“A STUDY ON EFFECTIVENESS OF TRAINING”

AT

POTHYS CLOTHING PVT LTD, SRIPERUMBUTHUR

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TABLE OF CONTENTS

CHAPTER NO TOPIC PAGE NO

LIST OF TABLES

LIST OF CHARTS

SYNOPSIS

I INTRODUCTION

II INDUSTRY PROFILE

2.1.COMPANY PROFILE

III THEORETICAL BACKROUND OF THE STUDY

IV OBJECTIVE OF THE STUDY

V RESEARCH METHODOLOGY

5.1 NEED OF THE STUDY

5.2 SCOPE OF THE STUDY

5.3 RESEARCH DESIGN

5.4 DATA COLLECTION

5.5 SAMPLING

5.6 STATISTICAL TOOLS

5.7 LIMITATIONS OF STUDY

VI DATA ANALYSIS AND INTERPRETATION

VII FINDINGS

VIII SUGGESTIONS AND RECOMMENDATIONS

IX CONCLUSION

ANNEXURE

BIBLIOGRAPHY

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LIST OF TABLES

S.NO TITLE OF THE TABLES PAGE NO

1 AGE GROUP OF EMPLOYEES

2 GENDER OF EMPLOYEES

3 MARITAL STATUS OF EMPLOYEES

4 EDUCATIONAL QUALIFICATION OF EMPLOYEES

5 EXPERIENCE OF EMPLOYEES

6 INCOME OF THE EMPLOYEES

7 ATTENDING TRAINING PROGRAM

8 PERSON CONDUCTING TRAINING PROGRAM

9 OPPORTUNITY TO LEARN

10 WHETHER TRAINING CONTENT MATCHES JOB PROFILE

11 FREQUENCY OF CONDUCTING TRAINING PROGRAM

12 LEVEL OF SATISFACTION OF DURATION OF TRAINING

13 PERSON BENEFITTED OF TRAINING

14 REQUIREMENT OF TRAINING

15 THE COMPETENCE OF TRAINING

16 REASON FOR PROVIDING TRAINING

17 GIVEN ENOUGH PRACTICE DURING TRAINING

18 THE AVAILABILITY OF TRAINING MATERIALS

19 IMPROVING THE SKILL

20 THE LEVEL OF INVOLVEMENT IN TRAINING

21 SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

22 PRACTICAL SESSION HELD IN TRAINING PROGRAMME

23 RELATIONSHIP OF TRAINING AND PRODUCTIVITY

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24 PARTICIPATION LEVEL DURING TRAINING SESSIONS

25 LEVEL OF FEEDBACK RECEIVED

26 THE OVERALL SATISFACTION OF TRAINING PROGRAMME

27 OPINION ABOUT THE IMPACT OF TRAINING

28 STEPS TO IMPROVE THE TRAINING IN EFFECTIVE MANNER

29 CHI SQUARE ANALYSIS

30 WEIGHTED AVERAGE METHOD

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LIST OF CHARTS

S.NO TITLE OF THE CHARTS PAGE NO

1 AGE OF RESPONDENTS

2 GENDER OF RESPONDENTS

3 MARITAL STATUS OF RESPONDENTS

4 EDUCATIONAL QUALIFICATION OF RESPONDENTS

5 EXPERIENCE OF EMPLOYEES

6 INCOME OF THE EMPLOYEES

7 ATTENDING TRAINING PROGRAM

8 PERSON CONDUCTING TRAINING PROGRAM

9 OPPORTUNITY TO LEARN

10 WHETHER TRAINING CONTENT MATCHES JOB PROFILE

11 FREQUENCY OF CONDUCTING TRAINING PROGRAM

12 LEVEL OF SATISFACTION OF DURATION OF TRAINING

13 PERSON BENEFITTED OF TRAINING

14 REQUIREMENT OF TRAINING

15 THE COMPETENCE OF TRAINING

16 REASON FOR PROVIDING TRAINING

17 GIVEN ENOUGH PRACTICE DURING TRAINING

18 THE AVAILABILITY OF TRAINING MATERIALS

19 IMPROVING THE SKILL

20 THE LEVEL OF INVOLVEMENT IN TRAINING

21 SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

22 PRACTICAL SESSION HELD IN TRAINING PROGRAMME

23 RELATIONSHIP OF TRAINING AND PRODUCTIVITY

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24 PARTICIPATION LEVEL DURING TRAINING SESSIONS

25 LEVEL OF FEEDBACK RECEIVED

26 THE OVERALL SATISFACTION OF TRAINING PROGRAMME

27 OPINION ABOUT THE IMPACT OF TRAINING

28 STEPS TO IMPROVE THE TRAINING IN EFFECTIVE MANNER

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SYNOPSIS

The term training refers to the acquisition of knowledge, skills, and competencies as a

result of the teaching of vocational or practical skills and knowledge that relate to specific

useful competencies.

Training is a critical component in any organization's strategy, but organizations don't

always evaluate the business impact of a training program.

The effectiveness of training is a measurement of learning. Measuring the

effectiveness of training programs consumes valuable time and resources. Many training

programs fail to deliver the expected organizational benefits.

The objective of the study is to know the satisfactory level of the employee’s about

the training programme provided by the Pothys Clothing Private Limited, Sriperumbuthur.

Primary data were collected by a questionnaire adopting convenience sampling

method from respondents. The sample size was chosen to be 75 numbers. Secondary data

were collected from companies’ internal sources.

And the data, which is collected from the workers, are analysed and various statistical

tools are used to get the statistical results.

For this study various factors were carefully analyzed and interpretation, findings and

suggestions were made on the basis of opinions collected from the respondents.

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CHAPTER I

INTRODUCTION

TRAINING:

Meaning:

Training is a systematic process by which employees learn skills, knowledge, abilities

or attitude to further organizational and personnel goals.

No industrial organization can ignore the training and development needs of its

employees. Since people are not moulded to specifications and rarely meet the demands of

their jobs adequately. Two trends have contributed, in recent years to more attention being

given to training. Fewer and fewer skills are now regarded “inborn” that cannot be taught. It

is hoped that one can learn almost all aspects of a job by reading. That is why we find now a

days almost all technical details of a job written out in the instruction manuals. The

accelerated rate of technological change in the plant, office and market place is making many

skills obsolete. Workers have to be retrained to do new tasks.

Importance:

Training is the corner stone of sound management for it makes employees more

effective and productive. It is actively and intimately connected with all the personnel and

managerial activities. It is an integral part of the whole management programme, with all its

many activities functionally inter-related.

The importance of training has been expressed in these words “Training is a widely

accepted problem solving device”. Indeed our national superiority in manpower productivity

can be attributed in no small measure to the success of our educational and industrial training

programmes. This success has been achieved by a tendency in many quarters to regard to

training a panacea. It is almost traditional in America to believe that if something is good,

more of the thing is even better. They stem also from back recognition of the professional

techniques of modern industrial training.

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CHAPTER II

INDUSTRY PROFILE

The textile industry is a term used for industries primarily concerned with the design

or manufacture of clothing as well as the distribution and use of textiles.

The textile industry is the largest industry of modern India. It accounts for over 20

percent of industrial production and is closely linked with the agricultural and rural economy.

It is the single largest employer in the industrial sector employing about 38 million people. If

employment in allied sectors like ginning, agriculture, pressing, cotton trade, jute, etc. are

added then the total employment is estimated at 93 million. The net foreign exchange

earnings in this sector are one of the highest and, together with carpet and handicrafts,

account for over 37 percent of total export earnings at over US $ 10 billion.

India’s textile industry since its beginning continues to be predominantly cotton based

with about 65 percent of fabric consumption in the country being accounted for by cotton.

The industry is highly localised in Ahmedabad and Bombay in the western part of the country

though other centres exist including Kanpur, Calcutta, Indore, Coimbatore, and Sholapur.

The Indian textile industry has a significant presence in the economy as well as in the

international textile economy. Its contribution to the Indian economy is manifested in terms

of its contribution to the industrial production, employment generation and foreign exchange

earnings. It contributes 20 percent of industrial production, 9 percent of excise collections,

and 18 percent of employment in the industrial sector, nearly 20 percent to the country’s total

export earning and 4 percent to the Gross Domestic Product.

India textile industry largely depends upon the textile manufacturing and export. It

also plays a major role in the economy of the country.

Various Categories

Indian textile industry can be divided into several segments, some of which can be listed as

below:

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Cotton Textiles

Silk Textiles

Woollen Textiles

Readymade Garments

Hand-crafted Textiles

Jute and Coir

Exports

Exports of textiles (including garments) from India are worth around US $14 billion of

which the share of garments is close to US$. 6.5 billion. The country is aiming at an

exchange earning of $.50 billion by 2010. At the current rate, the country bids fair to reach

the target.

Textile major companies

Following are some major players in the vast field of Indian Textile Industry.

Reliance Textiles

Vardhaman Spinning

Bombay Dyeing Ltd.

Indian Rayon

Raymonds

Arvind Mills

Policies

National textile Policy – 2000

National Jute Policy – 2005

Textile Export Quota Policy 2000 – 2004

Strengths of Textile Industry

Vast textile production capacity

Large pool of skilled and cheap work force

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Entrepreneurial skills

Efficient multi-fiber raw material manufacturing capacity

Large domestic market

Enormous export potential

Very low import content

Flexible textile manufacturing systems

Weaknesses of Textile Industry

Increased global competition in the post 2005 trade regime under WTO

Imports of cheap textiles from other Asian neighbors

Use of outdated manufacturing technology

Poor supply chain management

Huge unorganized and decentralized sector

High production cost with respect to other Asian competitors

The Industry

New innovations in clothing production, manufacture and design came during the Industrial

Revolution - these new wheels, looms, and spinning processes changed clothing manufacture

forever.

The ‘rag trade’, as it is referred to in the UK and Australia is the manufacture, trade and

distribution of textiles.

There were various stages - from a historical perspective - where the textile industry evolved

from being a domestic small-scale industry, to the status of supremacy it currently holds. The

‘cottage stage’ was the first stage in its history where textiles were produced on a domestic

basis.

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During this period cloth was made from materials including wool, flax and cotton. The

material depended on the area where the cloth was being produced, and the time they were

being made.

In the later half of the medieval period in the northern parts of Europe, cotton came to be

regarded as an imported fibre. During the later phases of the 16th century cotton was grown

in the warmer climes of America and Asia. When the Romans ruled, wool, leather and linen

were the materials used for making clothing in Europe, while flax was the primary material

used in the northern parts of Europe.

During this era, excess cloth was bought by the merchants who visited various areas to

procure these left-over pieces. A variety of processes and innovations were implemented for

the purpose of making clothing during this time. These processes were dependent on the

material being used, but there were three basic steps commonly employed in making

clothing. These steps included preparing material fibres for the purpose of spinning, knitting

and weaving.

During the Industrial Revolution, new machines such as spinning wheels and handlooms

came into the picture. Making clothing material quickly became an organized industry - as

compared to the domesticated activity it had been associated with before. A number of new

innovations led to the industrialization of the textile industry in Great Britain.

Clothing manufactured during the Industrial Revolution formed a big part of the exports

made by Great Britain. They accounted for almost 25% of the total exports made at that time,

doubling in the period between 1701 and 1770.

The centre of the cotton industry in Great Britain was Lancaire and the amount exported from

1701 to 1770 had grown ten times. However, wool was the major export item at this point of

time.

In the Industrial Revolution era, a lot of effort was made to increase the speed of the

production through inventions such as the flying shuttle in 1733, the flyer-and-bobbin system,

and the Roller Spinning machine by John Wyatt and Lewis Paul in 1738.

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Lewis Paul later came up with the carding machine in 1748 and in 1764 the spinning jenny

was also developed. The water frame was invented in 1771 by Richard Arkwright. The power

loom was invented in 1784 by Edmund Cartwright.

In the initial phases, textile mills were located in and around the rivers since they were

powered by water wheels. After the steam engine was invented, the dependence on the rivers

ceased to a great extent. In the later phases of the 20th century, shuttles that were used in the

textile industry were developed and became faster and thus more efficient. This led to the

replacement of the older shuttles with the new ones.

Today, modern techniques, electronics and innovation have led to a competitive, low-priced

textile industry offering almost any type of cloth or design a person could desire. With its low

cost labour base, China has come to dominate the global textile industry.

Path of Textile Industry in India

Textile industry has its own definition. It is actually something every specific with

variations, sounds contradictory isn’t it? It is somehow only because of one reason that the

huge array of a variety of products that it provides ranges from one variety to the other. It has

specific fields like luxury or business or everyday clothes which further have variations in

looks, quality and variety. I mean there are so many things which are considered while

dealing with the textile industry because it is used by every person each day. The different

varieties of products are ever mounting and even exhaustive. Fabric comes into the category

of daily usage material which has various branches.

First and foremost priority in this is given to the garment manufacturing. Apart from

this fabric is required for shoes too. If we talk about shoes industry, now that too is one the

growth stages which earlier were quite stagnant. Now it’s almost moving ahead providing

shoes made of higher quality fabric to the elite and lowers to other classes depending upon

the industry level and requirements. Cost varies from one to the other. Variants of products

are offered to different customers.

There is no such limitation to the textile industry. It can move across boundaries from

one country to the other. This is actually a trend. Cotton might be famous is one country but

still is used in the others too because of the quality and smart appeal. Same is the case with

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tricot, synthetic and silk or any other material used in the textile industry. Export and import

in the same industry are attracting more and more customers in order to cater the needs of the

society which too is increasing and spreading like fire.

Huge amounts of profits are flowing into garment manufacturing but without

disappointing the general public. They are not befooled on prices rather get benefited

somehow. Profits are a result of increase in sales and not prices. Fabric industry is flourishing

day by day along with the society which is also getting successful alongside.

In textile industry too, one has social responsibilities towards different groups. This is

in regard to the environmental protection and the interest of the society. Each and every

person associated with this industry has to follow some rules and regulations; their ways of

performing them might be different. Consumers and the stakeholders are the two most

important parties and every company from the textile industry has to take care about their

interest along with employees, investors, government, suppliers and even competitors. With

them, survival of the company is endangered.

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2.1 COMPANY PROFILE

Overview

In 1930, Pothys gathered up the threads of our dream. They started a small loom in

Srivilliputtur in Tamilnadu. Pothys were the royal weavers to the Maharajas.

K.V. Pothy Moopanar founded Pothy Moopanar - an outlet for the sale of cotton

Saris, Dhotis and towels woven in our own loom. Later it was renamed as Pothys. They have

been in the domestic retail market for more than 60 years.

They were keen on producing quality fabrics with grand weavers and comfortable

thread counts. Thus, they have grown to become an enormous textile empire, Pothys. And

still, weave the quality fabrics in their own looms.

With the foundation of the strong vertical unit already laid, Pothys has now 3 factories

with around 300 Machines catering to clients from Italy, USA, France, Japan, UK, and

Australia.

History

Having established itself in the year 1930 at Srivilliputtur in Tamilnadu, Pothys is

synonymous with quality, variety, fair-price, innovation, commitment and customer service

in this part of the world.

In 1977, his son K.V.P.Sadayandi Moopanar was able to establish the name and

expand the outfit with a self-styled retail showroom at Srivilliputtur, re-christened as 15

‘POTHYS’. The next launch was in 1986 generated by the next generation who ventured to

newer pastures and opened a showroom in Tirunelveli.

Little wonder then Pothys, Chennai is credited has being the first Textile Showroom

in INDIA to receive the coveted ISO 9001:2000 certification for procurement and sales of

Textiles. Its second showroom is located at Tirunelveli. In fact all its three outlets are

currently located in the Southern state of Tamilnadu, also known as the land of temples.

It was dreams come true for Chennai shoppers when Pothys opened the largest

showroom in Panagal Park, in the year 1999.

1947 – The First Showroom in 200sq.ft.

1977 – Pothys mega retail showroom was opened in Srivilliputtur by K.V.P.

Sadayandi Moopanar, son of K.V. Pothy Moopanar.

1986 – Showroom opened in Tirunelveli.

1999 – Chennai. Pothys’ Biggest Showroom and what was considered the

“Alayam of Silks” was opened. This has since then expanded to include Pothys

Palace to serve customers better.

2004 – Pothys Clothing Pvt. Ltd. started manufacturing of garments.

Board Members

K V P. Sadayandi - Managing Director

S. Ramesh - Managing Director

S. Pothiraj - Managing Director

S. Murugesh - Managing Director

S. Magesh - Managing Director

Their products

Men’s wear : Tops and bottoms

Women’s wear : Tops and bottoms

Children’s wear : Tops, bottoms and dresses.

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Product range

Their products are Shirts, Blouses, Shorts, Skirts and Pants. They are confident of

executing all kinds of exclusive patterns and designs as per the requirement.

Awards

Conferred with two prestigious awards from the Government of India – The

National Award for Master Weavers and The Silk Mark distinction, an authentic

certificate of quality and creativity.

We are accredited with ISO 9001:2000 – a mark of international quality and

reliability.

Voted as the most popular Silk Sarees Showroom in Chennai – in a survey

conducted by SUN TV (a regional TV Network) and AC Neelson Survey.

Successfully entered the Guinness Book of World Records for World’s Longest

Silk Saree (1276 feet), endowed with images that trace the rich and varied heritage

of India through Five millennia.

Quality assurance

At Pothys, quality-related activities are being performed effectively. And therefore

they are sure that their products will satisfy the given requirements for quality. Quality

Assurance covers all activities like material selection, design, production and delivery.

Incentives for Labour

There is no wealth but the labour of man. Hence, employees are provided with

advanced training & free lunch. Transport facilities are provided as Pothys buses pick them

up and drop them at their places. They provide employees with PF, ESI and have medical

centre to improve employee’s health and morale. The general etiquette assures discipline in

the system. They are genuine to them like as they are to them. They are 500 in numbers but 1

million is strength. And Pothys are keen on never letting the stitching come undone.

The departments

Merchandising, Fabric Sourcing, Production, Trims Planning & Purchase, Design and

Sampling, Pattern Making and CAD, Production Planning, Garments Production, Personnel

and Administration, Quality Assurance, Finishing and Packing, Shipping Department,

Documentation, Finance and Accounts and Security.

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Organisation structure

The Organisation is being managed as a whole by our Managing Director, Mr.

Ramesh. A well-qualified, experienced and talented team of professionals are taking care of

the organization towards the top. The Merchandising, Exports, Finance, Purchase, Human

Resources and other operations are functioning at the corporate level. Each and every

factory’s operations are headed by the Manager – Operations who has been well assisted by

various department heads like, Floor In-charge, Finishing In-charge, Cutting In-charge,

Sample In-charge, Quality In-charge and Executive – HR & Administration.

Even though the organization is thinking vertical, the organisation’s structure is

hierarchical.

Fabric varieties

100 % Cotton: Twill, Drill, Canvas, Voil, Cambric, Gauze, Dobbies, Leno, Jacquard,

Bedford card, Matty, Corduroy, Pintuck, Seersuckers, Ribtop, Flannels.

Blends : Polyester Cotton, Cotton Polyester, Cotton Rayon, Polyester Nylon,

Cotton Nylon

Linens : 100% Linens, Linen Cotton, Linen Rayon

Denims : Denims, Stretch Denims

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CHAPTER III

THEORETICAL FRAMEWORK

Training is an act of increasing the knowledge and skill of an employee for doing a

particular job. It is concerned with imparting specific job related skill to the employee. The

aim of training is to develop some specific skill in an individual. It is mostly a preparation to

meet individuals’ present needs. It can thus be seen as a reactive process.

NEED FOR TRAINING:

To train the employees in the company culture pattern.

To train the employee to increase his quantity and quality of output. This may involve

improvement in work methods or skills.

To train employee for promotion to higher jobs.

To train the bright but dronish employee in the formation of his goals. This may

involve instructions in initiative and drive.

To train employee towards better job adjustment and high morale.

To reduce supervision, wastage and accidents. Development of effective work habits

and methods of work should contribute towards a reduction in the accident rate, less

supervision and wastage of material.

PRINCIPLES OF TRAINING:

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The most important objective is to create learning environment in organization so that

the member of organization continuously learns and acquires competencies. In order to make

the learning environment effective certain principles need to be followed.

KNOWLEDGE OF RESULTS:

Every employee in a learning situation wants to know what is expected of him and how

well he is doing. He seeks information, appraisal and guidance about his progress and is

made uneasy by the possibility that he may be making some serious error in his behaviour

and not knowing that he is doing so. Knowledge of results affects learning in 2 ways:

It provides the trainees basis for correcting his error

It produces motivational effect on the trainee

MOTIVATION:

A motivated worker learns better than an unmotivated one. Until the worker has

become convinced of the need of training and of the worthwhile ness of the returns the level

of motivation will be low and learning will be slow.

REINFORCEMENT:

In order for behaviour to be acquired, modified and sustained it must be rewarded.

But reward should be distributed cautiously or discretely. Praising an inefficient and poor

learner may disappoint good trainees.

Principle of reinforcement also states that punishment is less effective than reward.

Punishment tends to fix the undesirable behaviour rather than to eliminate it. It may also

develop in the trainee a dislike for the punishment giver. However mild punishment is quite

effective if administered immediately following the incorrect response. Similarly fairy

immediate reinforcement should be provided for desirable behaviour.

SUPPORTING CLIMATE AND PRACTICE:

Practice makes a man perfect. In order that the trainee may not revert back to the old

behaviour, it is essential that he practice the new learning daily. The internal environments of

many organizations are hostile to this. Too often the trainee is not able to implement in his

work place what he has learned during the training session.

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PART vs. WHOLE LEARNING:

This controversial issue is concerned with whether it is more efficient to practice a

whole task all at once or whether sub tasks or component tasks should be mastered first

before integrating them into the whole task performance. In a comprehensive literature

review Naylor found that the answer to this question seemed to depend on the characteristics

of the tasks which the trainees were attempting to master. Tasks were seen to differ in

complexity (the difficulty of each of the separate task component viewed individually) and

organization (the extent to which such tasks are interrelated). Naylor then suggested the

following training principles:

Given a task of relatively high organization, as task complexity increases whole

learning becomes more efficient than part learning.

Given a task if relatively low organization, as task complexity increases part learning

becoming more efficient than whole.

TRANSFER OF LEARNING:

Transfer of learning from the training to the job would depend upon the extent to

which there are identical elements in two. Thus if the devices used in training were similar to

those on the job and there would be positive transfer of learning. This means that the trained

employee would be superior in performance on the job to an untrained individual. But if the

physical and psychological fidelities are wanting there would be negative transfer of learning.

This means that the trained would display inferior performance on the job. If incorrect work

methods are learned once, there may be considerable difficulty encountered in rejecting these

methods.

CRITERIA FOR SETTING TRAINING OBJECTIVE

Nature and size of the group to be trained

Roles and tasks to be coined out by the target group

Relevance, applicability and compatibility of training to the work situation

Existing and desired behaviour defined in terms of ratio, frequency, quality of

interaction, repetitiveness, innovations, supervision etc.,

Operational results to be achieved through training e.g., productivity cost, down time,

creativity, turnover etc.,

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Identification of the behaviour where change is required

Indicators to be used in determining changes from existing to the desired level in

terms of ratio and frequency.

METHODS OF TRAINING

ON THE JOB TRAINING:

In this method the trainee is placed on a regular job and taught the skills necessary to

perform it. The trainee learns under the guidance and supervision the superior or an

instructor. The trainee learns by observing and handling the job. Therefore it is called

learning by doing.

Several methods are used to provide on the job training e.g. Coaching, job rotation,

commitment assignments etc., A popular form of the on the job training is Job Instruction

Training (JIT) or step by step learning. It is widely used in the US to prepare supervisors. It

appropriate for acquisition or improvement of motor skills and routine and repetitive

operations

JIT method provides immediate feedback, permits quick correction of errors and

provides extra practice when required. But it needs skilled trainers and preparation in

advance.

VESTIBULE TRAINING:

In this method a training centre called vestibule is set up and actual job conditions are

duplicated or stimulated in it. Expert trainers are employed to provide training with the help

of equipment and machines which are identical with those is used at the work place.

APPRENTICESHIP TRAINING:

In this method, theoretical instruction and practical learning are provided to trainees

in training institutes. In India the Government has established Industrial Training Institute for

this purpose. Under the apprenticeship act 1962 employers in specified industries are required

to train the prescribed number of persons in ‘designated trades’. The aim is to develop all

round craftsmen. Generally a stipend is paid during the training period. Thus it is an “earn

when you learn” scheme.

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CLASS ROOM TRAINING:

Under this method training is provided in company class rooms or in educational

institutions. Lectures, case studies, group discussions and audio visual aids are used to

explain knowledge and skills to the trainees. Classroom training is suitable for teaching

concepts and problem solving.

INTERNSHIP TRAINING:

It is a joint of training in which educational institutions and business firms cooperate.

Selected candidates carry on regular studies for the prescribed period. They also work in

some factory or office to acquire practical knowledge and skills. This method helps to

provide a good balance between theory and practice.

ORIENTATION TRAINING:

Induction or orientation training seeks to adjust newly appointed employees to the

work environment. Every new employee needs to be made fully familiar with his job, his

supervisors and sub ordinates and with the rules and regulations of the organization.

Induction training creates self confidence in the employees. It is also known as pre job

training. It is brief and informative.

JOB TRAINING:

It refers to the training provided with a view to increase the knowledge and skills of

an employee for improving performance on the job. Employees may be taught the correct

methods of handling equipment and machines used in a job. Such training helps to reduce

accidents, waste and inefficiency in the performance of the job.

SAFETY TRAINING:

Training provided to minimize accidents and damage to machinery is known as safety

training, it involves instruction in the use of safety devices and in safety consciousness.

PROMOTIONAL TRAINING:

It involves training of existing employees to enable them to perform higher level jobs.

Employees with potential are selected and they are given training before their promotion so

that they do not find it difficult to shoulder the higher responsibilities of the new positions to

which they are promoted.

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REFRESHER TRAINING:

When existing techniques become obsolete due to the development of better

techniques, employees have to be trained in the use of new methods and techniques. With the

passage of time employees may forgot some of the methods of doing work. Refresher

training is designed to revive and refresh the knowledge and to update the skills of the

existing employees. Short term refresher courses have become popular on account of rapid

changes in technology and work methods. Refresher or re training is conducted to avoid

obsolescence of knowledge and skills.

REMEDIAL TRAINING:

Such training is arranged to overcome the short comings in the behaviour and

performance of old employees. Some of the experienced employees might have picked up

appropriate methods and styles of working. Such employees are identified and correct work

methods and procedures are taught to them. Remedial training should be conducted by

psychological experts.

Process Measure:

Number of training conducted against the number of trainings targeted and also the

training effectiveness.

STEPS IN TRAINING PROGRAMME:

Identify the training needs

Preparing training programmers

Preparing the learners

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Implementing training programme

Performances try out

Follow up actions

CHAPTER IV

RESEARCH OBJECTIVES

OBJECTIVES:

The objectives of the study are:

Primary:

To analyse the effectiveness of training and to identify its impact on the trainees.

Secondary:

To identify the training needs of employees.

To evaluate the opinion of employees regarding training programmes.

Analyse the contribution of training towards the productivity and status of employees.

To suggest measures to improve the effectiveness of training.

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CHAPTER V

NEED FOR THE STUDY

Many companies go beyond training employees for specific job skills by offering

programmes of general educational content. The company’s rationale for such programmes

will benefit the company in intangible ways through a change in employees’ attitudes.

The “need” for training should be documented along with the reasons behind it. Without a

clearly defined need, an organization may not be able to determine its training effectiveness.

The major need for the programme is to evaluate the effectiveness of the training by

studying the existing training process in the company and to determine the factor like:

Improved interpersonal skills of the workers.

To analyse the training outcome given to the workers.

To study the problems faced by the workers during the training period.

To study the respondents satisfaction level before and after training.

Ability of the workers to acquire knowledge.

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5.2 SCOPE OF THE STUDY

The study covers the training program in Pothys Clothing Private Limited. This study

has the scope, to know about the feeling of the workers about the training programmes. This

gives an impact on workers interest towards training. This also helps to know the ways and

means to improve productivity.

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RESEARCH METHODOLOGY

A research cannot be conducted abruptly. Researcher has to proceed systematically in

the already planned direction with the help of a number of steps in sequence. To make the

research systemized the researcher has to adopt certain methods.

The methods adopted by the researcher for completing the study are called research

methodology. In other words Research Methodology is simply the plan of action for a

research which explains in detail how data is to be collected, analysed and interpreted.

Data becomes information only when a proper methodology is adopted. Thus we can

say Methodology is a tool which processes the data in to reliable information. The present

chapter attempt to highlight the research adopted in this project.

The components of the research methodology are research design, type of data, data

collection, sampling plan and statistical tools used.

5.3 RESEARCH DESIGN

A research design is purely and simply the frame work of the plan for a study that given

the collection and analysis of data. The function of the research design into ensures that the

required data are collected accurately and economically.

Descriptive research design was adopted for this study because the study is concerned

with describing the characteristics, productivity and satisfaction of training provided by the

company to the workers.

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5.4 DATA COLLECTION

The sources of primary and secondary data are used for the collection of information for the

study.

Primary Data

The primary data is collected from the employees of the company with the help of

structured questionnaire and direct personal interview. The questionnaire consisted of 22

questions. It was distributed among 75 respondents.

Secondary Data

The secondary data about the company profile and other details were collected from

the company web site and through personal discussion with the HR manager.

5.5 SAMPLE SIZE

The sample consists of 75 employees of the company who had undergone the training

programme in the cutting department.

SAMPLE DESIGN

Simple random sampling was used in the study and sampling units are chosen

primarily in accordance to the convenience.

5.6 STATISTICAL TOOLS:

The Statistical tools used here is:

a. Percentage Analysis

b. Chi-squared tests

c. Weighted Average Method

a. Percentage Analysis

Percentage refers “for every hundred”. It is used to make easy comparisons of

fractions. In the study, fractions of respondents choosing different answers are converted into

percentages and interpretations are made.

Formula:

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No of respondents% of Respondents = * 100 No of Total Respondents

b. Chi-squared tests

It is a non parametric test used most frequently to test the hypothesis. This aims at

determining whether significant difference exists among groups of data or whether

differences are due to sampling. It describes the discrepancy theory and observation. This test

is done to find the dependence of one factor over the other.

Formula:

X^2 = £ (O-E) ^ 2 / E

Where ‘E’ is the expected frequency

‘O’ is the observed frequency

Degree of Freedom = (r-1) (c-1)

Properties of Chi- Square:

X^2 cannot be negative in value, it is Zero or Positive

X^2 are not symmetrical, it is skewed to the right

There is a different X^2 distribution for every number of degree of freedom

For degree of freedom exceeding 30, the X^2 distribution is approximated by normal

distribution.

c. Weighted Average method

Weighted average is used when the relative importance of the items is not the same.

Different weights are assigned to different and calculation is made. The weights assigned

may be actual, or arbitrary.

Weighted average = ∑ WiDi

∑ Wi

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5.7 LIMITATION OF THE STUDY

The study is limited only to the employees in Pothys Clothing Private Limited.

Even though the respondents were available they were not willing to give their

valuable responses because they were busy with their usual work.

Majority of respondents are hesitant in giving their responses whole heartedly.

The opinion of the respondents may be biased.

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