industrial

Electronic Industries.

CELs new range of high permeability ferrite components for Digital Switching

Equipment for the telecom requirement and high frequency microwave ferrites developed

for VHF/UHF communication sets and defense radar requirement reflect our expanding

product range. A whole new range of ferrite components, ferrites for switch mode power

supply, electronic ballast etc. form a part of CEL s expansion plans.

ELECTRONIC CERAMICS

A variety of Piezo-ceramic materials based on Lead Zirconate Titanate composition have

been standardized for low power as well as high power applications. These materials can

be tailor-made to various shapes and sizes.

To meet customer requirement, CELs capability in the area of High Alumina isplanned

tobe exploited to meet potential large volume requirements of substrates, bearing, bullet-

proofing etc.

MICROWAVE ELECTRONICS

CEL has the capability and infrastructure for the design and manufacture of Microwave

ferrite phase shifters or phase control modules for use in the phased array radars a

capability possessed by very few in the world.

In addition, CEL has also the Software & Hardware capability to design / manufacture ,

phase frequency correlators, Antennas.

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RESEARCH & DEVELOPMENT

The commercial operation of the company are largely based on Technology / know-how

developed through in house or collaborative R&D. Thus, there exists a long standing

R&D activity side by side with the commercial performance of the company in each of

its operational areas.

There is core-group of R&D personnel in each business groups and also at corporate

level. Scientists & Engineers in these groups continuously strive to develop new

technologies & products, improve production yields and productivity thus contributing to

the companys goal of achieving excellence.

The R&D groups maintain close, collaborative links with other R&D institutions both in

India & abroad. The department of Scientific & Industrial research of the government of

India recognizes CELs in-house R&D.

CONSULTANCY & SERVICES DIVISION

As a result of two decades of operation in its area, CEL now has highly qualified scientist

and engineers with expertise in design, development, manufacture and actual field

experience in areas such as SPV power plants, material sciences, ferrites, ceramics and

electronic systems.

Since CEL is actively involved in R&D works, solutions to specific problems can be

provided through the consultancy & services division.

MARKETING TRUST

The company has put in place modern marketing practices, which

center around feed back analysis of product performance customer's

attitude and post purchase satisfaction level. The ultimate marketing

success rate has registered improved visibility of the company amongst

identified target groups.

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PERFORMANCE DURING THE FINANCIAL YEAR 2004-05

CEL achieved production of Rs. 83.78 crores and sales of Rs.97.78

crores as against the last year production of Rs.65.24 crores and sales of

s. 6178 crores. Thus, increase of 28.47% inproduction and 45.47% in

ales.

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ORGANIZATIONAL STRUCTURE

The organization chart of the company indicating the responsibilities, authority and inter

relation of all personal, who manage, perform and verify work effecting quality is shown

in the organization chart as below:

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TRAINING & DEVELOPMENT (A STUDY)

Every organization needs to have well trained & experience people to perform the activity

that have to be done. If current or potential job occupants can need this requirement,

training is not important. When this is not the case, it is necessary to raise the skill levels

& increase the versatility & adaptability of employees.

As jobs have become more complex, the importance of employee training has increased.

When job were simple, easy to learn, influenced to only a small degree by technological

changes. There was little need for employees to upgrade or to alter skills, but rapid

changes taking place during the last quarter century in our highly sophisticated and

complex society have created increased pressure on the organization to readapt the

products and services produced. The manner in which the products and services are

produced and offered the types of job required and the types of kill necessary to complete

these jobs.

TRAINING

Management training in its several underlying philosophies, its specific conceptualization

and its concrete techniques- is a human learning process. Yet almost without exception

there has been remarkably little reliance in the development and implementation of

management training on those vast and relevant body of research literature.

By Goldstein and sorchar (1972,P 32)

Work Horses:

Highly Competent

Stars:

Highly Potential, working with full capabilities

Dead Wood:

Unsatisfactory, Unsuitable, Incompetent

Problem Children:

Potential/capability but Under utilized

Classification of employees for Training; By Dr. George S. Odiome

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Training and development viewed as a four phase process to facilitate learning in

organizations.

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Categories of data in the learningsituation:The learning EnvironmentThe role of the trainee/teacherThe characteristics of the learnerBasic process in the human learning activityReinforcement and punishment

Retention and transfer of learningPractices

Diagnosis of theLearning

Situations

Design of theappropriate

Learning Strategy

Implementation ofLearning Strategy

Evaluation andPossible Re-

design of theLearning Strategy


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DEVELOPMENT

In Duckers view management and manager development deal with the skill people need.

They deal with the structure of jobs and of management relations. They deal with what an

employee need to learn to make his skills affective. They should concern themselves with

changes in behavior likely to make a man more effective. it is rio longer necessary to

debate whether management development and manager development are luxurious in

which only big companies can indulge inboom times. They are a necessity our society. In

any major institution the church, for instance, or the army finding developing and proving

out the leaders of tomorrow is an essential job to which the best man give fully of their

time and attention.

WHY DOES A TRAINING NEED OCCUR

The answer to this question is for one for three reasons for some combination of the

three

Job changes

Person changes Performance changes

Job changes : Many managers and their staffs have to be retrained for an entirely new

kind of work. These changes may occur as a result of:

New plants

New products

Computerization Change in standards

Reorganization

Takeovers

New equipments Re-location

New technology, methods, systems or procedures

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Legislation

The changes in them self may not be new, what is new has been the frequency arid pace

with which may are now taking place. fri this context a work force which is flexible and

responses to change is very much required.

Person changes:

Individuals changing jobs or preparing for future changes intheir work are

Potentially in need of training needs may occur because of:

Promotion

Special assignment

Transfer

Initial induction programs

Carries planning programes

Performance deficiencies

These are routine maintenance needs are as follows but of equal importance if not more-

Indication of such needs are:

Operator faults

Appraisal

Customer complaints

Accident

The carelessness of familiarity

Quality control records

Forgetting and becoming rusty accepts of takes

Key request and key reports from managers

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HOW DOES A TRAINING NEED BECOME

RECOGNISED

It is quite apparent that hr manager get signals about potential need by constant

monitoring of the ongoing operations. If HR manager make intelligent use of these

signals, they can avoid the fire fighter trap. It is to say that instead of being reactive

they can be pro-active.

It involves a detailed study of organizational objectives strategies long term and short-

term goals structure, human resources and organizational culture.

Task analysis: It involves a detailed examination of a job its component its various

operations and the conditions under which it has to be performed.

Employees attitude survey should be conducted. Skill inventory and Functional audit

should supplement the same.

The skill inventory assesses the individual achievement, knowledge, potentiality,

behavior skill, arid performance while training need identification must recognize the

resources implied and problems and the budget constraints

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coached and instructed by skilled co-workers, by suppresser, by the special training

instructors. They learn the job by personal observation and practice as well as

occasionally handling it. It is learning by doing and it is most useful for jobs that are

either difficult to stimulate or can be learnt quickly by watching and doing.

Job rotation

A management trainee is made to move from job to job at certain intervals the jobs vary

in contents

Special assignments or comities:

They are other methods used to provide lower level executives with first hard experience

in working on actual problems.

Job instruction training

This method is very popular in the states for preparing supervisors to train operatives. The

JIT method requires skilled trainers, extensive job analysis training schedule and prior

assessment of the trainee s job knowledge. This method is also known as training

through step by step learning. It involves listing all necessary steps in the job each in

proper sequence. This step shows what is to be done along side each step is also listed

corresponding key points which show how it is to be done and why.

Vestibule training:

This method attempts to duplicate on the job situations in a company classroom it is a

classroom training, which is often imparted with the help of the equipment and machines

that are identical with those in use in the place of work. This technique enables the trainee

to concentrate on learning the new skill rather than on performing an actual job. This is

given in the form of lecture case studies role-playing and discussions

Simulation

Simulation is a technique, which duplicates, as nearly as possible the actual conditions

encountered on a job. The vestibule training method are examples of business

simulations. Simulation techniques are most widely used in the aeronautical industry.

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Trainee interest & employee motivation of a trainee closely duplicates real job condition.

This training is essential in cases in which actual on the job practice might result in a

serious inquiry, a costly error, or the destruction of valuable materials or resources. It is

for this reason that the technique is a very expensive one.

Apprenticeship

For training in crafts, trade and in technical areas, apprenticeship training is the oldest &

most commonly used method. Especially when proficiency in a job is the result of a

relatively long training period of 2 years to 3 years for persons of superior ability & from

4 to 5 years for other. The field in which apprenticeship training is offered are numerous

arid range from the job of a draftsman, a machinist, a printer, electricians.. A major part

of training time is spent on the job productive work. Each apprentice is given a program

of assignments according to a pre-determined schedule, which provides for efficient

training in trade skills.

Class Room Or Off The Job Training:

Off the job training simply means that method of training is not a part of everyday job-

activity. The actual location may be in the company classrooms orinplaces that are

owned by the company or in universities or in association which have no connection with

the company.

Methods

Lectures:

Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees

especially when facts, concepts, attitudes & problem solving technique abilities are to be

taught. Lectures are formal organized talks by the training specialist the formal superior

or other individual specific topics.

Conference method:

In this method, the participating individuals confer to discuss points of common interest

to each other. A conference is a basic to most participating group centered methods of

development. It is a formal meeting conducting in accordance with an.

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CHANGING TRENDS IN TRAINING AND

DEVOLPOMENT

The American society for training and development ASTD held its international

conference and exposition in Atlanta from may 21 to 27 1999. Almost 10,000 human

resource professional from all over the globe came together to learn and appreciate the

changing scenario in the world of training and development.

The conference seemed to debate on five main areas:

How to increase real workplace learning which translate itself into productivity and

effectiveness.

How to increase retention of people.

How to design learning architecture and create authentic learning organization which

can last in the face of change.

How to create and implement web-based learning situation to cater to large volumes:

distance learning case studies of ford and other companies were shared,

How to genuinely integrate the business and human issues and the role of industries in

community development arid up-Liftmen of society.

INCREASE WORKPLACE LEARNING:

Workplace learning seems to be in the center stage at present. Training is no longer

done as generation of awareness but as planned effort to increase productivity. Theworlds best coorporation are implementing learning strategies, which could be tested and

evaluated for its impact. The accent is to identify the competencies possessed by the Job-

holder. The difference between the two becomes the training need. Fulfilling this gap

becomes the training function responsibility to increase productivity.

RETENTION OF PEOPLE:

The experts distinctly proved how proactive strategies in mentoring, coaching and career

planning can increase retention arid reduce staff turnover. Worldwide companies

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quantum, leap over the old confidential report if one way communication is shrouded in

secrecy. Authentic two-way communication, which is required for transparency is almost

impossible given the present architecture of most organization.

There is now a greater cognition that the human assets are far more critical than any

other, resource and it makes strategic and business sense to make significant efforts to

manifest the latent power of each individual in the organization.

Substantial work is being done to increase the level of emotional intelligence. A large

number of companies were found to be giving official time off to the employees to take

part in community service.

It is being found by research that when individuals engage themselves in helping others

and community development work they felt much better about themselves and

consequently are found much more empathetic, facilitative and enabling in the work-

place. This translates itself into greater teamwork and productivity. The efforts being

made to increase self-awareness and individual potential seemed to he sketchy and not

very rigorous.

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PREVALING PRACTICES OF TRAINING &

DEVELOPMENT

PROGRAMES IN CEL

Training & development

One of the important HRD activities in the M/S CEL is its training program. Even the top

executives attend the programs especially designed for them. The mainpurpose of

training is to provide learning opportunities and resources to upgrade the knowledge andskills of the employer.

Objectives of training and development

Help each person in the company to become more capable, self motivated self

directed and innovative..

Enable every employer to understand and develop and utilize his/her potential.

Assist employees in achieving excellence in all operation. Ensure that the best operation and maintenance practices are involved in M/s CEL.

Develop an organizational culture in which manager subordinate relation ships team

work and call among sub units are strong and contribute to the professional well

being, motivation and the pride of the employees.

Layout of the training program in the M/S CEL:

Any sound training program is built upon the fundamentals of learning. An important

factorin learning is motivation. People learn what they want to learn. This training

program may be designed in a way that employees should participate willingly. Training

being a transfer of learning i.e. learning of one task assists in learning another following

areas may lead to meaningful and reasonable objectives of the training program

Knowledge of the company and an appreciation of the environment:

o Job competence

o Personnel development

o Development of skills

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Optimizing individual strength

Providing opportunities for growth

Training plan:

Taming plan will be conducted by two methods:

In company training

Nominating employees to several seminars / courses etc.

As regards in company the following program areas may be initially taken up:

Knowledge of the company and appreciation of involvement:

It is need of every organization that Employees working in various activities of the

organization with this objective in the mind The company information training

program will, as far as possible, be conducted in the factory premises itself. Faculty

will comprise member I expert nominated by the respective division and accepted by

the managing director. The scope of this program wilt be to explain the activities of

the respective division and various procedures, which to employees are required to

follow. The duration of the program will be about four to six days and wilt cover all

the employees in the company in batches.

Job competency:

Training programs for improving the job competency of the workers may be arranged

in the company with the help of outside experts.

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Personal development:

These programs will be arranged in the factory premises, wherein the company

employees as well as outside faculty will be invited to conduct the courses in the

following fields:

Company information

Personal for non personal

Finance for non-personal

Program for trade union leaders

Workers participation

Human relation

TA courses

Motivation and work commitment

Labor laws program

Productivity by concept and approach

Communication

Work measurement

Employee may be nominated once in two years to the program, which are of

specialized nature and are beneficial to the company/employees.


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Training procedure at C.E.L

Training procedure

The company has a well defined training procedure to impart need based quality

training to all employees as per the requirement of ISO 9000. As per the laid

down procedure the following types of training programs are conducted:

Organizing in-use training programs

Sponsoring employees for external training program or specialized course

Organizing induction training program for new entrants

M/S CEL has excellent in house training facility including welt equipped class

rooms library and other audio-visual, programs aimed at developing technical,

managerial, human and conceptual competencies. A variety of training methods

like rote play, case discussion, feedback and simulation exercise is used in these

programs. Both tine managers and outside experts are deliver lecture. The HRD

department also conducts post-training follow up activities.


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IDENTIFICATION OF TRAINING NEEDS IN

CEL

Keeping in view the training layout and objective of training policy of the

company M/s CEL has adopted a two-way procedure for identifying the needs for

training to its manpower. Basically the need classification is dependent upon the

nature of the job i.e. executive and non-executive.

Executive

For executive of alt levels their is a system by which the skills enhancement

requirement are identified once in a year through annual performance

appraisal system.

This system apart from assessing a person on annual performance also gives

step of potential assessment by the appraisal.

It is a mutually agreed exercise between the appraiser and the appraiser, where

the appraiser indicates has skill gaps and the appraiser after due consideration

recommend various training course to which the appraiser should be expert.

Non Executive

The responsibility of identifying the training needs or skills enhancement of

the non executive primarily lies on the sectional head and ultimately on the

head ofthe department.

Annual list of the training requirement is prepared and data are prepared oran

annual training calendar.

Training function has always been an important function of the management

and the exposures as found necessary are arranged.


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OBJECTIVE OF THE STUDY

The training and development of the training resource is important activity in any

organization. The outcome of any previous activity (i.e. recruitment and selection,

performance appraisal) may indicate the needfor certain improvement in work

performance, updates injob knowledge modification in existing skill and

abilities or a new awareness and response to changing environmental conditions.

Organizations and employees for their own individual, and collective self-interest

use training and development in its many aspects.

A major responsibility of any personnel manager in the development and effective

utilization of organizational members. Large amount of money time and efforts

are invested every year in an attempt to improve the knowledge, skills and

abilities of each and every employer.

With reference to the above background this study presents the salient features of

the training practices prevailing in M/s CEL a public sector undertaking. The

objective of this study is to establish relationship between the effective training

policies and effective training programs thus enhancing the out put and

productivity of employees in general and organization as complete unit. The

specific target of this project is to study the prevailing practices, its drawback arid

recommend effective training program keeping in view the requirement of the

individual by creating a knowledge based data structure. The data base structure is

to be created with the help of responses collected from the individual, thus the

proposed recommended training plans and programs will not only be helpful to

the functional manager but also be useful for the top management for effective

strategic training policies.


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RESEARCH & METHODOLOGY

Research means finding out the facts relating to particular phenomenon. Research

is an academic activity and as such the term should be used in technical sense.

According to Clifford woody-Research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting, organizing,

and evaluating data: making deductions and researching conclusions: and last

carefully testing the conclusion to determine whether they fit the formulating

hypothesis. Social Science defines research as the manipulation of things,

concepts symbols for the purpose of generating the text, correct or verify the

knowledge making, whether that knowledge aids and construction of theory or in

the practice of an art.

Research is, thus, an original contribution to the existing stock of knowledge

making for its advancement. It is the pursuit of truth with the help of steady

observations, comparisons, and experiment. In short the search for knowledge,

though objective and systematic method of finding solutions to a problem is called

Research. As such the term research refers to the systematic method committing

of enunciate the problem, formulating a hypothesis collecting the facts or data,

analyzing the facts and reaching certain conclusions either in the form of solutions

towards the concerned problem or in certain generalization for some theoretical

formulation.

In this project, I have used Qualitative type of research and the method adopted

was observation method and unstructured interview.

Qualitative research is concerned with qualitative phenomenon that is

phenomenon relating to or involving quality or kind. When we are interested in

investigating the reasons for human behavior (that is why people think or docertain things) we quite often talk of Motivation Research and important type of


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qualitative research .This type of research aims at discovering the underlying

motives and desires using in department interviews for the purpose. Attitude or

opinion research i.e., research design to find out how people feel or what theythink about a particular subject or institution is also a qualitative research.

To fulfill the objective of the study titled as "Effectiveness of Training And

Development Policies in M/s CEL" The following methodology was adopted. M/s

CEL being a public sector undertaking, have their own strength of professional

who in-turn not only have developed an effective training program, but also have

an effective monitoring system to get accustom with this. The project underlook

the quantitative methodology for which justified sample size was selected.

Sample size was drawn on the basis of random sample method with 10% base

considering the total man power strength of 864 thus sample size was

selected as 86. The sample size was further divided into two categories i.e.

executive cadre and non-executive cadre on the same base of random

sampling as above. The total executive sample size came out as 35 against

35 of non-executive cadre.

Executive - - 36

Non-Executive - 50

Total Sample Size - 86

The database created with the help of questionnaire designed to highlight the silent

features of prevailing practices and to recommend the effective training plans.

While designing the questionnaire it was kept in mind that it should not search for

the knowledge of the respondent whereas emphasis was given on the opinion

without any prejudice.

To achieve the objective, the data were collected through primary and secondary

sources.


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Primary Data:

o Collected information from executives and non-executive (including

workers)

o Conducting a survey amongst 86 employees of M/s CEL to get the

information, out of total strength 864.

Secondary Data:

o Manuals of M/s CEL about policies of training and development and

Human Resource.

o Printed booklets provided by PAD dept.

The analysis of the database was done so as to know the widely accepted policies

and to overcome the drawbacks if any by knowing the best alternative under the

segment. Thus recommending the employee's friendly training program.


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DESIGN OF QUESTIONNAIRE

This section highlights the designing process of the questionnaire to develop a system of

information, it is necessary to have a comprehensive database. This data base carbe

generated through various sources of information e.g. human, previous reports, files etc

but how to collect this latter is a question which needs a special emphasis The physical

source of information are always true and reliable.

To achieve this, a test questionnaire was prepared. This questionnaire was referred to the

H.R professional of M/s CEL and with their suggestion a final questionnaire was prepared

keeping in view the following points:

What it is:

I) This is designed to elicit certain related information that will help in formulating

results.

II) The question gather attitudes and opinions.What it is not:

I) The question dont measure performance or thew depth of knowledge.

II) Incriminating question have not been asked.

What it request:

I) Frank and accurate answers.

ii) The answers may base on experience need to reflect attitude arid opinion.

What assurance it gives:

I) Assures complete anonymity.

II) Kept answers strictly confidential


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FINDINGS:

Awareness amongst employees with respect to the need of training.

Good Sufficient coverage of employees.

Good Infrastructure

Need related training programs and routine features are already in

existence.

Unsatisfactory use of latest training techniques.

Ineffective feedback mechanism.


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ASSUMPTIONS

Considering the objective of the study, which reads as to know the effectiveness of

training policies in CEL .The following assumptions have been made for carrying out the

study and to make useful inference from the database.

This study doesn't aim to democrat the difference of opinion between executive

and non executive rather the aim is to define a combined opinion about the

effectiveness of the training prevailing irrespective of the cadre.

It is also assumed hat the organization under consideration has such awareness

among the employees that each and every employee know about the prevailing

practices .

Random sampling method may give diverse opinion but reflect the strong opinion,

which may further lead to a better idea about the prevailing practices.

M/s CEL is open to positive criticism if any andmay accept recommendation

suggested during the course of the study to improve upon the existing training

programs as nothing in this world is perfect.


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ANALYSIS

Pains-taking effort of researcher concluded in proper collection of data. The responses

were properly studied and relevant analysis was done.

Q.1Awareness about need of training

Table 1

Cadre of CategoryFrequency of Opinion

Total Respondent Yes No

Executive 36 34 (40.5%) 2

Non -Executive 50 50 (59.5%) -

Total 86 84 2

% of Respondent 100% 97.6% 2.4%

AWARNESS ABOUT NEED OF TRANING

Q.2Worthiness of time devoted in training.

56.6

43.4

2

0

10

20

30

40

50

60

N-Exe Exe

98% 2%

Yes No


46/104


Total Respondent Yes No NR

Executive 36 36 (43.4%) - -

Non -Executive 50 34 (48.6%) 2 14

Total 86 70 2 14

% of Respondent 100% 81.4% 2.4% 16.2%

48.6

51.4

2

16

0

10

20

30

40

50

60

N-Exe Exe

82% 2% 16%

Yes No No Response

WORTHNESS OF TIME TIME DEVOTED IN TRANING


47/104

Q.3 (a) Opinion about training importantce.


Total Respondent Yes No NR

Executive 36 20 (43.4%) 14 (40%) 2 (40%)

Non -Executive 50 26 (56.6%) 21 (60%) 3 (60%)

Total 86 46 35 5

% of Respondent 100% 53.4 40.6% 5.8%

56.6

43.4

6

60

40

0

10

20

30

40

50

60

N-Exe Exe N-Exe Exe

53% 6% 41%

Agree for all Agree for 50%

OPINION ABOUT TRANING IMPORTENCE


48/104

(b) Total response per points


Agree Disagree %

Investment in HR 51 2 16.2%

Higher Production 56 1 17.7%

Limits the mistakes 61 1 19.3%More job satisfaction 46 0 14.5%

Low Cost of failure 46 1 14.5%

Cope with Responsibility 51 0 16.2%

Total 311 5 100%

16%

18%

20%15%

15%

16%

Investment in human Resource Contributes to higher production

Limits the mistakes Provides grater job satis faction

Gives low cost of Rejection Cope of with latest technique

TOTEL RESOPENCE PER UNIT


49/104

Q.4(a) Opinion About the organisation identification of Training Needs.

Cadre of

Category

Frequency of Opinion

Total

Resp.

ThroughPerformance

Report

Regular

Feature

Occasional

Feature

Combination

of 2&3

No

IdentificationNR

Executive 36 18 (66.6%) 5 (29.5%) 10 (38.4%) 3 (27.7%) -- --

Non-

executive50 9 (33.4%) 12 (70.5%) 16 (61.6%) 8 (72.3%) 2 3

Total 86 27 17 26 11 2 3

% of

Resp.100% 31.4% 19.8% 30.2% 12.8% 2.3% 3.5%

Non-executive

91%

0%0%0%0%4% 5%

Frequency ofOpinion TotalResp. 36

Frequency of

Opinion ThroughPerformanceReport 18(66.6%)

Frequency ofO inion Re ular

OPINION ABOUT THE ORGANISATION IDENTIFICATION

OF TRAINING NEEDS.

(b) Identification of the Most Effective Way of Training Needs


50/104

Cadre of

Category


Total

Resp.

Through

Performance

Report

Regular

Feature

Occasional

Feature

Combination

of 2&3No Identification

Executive 36 11 (40.7%) 11 (38.9%) 2 (13.3%) 10 (76.9%) 2

Non-

executive50 16 (59.3%) 18 (61.1%) 13 (86.1%) 3 (23.1%) --

Total 86 27 29 15 13 2

% of

Resp.100% 31.3% 33.7% 17.5% 15.2% 2.3%

0

20

40

60

80

100

120

140

160

180

200

1 2 3 4 5 6 7

% of Resp.

Total

Non-executive

Executive

Cadre of

Category

IDENTIFICATION OF THE MOST EFFECTIVE WAY OF TRAINING NEEDS


51/104


52/104

Cadre of Category


Total

Respondent

TechnicalPersonality

Develop.

Both

Executive 36 3 (17.6%) 1 (16.6%) 32 (50.7%)

Non -Executive 50 14 (82.3%) 5 (83.3%) 31 (49.3%)

Total 86 17 6 63

% of Respondent 100% 19.7% 6.9% 73.4%

Total

50%

10%3%

37%

Frequency ofOpinion Total

Respondent 3650

Frequency of

OpinionTechnical 3

(17.6%) 14(82.3%)

Frequency ofOpinion

Personality

OPINION ABOUT THE CURRICULUM OF THE TRAINING

1. Opinion About the nature of the Training

Cadre of

Category


TotalRespondent

Innovative ProblemSolving

RegularTopics

Combinationif any


53/104

Executive 36 9 (39.1%) 4 (30.7%) 7 (24.0%) 16 (76.1%)

Non -Executive 50 14 (60.9%) 9 (69.3%) 22 (76.0%) 5 (23.9%)

Total 86 23 13 29 21

% of Respondent 100% 26.7%% 15.2% 33.7% 24.4%

60.9

39.1

69.3

30.7

76

24

76.1

23.9

0

10

20

30

40

50

60

70

80

N-Exe Exe N-exe Exe N-exe Exe N-exe Exe

27% 15% 34% 24%

Innovative Regular Topics Regular Topics Combination

OPINION ABOUT THE NATURE OF THE TRAINING

2. Combination of Opinion Regarding the Nature of Training

Cadre of Frequency of Opinion


54/104


55/104

Category Total

Resp.

Instructors

External/

Internal

Programmed

Instructions

Written

Material

Computer

Assisted

Instructions

Combination

Executive 36 5 (18.5%) 17 (51.5%) 5 (50.0%) 1 8 (53.3%)

Non-

executive50 22 (81.4%) 16 (48.5%) 5 (50.0%) - 7 (46.7%)

Total 86 27 33 10 1 15

% of

Resp.100% 31.3% 38.5% 11.6% 1.1% 17.5%

81.4

18.5

48.551.5

12

1

46.753.3

0

10

20

30

40

50

60

70

80

90

N-Exe Exe N-exe Exe N-exe Exe

31% 38% 12% 1% 18%

External /

Internal

Program

Instruction

Audio

visual

Computer

assisted

Combination

OPINION ABOUT THE EFFECTIVE TRAINING MEDIA

B. Combination of Opinion Regarding Effective Training Media



56/104

CategoryTotal

Respondent

Instructors,

Programmed

Instructions

Instructors,

Programmed

Instructions,

Written

Material

Instructors,

Programmed

Instructions,Written

Material,

Computer

Assisted

Instruction

Instructors

and Written

Materials

Executive 8 3 (37.5%) 2 2 (66.6%) 1

Non -Executive 7 5 (62.5%) --- 1 (33.4%) 1

Total 15 8 2 3 2

% of Respondent 100% 53.3% 13.3% 20.0% 13.3%

62.5

37.5

13

33.4

66.6

13

0

10

20

30

40

50

60

70

N-Exe Exe N-Exe Exe

54 13 20 13

Internal / External Instructors &

Program Instruction

Internal/ External

Instructors,

Program

Internal/ External Instructors, program

Instruction, audio visual aids & computer

assisted instruct ions

Internal External

Instructors & audio

COMBINATION OF OPINION REGARDING EFFECTIVE TRAINING MEDIA

Q.7 (a)Satisfaction Level About Training Program

Cadre of Category


Total

RespondentYes No NR

Executive 36 13 (36.1%) 19 4 (40%)

Non -Executive 48 23 (63.9%) 19 6 (60%)


57/104

Total 84 36 38 10

% of Respondent 100% 41.9% 44.2% 13.9%

63.9

36.1

50 50

14

0

10

20

30

40

50

60

70

N-Exe Exe N-Exe Exe

42% 44% 14%

Yes No No

Response

SATISFACTION LEVEL ABOUT TRAINING PROGRAM

(b) Co-Operation From Training Department

Cadre of Category



Executive 13 13 (38.2%) -


58/104

Non -Executive 23 21 (61.8%) 2

Total 36 34 2

% of Respondent 100% 94.4% 5.6%

61.8

38.2

2

0

10

20

30

40

50

60

70

N-Exe Exe

4% 6%

Yes No

CO-OPERATION FROM TRAINING DEPARTMENT


59/104


60/104

Q.8(a) OUTCOME OF TRAINING

Cadre of

Category


Total

Resp.

ImprovedProductivit

y

JobMotivatio

n

Identificationof Hidden

Potentials

ImprovedSocial

Life

Combinatio

nNR

Executive 35 8 (38.0%) 7 (63.6%) 9 (52.9%)3

(75.0%)8 (28.5%) 2

Non-

executive46 13 (62.0%) 4 (36.4%) 8 (47.1%)

1

(25.0%)20 (71.6%) 3

Total 81 27 11 17 4 28 5

% of

Resp.100% 24.5% 12.8% 19.8% 4.6% 32.5% 5.8%


61/104

62

38

63.6

36.4

47.1

52.9

25

75

71.6

28.5

6

0

10

20

30

40

50

60

70

80

N-Exe Exe N-exe Exe N-exe Exe N-exe Exe N-exe Exe

24% 13% 20% 5% 32% 6%

Improved

productivity

J ob Motivation Identification of

hidden potential

Improved social life

within as well as

outside the

organization

Combination No

response

OUTCOME OF TRAINING


62/104

(b) Combination of Opinion Regarding Outcome of training

Cadre of

Category


Total

Resp.

Productivity,Job

Motivation,

Hidden

Potential,

Improved

Social Life

Productivity

, Job

Motivation,

Hidden

Potential

Productivity

Job

Motivation

Productivity,

Hidden

Potential

Productivity,

Improved Social

Life

Executive 8 5 (37.2% 2 (33.4%) - - 1

Non-

executive 20 11 (68.8%) 4 (66.8%) 4 1 -

Total 28 16 6 4 1 1

% of

Resp.100% 57.1% 21.4% 14.2% 3.5% 3.5%

68.8

37.2

66.8

33.4

76 76.1

23.9

0

10

20

30

40

50

60

70

80

N-Exe Exe N-exe Exe N-exe

57% 21% 14% 4% 4

Improved produ., job

motivation, hidden

potential & improve social

Improved produ., job

motivation & hidden

potential

Improved

produ. & job

motivation

Improved

produ. &

hidden

Improved

produ.&

improve

COMBINATION OF OPINION REGARDING OUTCOME OF

TRAINING

Q.9 (a)Opinion About The Implementation Of Learnt During Training.


63/104

Cadre of Category


Total

Respondent

Yes No NR

Executive 36 27 (39.1) 7 (63.6%) 2

Non -Executive 50 41 (60.3%) 4 (36.4%) 5

Total 86 68 11 7

% of Respondent 100% 79.1% 12.8% 8.1%

60.3

39.736.4

63.6

8

0

10

20

30

40

50

60

70

N-Exe Exe N-Exe Exe

79% 13% 8%

Yes No No

Response

OPINION ABOUT THE IMPLEMENTATION OF LEARNT

DURING TRAINING.

(B) Opinion About Success Rate



64/104


65/104

Cadre of

Category


Total

Respondent

Yes Seldom Yes Seldom No No

Executive 34 18 (41.8%) 9 (37.5%) 1 6 (60.0%)

Non -Executive 46 25 (58.2%) 15 (62.5%) 2 4 (40.0%)

Total 80 43 24 3 10

% of

Respondent100% 54.4% 30.3% 3.7% 12.6%

58.2

41.8

62.5

37.5

60

40

7 7

0

10

20

30

40

50

60

70

N-Exe Exe N-exe Exe N-exe Exe

49% 28% 12% 4% 7%

Yes Seldom Yes No Seldom

No

No

response

IMPLEMENTATION OF POST TRAINING FEED-BACK


66/104


67/104

OBSERVATIONS


68/104

1. Out of total 86 respondent, 97.6% were aware of the needs of the training programs

for achieving the organizational targets. Where 40.5% were from executive cadre and

59.5% were from non-executive cadre.

2. Majority of the respondent i.e. 81.4% agreed that it is worth while to devote time in

training programs Also out of the total population of 70, for those who were

affirmative worth the value of the training program, 51.4% were from executive

cadre in contrast to 48.6% of non-executive cadre.

3. (a) Majority of the population (94/b) agreed with the importance of trainingApproximately 53.4% respondents with all the points and 40.6% respondent with

50% points given in question no- 3 regarding importance of training.

(b) Out of the total respondent regarding the importance of training 19.3% agreed

that the training limits the mistakes and 17.7% feels that it leads to higher production.

4. (a) When asked about the identification method (question no- 4) for the need of thetraining, 31.4% respondents feels that it should be through performance reports and

30.2 respondents favor the occasional features. It was observed that through this

figure, 67% executive feels that it should be through performance report whereas

62% non-executive preferred the occasional feature.

(b) When asked about the best method of identifying the training need, 34%

preferred rotational training program32% preferred the annual performance

report. In the above figure 60% executives favor annual

(c) performance report and 62% non-executive preferred rotational training

programs.

5. (a) Majority of the population (60.4%) preferred combination approach of training

method i.e. on the job as well as offthe job whereas 53.9% were from non-executive

cadre and 46.1% from executive cadre.


69/104

(b) Again 73.4% respondents feel that the curriculum of the training program should

be job related as well as for personality development. It is also observed that out of

19.7% who prefer technical curriculum, 82.3% were from non-executive cadre and

those ho prefer combination approach, 50.7% were from executive cadre.

(c) Further more, 34% of the respondent feels that emphasis should be given on

training related to day to day problem solving techniques. In this category more

respondent 76% were from non-executive cadre where as 40% of the executive cadre

simply preferred to have training program innovative.

6. (a) When people were asked to give their preference for training media 38.3%,

respondent preferred informed training and 31.3% preferred training through formal

media. In this, 51.5% executive preferred informal training whereas 81 .4% non

executive preferred training by external/internal faculty.

(b) In combination approach 53% preferred to have coordination of formal and

informal training media. Surprisingly in the era of computerization merely 1% agreefor training through computers.

7. (a) With respect to the prevailing practices for training programs in C E L, opinion

were equally divided between satisfied respondent (42%) and unsatisfied respondent

(44%) and there was no response from the balance 14% respondents. in satisfied

respondents 64% were from non-executive cadre and 36% were from executive

cadre.

(b) Those who were satisfied happily agreed (94%) that they get full cooperation from

their superiors in implementing their suggestion.

(c) Who were not satisfied, 60.5% respondent gave suggestions for improving training

patterns where 61% were from non-executive cadre and 39% were from executive

cadre.

8. (a) Regarding the outcome of training 24% felt training improve productivity, 20%


70/104

feels that training leads to identification of hidden potentials and 13.5% felt it leads

to job motivation.

(b) In combination of opinion regarding outcome of training, 57% respondent feels

that training improve productivity, provide job motivation, Identifies hidden

potentials and improve social life. In these figure 69% were from non-executive

cadre in contrast to 37% of executive cadre.

9. (a) Out of total 86 respondents 79% feels that they implement the training

techniques during their day to day functioning. However among this category only40% were from executive cadre.

(b) When asked about success rate and implementation 95% feels that it is

successful or successful with good results and 5% success comes with failure. In

this category 75% respondent were from executive cadre.

10. Majority 84% of the respondent feels that their seniors open to their post training

feedback and try to implement there suggestions without any criticism. Out oftotal 10 respondents, 60% executive felt that their seniors never accepted their

feedback.

11. Out of total 86 respondent, 99% feels that training is an essential part of career

growth and planning.


71/104

COMPARATIVE OBSERVATIONS

TRAINING METHOD TRAINING CURRICULUM

Method- I (on the job)-: Out of total 39% respondent, 48.4% felt emphasis should be on

both aspects i.e. technical as well as personality development Significantly 75% non-

executive against the total response of 12, respondents, prefer purely technical approach

whereas in vast contrast 57% executive against respondent size of 16 preferred both,

METHODS - CURRICULUM

a. Method : On The Job

Cadre of Category


Total

RespondentTechnical

Personality

DevelopBoth

Executive 12 3 (25.0%) -- 9 (56.3%)

Non -Executive 21 9 (75.0%) 5 7 (43.7%)

Total 33 12 5 16

% of Respondent 100% 36.3% 15.1% 48.4%


72/104

Frequency of Opinion Total Respondent

18%

31%50%

1%

Executive

Non -Executive

Total

% ofRespondent

METHOD 1 : ON THE JOB


73/104

METHOD- 2 (BOTH I.E. ON THE JOB AS WELL AS OFF THE JOB)-:

Again out of 52 respondent who opted for both the option i.e. or as well as off the job

training method majority 85% preferred to have combination curriculum, Again in

this category none of the executive Preferred purely technical curriculum whereas

52% executive opted for both.

Cadre of Category


Total

RespondentTechnical

Personality

DevelopBoth

Executive 24 -- 1 23 (52.2%)

Non -Executive 28 6 1 21 (47.8%)

Total 52 6 2 44

% of Respondent 100% 11.0% 4.0% 85.0%


74/104

Total

50%

6%2%

42%

Frequency ofOpinion TotalRespondent 2428

Frequency ofOpinionTechnical -- 6

Frequency ofOpinionPersonalityDevelop 1 1

Frequency ofOpinion Both 23(52.2%) 21

(47.8%)

METHOD- 2 (BOTH I.E. ON THE JOB AS WELL AS

OFF THE JOB)


75/104

METHOD--NATURE

Method-I (on the job):- Out of total respondent, 34% said that it should be problem

solving and 30% respondent said that, on the job training should be given by covering

regular topics. Further 18% respondent said that nature of training should be the

combination of regular topic with emphasis on problem solving, along with some

innovative ideas. Out of this, who prefer problem solving nature 81% were non

executive And 40% executive. Favored training on the regular topics however

remarkable majority of executive 83% preferred combination nature.

Cadre of

Category


Total

Respondent

InnovativeProblem

Solving

Regular

Topics

Combination

If Any

Executive 12 1 (16.7%) 2 (18.2%) 4 (40.0%) 5 (83.3%)

Non

-Executive21 5 (83.3%) 9 (81.8%) 6 (60.0%) 1 (16.7%)

Total 33 6 11 10 6

% of

Respondent100% 18.1% 33.3% 30.3% 18.1%


76/104

To t

5 0

9 %1 7

1 59 %

F re q u e n c y o f

O p i n io n T o t a l

R e s p o n d e n t 1


O p i n io n In n o v

1 (1 6 . 7 % ) 5

(8 3 .3 % )


O p in io n P ro b l

S o l vin g 2 ( 1 8 .

9 (8 1 . 8 % )


O p in io n R e g u l

METHODNATURE : ON THE JOB


77/104

METHOD-2 (BOTH I.E. ON THE JOB AS WELL AS OFF THE JOB)-: Even in

this category majority 35% preferred that nature should be on regular topics problem

solving with 83% non-executive Supporting the idea. Again 54% executive from 13

respondent preferred to have innovative nature of training.

Cadre of

Category


Total

RespondentInnovative

Problem

Solving

Regular

Topics

Combination

If Any

Executive 24 7 (53.6%) 3 (42.8%) 3 (16.6%) 11 (78.5%)

Non

-Executive28 6 (46.2%) 4 (57.2%)

15

(83.3%)3 (21.5%)

Total 52 13 7 18 14

% of

Respondent100% 25.1% 13.4% 34.6% 26.9%


78/104

Total

50%

13%7%

17%

13%

Frequency of

Opinion Total

Respondent 24 28

Frequency of

Opinion Innovative7 (53.6%) 6

(46.2%)

Frequency of

Opinion Problem

Solving 3 (42.8%)

4 (57.2%)

Frequency of

Opinion Regular

METHOD-2 (BOTH I.E. ON THE JOB AS WELL AS OFF

THE JOB)


79/104

SATISFACTION WITH TRAINING POLICY-IMPLEMENTATION OF

TECHNIQUES LEARNT

Nature (satisfied) : Out of total 36 satisfied respondent, 84% respondent felt that

they implement the techniques learnt during the training program. In this 62.5% non-

executive in Contrast to 37.5% executive Implement the techniques in their working.



Executive 13 12 (37.5%) 1 (25.0%)

Non -Executive 23 20 (62.5%) 3 (75.0%)

Total 36 32 4

% of Respondent 100% 88.8% 11.2%


80/104

Tota

5044%

6%

Fr equency o f Opin ion Tota l

Responden t 13

Fr equency o f

O p in ion Y es 1

(37 .5% ) 20

( 62 . 5%)

Fr equency o f O p in ion No 1

(25 .0% ) 3 (75 .

NATURE (SATISFIED)


81/104

:NATURE (UNSATISFIED): Who were dissatisfied with the training policies,

majority 815% said that they implement the techniques learnt. But in contrast the

satisfied respondent there were only 11% respondent that did not apply techniques

significantly 19% was observed among the unsatisfied.



Executive 19 13 (41.9%) 6 (85.7%)

Non -Executive 19 18 (58.1%) 1 (14.3%)

Total 38 31 7

% of Respondent 100% 81.5% 18.5%


82/104


83/104

CURRICULUM - MEDIA

CURRICULUM (PURELY TECHNICAL): Majority 41% said that technical

training should be given by expert faculty against 23% said that such training should

be through case studies / role-playing etc. Again 82% non-executive Stressed on the

need of technical training.

Cadre of

Category


TotalResp.

Instructor

External/

Internal

ProgrammedInstructions

WrittenMaterial

Computer

Assisted

Instructions

Combination

Executive 4 1 (14.3%) 2 - - 1 (33.3%)

Non-

executive

13 6 (85.7%) 2 3 - 2 (66.7%)

Total 17 7 4 3 - 3

% of

Resp.100% 41.1% 23.5% 17.6% - 17.6%


84/104

F r e q u e n c y o f O p in io n C o m b in a t io n 1

(6 6 .7 % )

9 4 %

6 % T o t a l 1 7 7 4 3

% o f R e s p . 1 0

4 1 .1 0 % 2 3 .5 01 7 .6 0 % -


85/104

PURELY TECHNICAL

CURRICULUM (PERSONALITY DEVELOPMENT): 50% respondent

preferred case study role-playing. Opinion was equally divided 16.6% for the rets of

the other options.

Cadre of

Category


Total

Resp.

Instructor

External/

Internal

Programmed

Instructions

Written

Material

Computer

Assisted

Instructions

Combination

Executive 1 - 1 (33.3%) -- -- --

Non-

executive5 1 2 (66.7%) 1 -- 1

Total 6 1 3 1 -- 1

% of

Resp.100% 16.6% 50.0% 16.6% -- 16.6%


86/104


87/104

CURRICULUM (BOTH I.E. TECHNICAL AS WELL AS PERSONALITY

DEVELOPMENT): Where curriculum was combination of both as stated above.

Majority 41% preferred to have through informal training media and 30% gave their

preference to formal training through expert faculty. Remarkably only 1. 3%.

Cadre of

Category


Total

Resp.

Instructor

External/

Internal

Programmed

Instructions

Written

Material

Computer

Assisted

Instruction

s

Combination

Executive 32 4 (21.1%) 15 (57.7%)5

(83.3%)1 7 (63.6%)

Non-

executive37

15

(78.9%)11 (42.3%)

1

(16.7%)- 4 (36.4%)

Total 63 19 26 6 1 11

% of

Resp.100% 30.1% 41.2% 9.5% 1.5% 17.4%


88/104

Tota

49%

15%

21%

5%1%9%

Frequency of

O pinion Total

Resp. 32 37

Frequency of

O pinion Instruct

External/ Interna

(21.1% ) 15

(78 .9%)

Frequency of

Opinion

Programmed

Instruct ions 15

(57.7% ) 11

CURRICULUM (BOTH I.E. TECHNICAL AS WELL AS

PERSONALITY DEVELOPMENT)


89/104

SUGGESTIONS DIRECT FROM RESPONDENTS.

Training is an essential thing for betterment of organization. It includes full coverage

of modern techniques, carrier development programs.

For updating the staff alt employees should be trained as per their jobs as day by day

the techniques are changing.

Training should be arranged within regular intervals, either it should be arranged wit

in the plant or externally.

It should be all round training in all the departments to have an over view of the

functioning of the organization and better coordination.

Training should be an essential part of ones carrier because it is responsible for theoverall development of the individual.

There should be a well-defined training program, which should relate to the

improvement of the skills and also for personality development. The emphasis

should be given to the practical training.

Usually effect of training remains for a week after that a person again gets immune to

his work place. There should be a provision such that thoughts taken during training

should be implemented at work place for a long period of time.


90/104


91/104

CONCLUSIONS

Based on the survey results and observation following conclusions emerge:

The prevailing training policies and procedures are quiet effective though as in every

case, some degree of dissatisfaction among employees was also observed.

However the effectiveness of the training program measured in terms of awareness is

quiet high and majority of the employees agreed that devoting time in training

programs always yields to better performance and quality output. Thus achieving the

organization targets of productivity and profits.

M/s C E L has good infrastructure for providing training to all its employees. Efforts

are always made to give wide coverage and training program always emphasizes on

training needs. However lack of personality development program & general

management training is also needed.

In the era of computerization as yet the employees do not prefer training by the use

of computers and most of the training programs are still on the conventional

approach. Despite of the fact that M/s C E L is an electronic giant, the stress on

individual level is on manual aspect of learning.

Though all the departments are inter-linked, still to identify the need in whatsoever

may lie with T&D department. Who though tries to take care of all aspects yet

avoiding to get employees feedback. Simultaneously M/s C E L avoids to make use

of training programs being conducted by bodies from other companies.

The above results are based on the opinion expressed by the employees with whom

survey was taken. There are all chances that the results might have expressed thesatisfaction by employee but simultaneously it expresses the frank opinion with out any


92/104


93/104

LIMITATIONS

The study is limited employees.

Time is short for deep research.

Study is limited with the some unit of C.E.L

Employees give no answer of some question, he can not say

about management.

Employees give not correct answer.


94/104


95/104

SUGGESTIONS

Organizational functioning consists of three broadidentifiable element input.

Transformation and outputs. How inputs are converted into output depends upon purpose

of the organization and achievements of that purpose through technology, management

works relationship and training eventually leading to the growth of an individual.

The primary concern of an organization should be its productivity steaming from the

efficiency of its staff. If the organization does not respond to the efficiency pressure it

may find itself rapidly losing its share of the market.

Training is one of the means to motivate the employees by imparting specific skills and

knowledge to enable them to contribute to the organizatibn efficiency.

The following steps must form the basis of any training program:

Determine the training needs and objective.

Translate them into program

Evaluate the investment visa versa results.

Based on this survey the study suggests several suggestions for effective training

policies and method. These are enumerated as below:

It would seem prudent to identify and re-examines the prevailing policies. According

to the survey there are certain approaches that did not have or have lesser influence

on the productivity and infact respondent did not consider some of the approaches

effective for example off the job training method. Obviously such approaches could

be eliminating at a saving to the company.


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As with most management policies there are no shortcuts and a comprehensive

approach to the problem is more desirable than a piece meal approach.

In order to make training rn re effective employees should be given a brief idea about

the training, before they go on a course so that they can understand easily the course

content.

There should be an effective feed back mechanism to measure the effectiveness of

the training programs as well as to know the further needs of the training. So for this

being an often and ignored aspect of M/s C E L effective feedback mechanism will

bring the desired changes in the training module to make it more effective.

The attitude of the employees towards training is an important aspect and more

emphasis should be given to get a deep insight for the requirement of an individual.

This will avoid the unnecessary and less useful training program and a substantial

cost saving can be achieved which may further be utilized for a more effectivetraining program.

As many companies surround C E L Sharing training program may be a good

strategy. Sharing resources with other company provides greater benefits both in cost

saving and in professional development. Such training program further enhances the

skills of work force by sharing the ideas and experience with the employees of other

companies.

Use of latest techniques and technological advancement may further bring a high

level training programs. However due care is to be taken as all these are based on

very sophisticated data structure and once destroyed knowingly or unknowingly are

difficult to retrieve and also the infrastructural built up cost is very high.

Personnel and on the job training method must be adopted to fullest possible extent


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to get a expert opinion and idea at lesser cost.


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BIBLIOGRAPHY

C. R. Kothari Research Methodology New age international private

limited(second revised edition-2004)

Robbins Stephens P.-Organization Behavior(Pearson Edition,10 2003)

Aswathappak Human Resource & Personnel Management (Tata

McGraw Hill,3th Edition- 2003)

www.celsolar.com

www.celindia.org

www.google.com

Journal:

Business today

Business world

India today

News papers:

Times of India

Business standard

The Hindu

Other:


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Material given by company employee.


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QUESTIONNAIRE (TRG. & DEVELOPMENT)

Name :

Age :

Designation :

Department :

Work Experience :

No. of Training attended :

Q.1 Are you aware of the needs of training to achieve the targets of the organization?

Yes No

Q.2 Do you think it is worth while do devote time in training programs?

Yes No

Q.3 How would you view importance of training?

Is an investment in the human resource

Contributes to higher production

Limits the mistakes

Provides greater job satisfaction

Enables the employees to cope up with job responsibilities with latest techniquesAgree for all Agree for more

than 50%

response

Disagree for

more than 50%

responses

Disagree for

all

No response


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Q.4 a) How does your organization identify the needs of training?

1. Through your performance report

2. A regular feature on rotation basis for all

3. An occasional feature for latest techniques

4. Combination approach of 2 & 3

5. No identification at all

b) According to you which is the most effective way of identification of training

needs out of the options listed above(1)

(2)

(3)

(4)

(5)

Q.5 a) In your opinion which training method to be adopted for training-

On the job

Off the job

Both

b) According to you what should be the curriculum of the training-

Purely technical (job related)

For personality development

Combination of both

c) What should be the nature of training-

1. Innovative

2. Problem solving 3. Regular topics/ problems

4. Combination, if any

Q.6 Which training media do you consider the best-

1. Through external/ internal instructors

2. Program instruction like case study/ group discussion, role-

playing etc.


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3. Audio visual aids/ written material

4. Computer assisted instructions

5. Combination if any

Q.7 a) Are you satisfied with the training policies preventing at present in your

organization?

Yes No No response

b) If yes do you get full cooperation from your superiors / training dept regarding

your suggestions

Yes No

c) If no have you ever given any suggestion for the improvement-

Yes No

Q.8 What so ever training whether formal or informal you have got so far, you thinkhas helped in -

1. Improved productivity

2. Job motivation

3. Identification of hidden potential

4. Improved social life within as well as outside the

organization


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Q.9 a) Have you ever implemented the techniques learnt during you training in

your day to day working-

Yes No

b) If yes what is the success rate-

1. Very successful

2. Successful with good result

3. Successful with failure

4. Unsuccessful

Q.10 Are your senior open to post training feedback?

Yes Seldom Yes

No Seldom No

Q.11 Do you think that training should be an essential part for career growth and

planning ?

Yes No No Response

Q.12 Suggestion about training, if any-

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Cel Training Final

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