Project T & D

SOLAPUR UNIVARSITY, SOLAPUR

CHAPTER - 1

INTRODUCTION

1.1 Introduction of the Study:-

The strength of any organization is its people. If people are attended to properly by

recognizing their talents, developing their capabilities and utilizing them appropriately,

organizations are likely to be dynamic and grow fast. Ultimately the variety of task in

any organization has to be accomplished by the people. Some of them have capabilities

to do certain tasks better than other tasks, and some of them may not have capabilities to

do the task assigned to them. In any case one of the important process goals of any

dynamic organization is to assure that its people are capable of doing the variety of tasks

associated their role/position.

Development of their capabilities keeps them psychologically vital. This development

needs to be monitored in terms of matching it with the organizational requirements.

Therefore, any organization; interested in developing the capabilities its employee should

understand the nature of capabilities required to perform different functions as well as

dynamics underlying the development of these capabilities in an and organizational

context. Thus proper and timely training programs should be conducted in an

organization. Employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to prepare him

for a higher position with increased responsibilities. However individual growth is not

and ends in itself. Organizational growth need to be measured along with individual

growth. Training refers to the teaching /learning activities done for the primary purpose

of helping members of an organization to acquire and apply the knowledge skills,

abilities, and attitude needed by that organization to acquire and apply the same.

Broadly speaking training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

The study limit to understanding the existing system and through a survey of employees

to know their feedback of the T&D system & procedure. The study for time and other

resources is limited in its scope.

Sinhgad Institute of Business Management, Kamlapur - 1 -


1.2 Objectives of the Study:-

1. To examine the effectiveness of training in overall development of skills of

workforce.

2. To examine the impact of training on the workers.

3. To study the changes in behavioural pattern due to training.

4. To measure changes in output due to training

1.3 Significance of study:-

The study is focused on understanding the Training and Development program for the

identification of the area for improvement in the Training and Development activities.

The study aims to improve overall output of the Training program in the organization.

This research provides the researcher an opportunity to explore in the field of Human

Resources. This research also provides the feedback of people involved in the Training

and Development process. Apart from that it would provide a great deal of exposure to

interact with the high profile managers of the company.

1.4 Research Methodology:

1.4.1 Methodology Details:

The Study is Exploratory & Descriptive in nature

Research Type: - Surrey Method

1.4.2 Sources of Data:-

1. Primary data

2. Secondary data

1. Primary data:-

Primary data are collected from employees of different department.

2. Secondary data:-



Secondary data are gathered information collected from the individuals and

institutions through letters survey documents. There are various sources of

generation of data namely-

Through official documents like-

1. Various files of administrator department.

2. Annual training reports.

3. Websites

4. Books

1.4.3 Sampling Procedure

a) Sample size: - 100

The sample sizes taken by the researcher for the study were 100 employees, which

consists of trainees from all level of the organizations.

b) Sampling technique: - Convenient Sampling

c) Sampling Area: - Pune.

1.4.4 Methods & Instruments of Data Gathering:

There are various types of tools of primary data collection some of them are which

researcher has used for the study are as bellow.

Questionnaire:-

Researcher has made 14 questions for the study on officers according to those questions

researcher has collected the data.

Observation method:-

Data are collected by observing the organization in 30 days.

1.4.5 Statistical tool of analysis:

Researcher has used tools for the analysis are-

1. Excel work sheets.

2. Table.

3. Percent analysis etc.



1.5 Scope & Limitations of the study:-Scope of the study

The scope of study is limited to the training and development activities to be adopted by

organization which in terms help to decrease the cost of production and save the time for

organization. It will also help to understand the workers requirement of training and

development. The scope of the study is limited to Pune city.

Limitations:-

The study is carried out in Pune region only because of limited time duration.

Due to large population, our sample size is only 100, which is not very large.

Respondent may give biased answer due to some lack of information about

training method.

Findings of the study are based on the assumption that the respondents have

given correct information.



CHAPTER -II ORGANIZATIONAL PROFILE

2.1 About the Organization

Establishment Year : 1987

Firm Type : Proprietorship

Nature of Business : Manufacturer

Level to Expand : International

Address : P.O. Bag No.22, Pimpri, Pune-411018.

Web-site : http://www.keerthiindustries.com

About the company

Keerthi Industries India in the last four decades has grown to become one of the most

trusted names in the fields of Sugar Plant & Machinery, Open Cast Mining & Bulk

Material Handling Systems, Cement Plants & Machinery and Steam Generating Plants.

Today with strong foundations and access to world class technology Keerthi Industries

India's plant making capabilities are helping the industry become competitive world

over. Keerthi Industries India's strategic vision as an EPC Contractor to execute turnkey

projects is derived from its core strength of integrated engineering expertise &

automation in manufacturing backed by an excellent team of project executives. The

company firmly believes in delivering total customer satisfaction spanning from concept

to commissioning to after sales service.

Keerthi Industries India's highly competent project management capabilities are a result

of its tradition of anticipating and fulfilling specific customer requirements. A highly

qualified team of engineers and technicians, supported by the most modern IT

infrastructure ensures the brand of quality, Keerthi is known for worldwide. The

emergence of a true market leader speaks volumes about the world class technology

inherent in the company's products. The company's nationwide branch network along

with the support of Keerthi’s global establishments enables it to meet the needs of

customers on time.



2.2 Vision and Mission

Vision:-

We are committed to engineer, manufacture, supply and install technologically advanced

solutions for the sugar plants, mining and bulk materials handling, cement plants and

industrial boilers & power plants. Through our countrywide locations, we provide value

added products and services that generate sustainable value for our clients. With a unique

blend of skills, experience, teamwork and focus, we strive to become the customer’s

“Partner of Choice”.

Mission:-

Our mission is to provide the most effective & innovative solutions that customers’

needs. We will achieve this goal by providing services over & above the normal level of

performance.

Quality statement

Kothari Group is committed through its highly qualified technical manpower backed up

by the committed top management to provide the best of the product range with latest

features at the least of the price. This could be possible only through continuous

innovation in the manufacturing process and testing of material on batch to batch basis.

2.3Different Department Of Organization:

ThyssenKrupp Industries India Pvt Ltd is a very big company in Pune district. It is

having various functional departments for smooth and systematic working those

department are

HR and Safety Department.

Accountant Department.

Production Department.

Inventory Management.

Engineering



2.4 Products Profile of Organization

PRODUCTS

Sugar and plant Cement Material Handling Systems Boiler and Machinery Power plant Power plant

1. Refineries 1. Sampling Systems 1. Spreaders 1.CFBC 2. Fiberiser 2. Expert Systems 2. Bucket Wheel 2.Gas/oil 3. Shredder 3. Kiln temp. Scanner Excavators fired Boilers 4. Rotary screen 4. Master process and 3. Tripper Cars 5. 3roller mill Control System 4. Transport Crawlers 6. 4roller mill 5. Crushing Plants7. 5roller mill 6. Stackers8. 6roller mill 7. Pipe Conyers



2.5Organization Structure:


DIRECTORDIRECTOR

CHAIRMAN CHAIRMAN

FINANCE DIRECTORFINANCE DIRECTOR

MAKETINGDIRECTORMAKETINGDIRECTOR HR & ADMINHR & ADMIN DIRECTORDIRECTOR

FINANCE DEPT.FINANCE DEPT.

MARKETING DEPTMARKETING DEPT HR & ADMIN DEPTHR & ADMIN DEPT

FINANCE MANAGERFINANCE MANAGER MARKETINGMARKETING MANAGERMANAGER

HR MANAGERHR MANAGER

ACCOUNTANT ACCOUNTANT AREA MANAGERAREA MANAGER

SALES MANAGERSALES MANAGERCLERICAL STAFF CLERICAL STAFF

CLERICAL STAFFCLERICAL STAFF

WORKERS WORKERS


2.6 Facilities of Organization:-

Accident Insurance:-

The accident insurance of Employees and Labour has been insured to the United India Insurance Company Ltd, Branch-Aurangabad.

Roads & Site Development:-

All roads from main gate to company warehouse and other internal roads have been

developing.

Computerization:-

For getting technical efficiency, the office is totally computerized. For making bills of

payments as well as keep daily reports of production, company has internet facility.

Employee Welfare:-

If any Employee dies in accident while performing his job, then Organization will be

given an accident insurance of Rs.6, 00,000 to 8, 00,000 as per the workman

composition.

Management & Employee Relationship:-

All employees including Officers, Staff members and Labours are responsible for the

growth of the company to maintain good relationship between Management and Other

Employees.

Health and safety:-There is certain health and safety provided by organisation. They provided safe drinking water, canteen, and good working condition.

2.7 Future Plan of Organization:

The term “Green revolution” is a general one that is applied to successful agricultural

experiments in many third world countries. It is not specific to India. But it was most

successful in India. Even today, India’s agricultural output sometimes falls short of

demand agricultural products. The Green revolution, howsoever impressive, has thus

NOT succeeded in making India totally and permanently self-sufficient in food.

To increase production capacity.

Providing best quality products and services

Minimizing losses during production.

Promoting and ensuring safe working environment.

To generate sustainable value for our clients



2.8 Milestones at A Glance:-

2007-2008

Golden Jubilee of ThyssenKrupp Industries India Expansion in Pimpri & Hyderabad works Bagged DVC & Harduaganj Orders worth US $150 Million.

2006 Two orders each for 50 MW Power Plant – EPC – AdityaBirla Group

2004 Cement plant export order: Gulf Cement Ras Al Khaimah & Al Salam, Sudan

1994 Machinery and equipment for edible oil plant

1990 Licence Agreement with Deutsche Babcock for CFBC Boliers Upto 200 TPH

1988 Establishment of second manufacturing facility at Hyderabad

1986 Machinery and equipment for sponge iron plant

1981 First order from Coromandel Cement in collaboration with Polysius AG

1978 Development of In-house technology for boilers up to 60 TPH

1976 Bagged first order open cast mining spreader – Neyveli Lignite Corp.

1975 First major export order for complete sugar plant refinery to Malaysia

1974 Machinery & equipment for Compost plant for house refuse

1970 Machinery & equipment for Brewery

1968 Machinery & equipment for Calciner plant

1962 Machinery & equipment for complete sugar plant



CHAPTER -III

THEROTICAL BACKGROUND

3.1 Introduction, Meaning

Human Resource (or personnel) management, in the sense of getting things done through

people, is an essential part of every manager’s responsibility, but many organizations

find it advantageous to establish a specialist division to provide an expert service

dedicated to ensuring that the human resource function is performed efficiently.

“People are our most valuable asset” is a cliché, which no member of any senior

management team would disagree with. Yet, the reality for many organizations are that

their people remain under valued, under trained and under utilized. The market place for

talented, skilled people is competitive and expensive. Taking on new staff can be

disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’,

product / process / organization knowledge and experience for new staff members.

3.2 Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between

the training function and other management activity is also changing. The training and

development activities are now equally important with that of other HR functions. Gone

are the days, when training was considered to be futile, waste of time, resources, and

money. Now-a-days, training is an investment because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its survival. If

training is not considered as a priority or not seen as a vital part in the organization, then

it is difficult to accept that such a company has effectively carried out HRM. Training

actually provides the opportunity to raise the profile development activities in the

organization

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training. Such

concepts of HRM require careful planning as well as greater emphasis on employee

development and long term education.



Training is now the important tool of Human Resource Management to control the

attrition rate because it helps in motivating employees, achieving their professional and

personal goals, increasing the level of job satisfaction, etc. As a result training is given

on a variety of skill development and covers a multitude of courses.

3.3 Training and Development Objectives

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that,

there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization. Organizational Objectives –

assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs. Societal Objectives – ensure that an organization is ethically and

socially responsible to the needs and challenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While some

people think of training objective as a waste of valuable time. The counterargument here

is that resources are always limited and the training objectives actually lead the design of

training. It provides the clear guidelines and develops the training program in less time

because objectives focus specifically on needs. It helps in adhering to a plan. Training

objectives tell the trainee that what is expected out of him at the end of the training

program. Training objectives are of great significance from a number of stakeholder

perspectives.

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer

to measure the progress of trainees and make the required adjustments. Also, trainer



comes in a position to establish a relationship between objectives and particular

segments of training.

Trainee – The training objective is beneficial to the trainee because it helps in reducing

the anxiety of the trainee up to some extent. Not knowing anything or going to a place

which is unknown creates anxiety that can negatively affect learning. Therefore, it is

important to keep the participants aware of the happenings, rather than keeping surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the

training successful. The objectives create an image of the training program in trainee’s

mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging

and motivating, then the likelihood of achieving those goals is much higher than the

situation in which no goal is Set. Therefore, training objectives helps in increasing the

probability that the participants will be successful in training.

Designer – The training objective is beneficial to the training designer because if the

designer is aware what is to be achieved in the end then he’ll buy the training package

according to that only. The training designer would then look for the training methods,

training equipments, and training content accordingly to achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Consider an example; the objective of one training program is to deal effectively with

customers to increase the sales. Since the objective is known, the designer will design a

training program that will include ways to improve the interpersonal skills, such as

verbal and non verbal language, dealing in unexpected situation i.e. when there is a

defect in a product or when a customer is angry. Therefore, without any guidance, the

training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluator to measure the progress of the

trainees because the objectives define the expected performance of trainees. Training

objective is an important to tool to judge the performance of participants.

3.4 Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the

role of HR professionals in training has been widened. HR role now is:

Active involvement in employee education

Rewards for improvement in performance



Rewards to be associated with self esteem and self worth

Providing pre-employment market oriented skill development education and post

employment support for advanced education and training

Flexible access i.e. anytime, anywhere training.

3.5 Best Time To Impart Training To Employee

New Recruits To The Company

These have a requirement for induction into the company as a whole in terms of its

business activities and personnel policies and provisions, the terms, conditions and

benefits appropriate to the particular employee, and the career and advancement

opportunities available.

Transferees Within The Company

These are people who are moved from one job to another, either within the same work

area, i.e. the same department or function, or to dissimilar work under a different

management. Under this heading we are excluding promotions, which take people into

entirely new levels of responsibility.

Promotions

Although similar to the transferee in that there is a new job to be learned in new

surroundings, he is dissimilar in that the promotion has brought him to a new level of

supervisory or management responsibility. The change is usually too important and

difficult to make successfully to permit one to assume that the promotes will pick it up

as he goes along and attention has to be paid to training in the tasks and the

responsibilities and personal skills necessary for effective performance.

New Plant Or Equipment

Even the most experienced operator has everything to learn when a computer and

electronic controls replace the previous manual and electro-mechanical system on the

process plant on which he works. There is no less a training requirement for the

supervisors and process management, as well as for technical service production control

and others.

New Procedures

Mainly for those who work in offices in commercial and administrative functions but

also for those who we workplace is on the shop floor or on process plant on any occasion



on which there is a modification to existing paperwork or procedure for, say the

withdrawal of materials from stores, the control of customer credit the approval of

expense claims, there needs to be instruction on the change in the way of working in

many instances, a note bringing the attention of all concerned the change is assume to

be sufficient, but there are cases, such as when total new systems in corporation IT up

dates are installed, when more thorough training is needed.

New Standards, Rules And Practices

Changes in any one these are likely to be conveyed by printed note or by word of mouth

by the manager to his subordinates, and this can be the most satisfaction way of dealing

with the change from the point of view of getting those affected to understand their new

responsibility. However not all changes under this heading can be left to this sort of

handling. Even the simplest looking instruction may be regarded as undesirable or

impracticable by whoever has to perform it he may not understand the purpose behind

the change and lose confidence in a management which he now believes to be ‘messing

about’, or he may understand the purpose and have a better alternative to offer if it is not

too late.

New Relationship And Authorities

These can arise, as a result of management decisions, in a number of ways. In examples,

the recognition of the accounts department can result in a realization of responsibilities

between the section leaders of credit control, invoicing and customer records, although

there is no movement of staff between the sections (i.e. no transfers). Although the

change in work content for each clerk and supervisor is defined clearly for each person in

the new procedures, there is nevertheless a need for each person to know where he stands

in the new set up, which is responsible for what, and where to direct problems and

enquiries as they arise in the future.

Maintenance Of Standards

We are here concerned with maintenance of standards through training, for it must be

remembered that supervision and inspection and qualify control are continuously

responsible for standards and exercise their own authorities to this end. Although it is

generally agreed that some retraining from time to time, taking varied forms even for the

on group of employees, does act as both a reminder and a stimulus, there is not much

agreement on the next frequency and form that such retraining should take, of there is as



yet little scientific knowledge on this subject which is of much use in industrial

situations.

3.6 Benefits Of Training

Employees and the organization need to realize the importance of contribution and

learning for mutual growth and development. Training is the answer to deal with

stagnation stage by constantly updating it in every field. Other benefits of training

include:

1. Hiring appeal: companies that provide training attract a better quality

Workforce.

2. Assessing and addressing any performance deficiency.

3. Enhancing workforce flexibility. Cross-cultural training is essential for them for

better adjustment in the new environment.

4. Increasing commitment: Training acts as a loyalty booster. Employee

motivation is also enhanced when the employee knows that the organization

would provide them opportunities to increase their skills and knowledge.

5. It gives the organization a competitive edge by keeping abreast of the latest

changes; it acts as a catalyst for change.

6. Higher customer satisfaction and lower support cost results through improved

service, increased productivity and greater sufficiency.

7. Training acts as benchmark for hiring promoting and career planning.

8. It acts act as a retention tool by motivating employee to the vast opportunities for

growth available in an organization.



CHAPTER - IV

DATA ANALYSIS

Title: Demographic Detail.

Table 4.1

No. of employees Percentage

Sex

Male 75 88

Female 25 12

Total 100 100

Designation

Manager 20 20

Assistant Manager 40 40

Clerical Staff 10 10

Technical Staff 20 20

Total 100 100

Years of the experience

Between 4-6 years 15 15

Between 6-8 50 50

Between 8-10 35 35

Total 100 100

GraphNo: 4.1



(Source-Survey)

Interpretation:

From the table it seems that 75 percent employees were male candidate, 25 percent were

female candidate.

In case of designation 60 percent of employee is at managerial post, 10 percent on

clerical post and remaining 20 percent are technician.

From the above table it seems that 50 percent employees had the experience of 6 to 8

years, 35 percent were had the experience above 10 years and remaining 15 percent had

the experience in range of 6-8 years.

Q2. Training as a part of organizational strategy



Table 4.2

Response No. Of Respondents Percentage

Agree 52 52

Disagree 4 4

Partly Agree 16 16

Can’t Say 28 28

Total 100 100

Graph 4.2

(Source-Survey)

Interpretation:

From the table it seems that 52 percent employees were ‘agree’ that training is a

part of organizational strategy,16 percent of respondent were ‘partly agreed’ and

only 4 percent were ‘disagreed’ ,where as remaining 28 percent of respondent

were remain ‘neutral’.

Q 3. No. Of Training Program Conducted



Table 4.3


Less than 10 56 56

10 - 20 8 8

20 – 40 24 24

More than 40 12 12

Total 100 100

Graph 4.3

(Source-Survey)

Interpretation:

From the table it seems that 56 percent employees were feel that number of training

program conducted should be less than 10, where as 20 percent of feel that it should be

20-40 in numbers,8 percent of respondent were feel that it should be 10-20 and

remaining 12 percent of respondent are agreed that it should be more than 40.

Q 4. Training has provided To.



Table 4.4


Senior staff 12 12

Junior staff 20 20

New staff 24 24

Based on requirement 52 52

Total 100 100

Graph 4.4

(Source-Survey)

Interpretation:

From above table it seems that 52 percent of respondent are feel that training has to

provide based on requirement, 24 percent of respondent feel that it should for new staff,

20 percent of respondent feel that it should be for junior employee and remaining 12

percent of respondent feel that training should be for senior staff.

Q 5. Important barriers to Training and Development



Table 4.5


Time 20 20

Money 16 16

Lack of interest by staff 24 24

Non-availability of skilled trainer

40 40

Total 100 100

Graph 4.5

(Source-Survey)

Interpretation:

From above table it seems that 40 percent of respondent feel that un-availability of

skilled labour was a barrier to training and development, 24 percent of respondent feel

that lack of interest by staff was important barrier, where as 20 percent of respondent feel

that time and remaining 16 percent of respondent feel that money was important barrier.

Q 6. Mode of training method.



Table 4.6


Job rotation 10 10

External training 50 50

Conference/discussion 25 25

Programmed instruction 15 15

Total 100 100

Graph 4.6

(Source-Survey)

Interpretation:

From above table it seems that 50 percent of respondent feel that mode of training

method should be external training, 25 percent of respondent feel that it should be

conference or discussion, 15 percent of respondent feel that it should be programmed

instruction and remaining 10 percent of respondent feel that it should be a job rotation.

Q 7. Enough practice is given during training session



Table 4.7


Strongly Agree 45 45

Agree 20 20

Somewhat agree 20 20

Disagree 15 15

Total 100 100

Graph 4.7

(Source-Survey)

Interpretation:

From the above table it seems that,45 percent of respondents were ‘ strongly agree’ that

enough practice is given during training session and 20 percent of the respondents were

‘agree’ and 20 percent of the respondents ‘somewhat agree’ and 15 percent were

‘disagree’ .

Q8. The training sessions conducted in organization is useful.



Table 4.8


Strongly agree 60 60

Agree 20 20

Somewhat 20 20

Disagree 0 0

Total 100 100

Graph 4.8

(Source-Survey)

Interpretation:

From the above table it seems that,60 percent of respondents were ‘ strongly agree’ that

training sessions conducted in organization is useful and 20 percent of the respondents

were ‘agree’.

Q9. Employees given appraisal in to motivate them to attend the training



Table 4.9


Strongly Agree 50 50

Agree 30 30

Somewhat 10 10

Disagree 10 10

Total 100 100

Graph 4.9

(Source-Survey)

Interpretation:

From the above table it seems that,50 percent of respondents were ‘ strongly agree’ that .

Employees given appraisal in to motivate them to attend the training and 30 percent of

the respondents were ‘agree’ and 10 percent of the respondents ‘somewhat agree’ and 10

percent were ‘disagree’.

Q10. Time required implementing the trained process



Table 4.10


Less than 1 month 20 20

1-2 months 35 35

2-4 months 25 25

More than 4 months 15 15

Total 100 100

Graph 4.10

(Source-Survey)

Interpretation:

From the above table it seems that,35 percent of respondents feels that time required

implementing the trained process should be 1-2 month, 25 percent of respondents feels

that it should be in 2-4 months, 20 percent of respondents feels that it should be less than

1 month and remaining 15 percent of respondents feels that it should be more than 4

months.



Q11. Type of training is being imparted for new recruitments

Table 4.11


Technical training 45 45

Management training 25 25

Presentation skill 20 20

Others 10 10

Total 100 100

Graph 4.11

(Source-Survey)

Interpretation:

From the above table it seems that,45 percent of respondents feels that type of training is

being imparted for new recruitments should be ‘technical training’,25 percent feel that it

should be management training,20 percent of respondent feel that it should be

presentation skill and remaining 10 percent feels it should be other than this all.



Q12. Physical arrangement of training program

Table 4.12


Excellent 45 45

Good 35 35

Average 15 15

Bad 05 05

Total 100 100

Graph 4.12

(Source-Survey)

Interpretation:

From the above table it seems that, 45 percent of respondents were feel that physical

arrangement of training program was ‘excellent’,35 percent of respondent feel that it was

good,15 percent were feel that it was an average and remaining 5 percent feel it was bad.



Q13. Reason for shortage of skilled man power

Table 4.13


Lack of planning 20 20

Lack of support from senior staff

40 40

Lack of proper guidance and training at workplace

32 32

Lack of quality education at primary and secondary level

8 8

Total 100 100

Graph 4.13

(Source-Survey)

Interpretation:

From the above table it seems that, 40 percent of respondents were feel that reason for

shortage of skilled man power was lack of support from senior staff,32 percent feel that

it was because of lack of proper guidance and training at workplace,20 percent of

respondent feel that it was because of lack of planning and remaining 8 percent of

respondent feel that it was because of lack of quality education at primary and secondary

level.

Q14. General Complaints about the training session



Table 4.14


Take away precious time of employees

25 25

Too many gaps between the sessions

40 40

Training sessions are unplanned

15 15

Boring and not useful 20 20

Total 100 100

Graph 4.14

(Source-Survey)

Interpretation:

From the above table it seems that, 40 percent of respondents were feel that general

complaints about the training session was too many gaps between the sessions,25 percent

of respondent feel that it was because of taken away precious time of employees, 25

percent of respondent feel that it was boring and not useful and remaining 15 percent of

respondent feel that it was because of training sessions was unplanned.

Q15. Time duration given for the training period



Table 4.15


Sufficient 30 30

To be extended 45 45

To be shortened 10 10

Manageable 15 15

Total 100 100

Graph 4.15

(Source-Survey)

Interpretation:

From the above table it seems that, 45 percent of respondents were feel that time

duration given for the training period was to be extended, 45 percent of respondents were

feel that it was sufficient, 15 percent of respondents were feel that it was manageable and

remaining 10 feels that it had to be shortened.

CHAPTER - 5



FINDINGS, SUGGESTIONS AND CONCLUSIONS

5.1 FINDINGS

1. From the study it found that 75 percent were male employee and 25 percent were

female employee in organization, also 40 percent of employee ware at post of

Assistant Manager while 20 percent at clerical post. An employee of having

experience in-between 6-8 years was 50 percent while of having more than 10

years was 35 percent.

2. From the study it found that 52 percent respondents agreed training is a part of

organizational strategy while 28 percent remain neutral.

3. From the study it found that 56 percent respondent were feel that number of

Training program conducted should be less than 10.

4. From the study it found that training is given mostly based on the requirements

while 20 percent respondent felt that training is given to junior staff

5. From the study it was found that 40 percent of respondent feel that un-availability

of skilled labour was a barrier to training and development

6. From the study it was found that 50 percent of respondent feel that mode of

training method should be external training

7. From the study it was found that only 15 percent of respondents were ‘disagree’

that enough practice is given during training session

8. From the study it was found 60 percent of respondents were ‘ strongly agree’ that

training sessions conducted in organization is useful

9. From the study it was found that 50 percent of respondents were ‘ strongly agree’

that employees given appraisal in to motivate them to attend the training



10. From the study it was found that 35 percent of respondents feels that time

required implementing the trained process should be more than 4 month.

11. From the study it was found that 45 percent of respondents feels that type of

training is being imparted for new recruitments should be ‘technical training’.

12. From the study it was found that 45 percent of respondents were feel that

physical arrangement of training program was ‘excellent’

13. From the study it was found that 40 percent of respondents were feel that reason

for shortage of skilled man power was lack of support from senior staff.

14. From the study it was found that 40 percent of respondents were feel that general

complaints about the training session was too many gaps between the sessions

15. From the study it was found 45 percent of respondents were feel that time

duration given for the training period was to be sufficient.



5.2 CONCLUSION

The survey had conducted on Training & Development activity in Keerthi IndustriesPvt

ltd, Ltd. This project for Training and Development will be very effective for improving

the skill and knowledge of the employee to meet the present and future requirement of

the organization

It’s found that training plays a crucial role in not only the development of employees but

also in achieving the overall organizational goals. Through the research work it was

found that employees were very satisfied by the training provided to them and strongly

agreed that after training their confidence have increased and their skill and knowledge

has also been increased and hence, there was remarkable improvement in their

performance



BIBLIOGRAPHY

Bibliography:-

1. Raymond A. Noe, Employee training and development, Tata McGraw-Hill

companies, Second Edition, Page No.42, 176, 177.

2. P.L. Rao, Enriching human capital through Training and Development, Excel

Books, First Edition, Page No. 4, 18.

3. C.R. Kothari, Research Methodology Methods and Techniques, Second Revised

Edition, Page No. 2, 95, 174, 175.

4. David A. Decenzo, P. Robins (2004) Personal & Human Resource Management..

A. Monappa (2004) Personal Management

5. Allen Pepper (1999) A Handbook on Training & Development.

Webliography: -

1. http://www.citehr.com/results.php?q=training+

%26+development+programme&submit=reSearch

2. http://en.wikipedia.org/wiki/Special:Search/

Training_and_Development_of_employees

3. www.naukrihub/training&development.com

4. www.hrsurvey.in

5. www.taylortraining.com


http://www.hrsurvey.in/

http://www.naukrihub/training&development.com

http://www.citehr.com/results.php?q=training+%26+development+programme&submit=reSearch

http://www.citehr.com/results.php?q=training+%26+development+programme&submit=reSearch


QUESTIONNAIRE

Name: ___________________________________________________________

Gender: Male Female

Designation Manager Assistant Manager Clerical Staff Technical Staff

Years of the experience between 4-6 years Between 6-8 Between 8-10

Q.1Your Organization considers training as a part of organizational strategy. Do you agree with this statement?

strongly agree Agree somewhat agree Disagree

Q.2How many training programmes will you attend in a year?

Less than 10 10 - 20 20 – 40 More than 40

Q.3To whom the training is given more in your organization?

Senior staff Junior staff New staff Based on requirement

Q.4What are all the important barriers to Training and Development in your organization?

Time Money Lack of interest by staff Non-availability of skilled trainer

Q.5 What mode of training method is normally used in your organization?

Job rotation External training Conference/discussion Programmed instruction

Q.6 Enough practice is given for us during training session? Do you agree with this statement?



strongly agree Agree somewhat agree Disagree Q.7 The training sessions conducted in your organisation is useful. Do you agree with

this statement?


Q.8 Employees are given appraisal in order to motivate them to attend the training. Do u

agree with this statement?


Q.9 How long will it take to implement the trained process?

Less than 1 month 1-2 months 2-4 months More than 4 months

Q.10 What type of training is being imparted for new recruitments in your organization

Technical training Management training Presentation skill Others

Q.11 How well the workplace of the training is physically organized

Excellent Good Average Bad

Q.12 What are the conditions that have to be improved during the training sessions?

Re-design the job Remove interference Re-organize the work place

Upgrade the information of the material given during training

Q.13 Reason for shortage of skilled man power at workplace are:

Lack of planning Lack of support from senior staff

Lack of proper guidance and training at workplace

Lack of quality education at primary and secondary level

Q.14 What are the general complaints about the training session

Take away precious time of employees Too many gaps between the sessions

Training sessions are unplanned Boring and not useful

Q.15 The time duration given for the training period is?



Sufficient To be extended To be shortened Manageable


Project T & D

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Transcript of Project T & D