PART - I

CHAPTER - 1

INTRODUCTION

INTRODUCTION:
In Samsung Private Limited, the training is customized product wise. If any defect comes in a product or process, a training session is initiated to eradicate root cause. There are normally two work stations in production, 1. Critical station 2. Normal station At critical work station an efficient worker should produce 5000 to 6000 units in one shift. At this work station minor job is done. At normal work station an efficient worker should be produce 8000 to 10000 units in one shift in normal circumstances. In this company there are two types of worker are working. 1. Permanent worker 2. Temporary worker A worker get the permanent job after the good and consistent performance in the company, these people are well experienced in their relative jobs. Temporary worker is a layman. They dont know anything about the work, so these types of people require training. When a new person joins the company, he got the training about the safety and maintenance. For getting these training he is send in technical training cell (TTC). In TTC he has to go some basic knowledge and instruction, which is given by the just senior boss. That person is called line in charge. During the training a person gets the job. He is watched by the line in charge. At any point the line in charged found any fault in the

work, the line in charge instructed at that time, so that the worker does the job in a proper way and come out with zero-defect product. After the TTC training employees are divided among various teams and send to the different operations, on the different operations. A line-in charge is there, who will watch each and every steps during the work. If any fault in the work is found, he takes that serious and instructs to remove the fault immediately. After some experience the worker is transferred from one operation to another operation area. Where same procedure is performed. He works and if get any confusion regarding the job, he may ask the line in charge or if line in charge see any fault during the operation, he educates the worker to do the job better. This process is repeated on each and every operation. This is how each and every employee is familiarized to the job . The main advantage of this job rotation is, if any worker does not come on the particular day, that place can be filled by any other worker and the works progress without any interruption. After job rotation and getting experienced the entire worker divided into three groups, Highly efficient Efficient Adequate

If a person can handle all the machines related to any particular job. That worker is called highly efficient worker. After getting training 40% out of them became as highly efficient worker. These workers are very efficient and can handle any situation during the work. He can work on any machine at any time without any problem. These people can take

decision at the critical point of time. So that these type of worker are called highly efficient worker. After highly efficient the second category is called efficient. In this category those type of person are master in their job. He is master in one job. In this category 50% worker comes. These types of people are well known people in their particular job. They are not able to handle the different machines. They feel problem in some job. After that the third category comes, that is called adequate. This type is not beneficial for the company. So that they are not acceptable. They have less knowledge and not will to work. Highly efficient person is well-known about their job. He can handle any situation. So that this type of people doesnt require training. Efficient people are master of just on job. So that they need training to be highly efficient worker. Company is giving training to the efficient worker. For them there are three types of training; Counseling Give the opportunity to work with highly efficient worker. Give the expert knowledge about the work.

In counseling the instructor or line in charge counsel the worker. A line in charge tries to motivate the worker to do their job in proper way. This is a verbal communication. With the help of words a senior person tries to make them as effective as highly efficient worker.

The second option provide them opportunity to work with highly efficient people helps those people to learn. During the work he can watch how the highly efficient people work? How can they handle the situation? They got the idea about the problem, which may be arising during the work. They also get the idea about dealing those types of problems. This way an efficient worker is developed to be highly efficient worker. Before start working every worker should get the knowledge about the job profile. Without proper knowledge no one can perform better. There must be some defective in the product due to less knowledge about the production process. So specific knowledge is essential for zero-defect product. This is the duty of management to educate them and provide full knowledge about the production process and quality control. For adequate people company has some other way for giving them training. The work pressure is the best way for make them work. Under this the adequate person is send to work between two highly efficient workers. Highly efficient people can work faster than adequate person. So from both sides he faces the pressure for work faster and effectively. This way an adequate worker can be the efficient and highly efficient worker for company. In any company some factor effect the training: Strategies changes Technical changes Matter of cost saving

If the top management of the company wants to change their strategies. Here company wants trained people for work. So firstly company looked for the experienced people, but it is very difficult to get trained people. So they hired semi- skilled people and after

joining them they give them training. So that this can work effectively and according to the requirement of the company. If company wants some technical change in product, they also require trained people for work. Technical change requires more technical people. If company wants to retain the same people who are working form last some times then company has to give them training. After getting training a worker can adjust in any environment and work effectively. Todays era is the cost cutting era. In the intensive competition cost of the product is very important. We cant survive in the market with high cost. So we need to cut the cost of the product. For cutting the cost we need more trained worker who can work faster and quickly. So that the production time can be reduced, At lastly we can get the low price product. So that in every area we need trained people. For getting trained people we have to make them trained by giving training.

COMPANY PROFILE
In 1938 Lee

Byungchull (1910 1987) of the family large in

landowning

the Uiryeong county came to the nearby Daegu city and founded Samsung Sanghoe , a small trading company with forty employees located in Su-dong (now Ingyo-dong). It dealt in green-grocery and dried fish produced in and around the city, and the noodles, Byeolpyo Guksu produced itself. The company prospered and Lee moved its

head office to Seoul in 1947. When the Korean War broke out, however, he was forced

to leave Seoul and started a sugar refinery in Busan as a name of Cheil Jedang. It was the first South Korean sugar manufacturing facility. After the war, in 1954, Lee founded Cheil Mojik and built the plant in Chimsan-dong, Daegu. It was the largest woolen mill ever in the country and the company took on an aspect of a major company. Samsung diversified into many areas and Lee sought to establish Samsung as an industry leader in a wide range of enterprises and the company started moving into businesses such as insurance, securities, and retail. South Korean President Park Chung-hees regime during the 1960s and 1970s would prove a boon for Samsung. Park placed great importance on industrialization, and focused his economic development strategy on a handful of large domestic conglomerates, protecting them from competition and assisting

them financially. Samsung was one of these companies and Park banned several foreign companies from selling consumer electronics in South Korea in order to protect Samsung from foreign competition and nurture an electronics manufacturing sector that was in its infancy
Logos

The meaning of the Korean hanja word Samsung is "tristar" or "three stars". The three represents big, many and powerful, star means eternity.(According to the Founder of Samsung Group).

The Samsung Byeolpyo noodles logo, used from late 1938 until replaced in 1958

The Samsung Group logo, used from late 1969 replaced until in 1979

10

The Samsung Group logo (three stars), used from late 1980 until replaced in 1992 .

The Samsung Electronics logo, used from late 1980 until replaced in 1992

Samsung's current logo used since 1993. The current Samsung logo design is intended to emphasize flexibility and simplicity while conveying a dynamic and innovative image through the ellipse, the symbol of the universe and the world stage. The openings on both ends of the ellipse where the letters "S" and "G" are located are intended to illustrate the company's open-mindedness and the desire to communicate with the world. The English rendering is a visual expression of its core corporate vision, excellence in customer service through technology.

11

The basic color in the logo is blue, the color that the company has had used in its logos for years. The blue color symbolizes stability and reliability, which are precisely what the company wishes to accomplish with its customers. It also stands for social responsibility as a corporate citizen, a company official explained. In the late 1960s, Samsung Group began the electronics industry. It formed several electronics-related divisions, such as Samsung Electronics Devices Co., Samsung Electro-Mechanics Co., Samsung Corning Co., and Samsung Semiconductor & Telecommunications Co., and made the facility in Suwon. Its first product was a black-

and-white

television

set.

In

1980,

the

company

acquired Hanguk

Jeonja

Tongsin in Gumi, and started to build telecommunication devices. Its early products were switchboards. The facility were developed into the telephone and fax manufacturing systems and became the centre of Samsung's mobile phone manufacturing. They have produced over 800 million mobile phones to date.The company grouped them together under Samsung Electronics Co., Ltd. in the 1980s

12

In the late 1980s and early 1990s, Samsung Electronics invested heavily in research and development, investments that were pivotal in pushing the company to the forefront of the global electronics industry. By the 1980s Samsung was manufacturing, shipping, and selling a wide range of appliances and electronic products throughout the world. In 1982, it built a television assembly plant in Portugal; in 1984, it built a $25 million plant in New York; in 1985, it built a $25 million plant in Tokyo; and in 1987, it built another $25 million facility in England. Samsung started in Austin in 1996, when it began

construction of its first plant which would be the only location in the world outside of South Korea that manufacturers chips. In total, Samsung has invested about $5.6 billion in the Austin location by far the largest foreign investment in Texas and oneof the

largest single foreign investments in the United States. The new investment will bring the total Samsung investment in Austin to more than $9 billion. The 1990s saw Samsung rise as an international corporation. Not only did it acquire a

13

number of businesses abroad, but also began leading the way in certain electronic components. Samsung's construction branch was awarded a contract to build one of the

two Petronas Towers inMalaysia, Taipei 101 in Taiwan and the Burj Khalifa in United

Arab Emirates (founded by Callum Cuirtis), which is the tallest structure ever constructed in human history. In 1993, in order to change the strategy from the imitating cost-leader to the role of a differentiator, Lee Kun-hee successor to Lee Byung-chull, sold off ten of Samsung Group's subsidiaries, downsized the company, and merged other operations to concentrate on three industries: electronics, engineering, and chemicals. In 1996, the Samsung Group reacquired the Sungkyunkwan University foundation.

Compared to other major Korean companies, Samsung survived the Asian financial crisis of 199798 relatively unharmed. However, Samsung Motor, a $5 billion venture

was sold toRenault at a significant loss. As of 2010, Renault Samsung is 80.1 percent owned by the French auto giant Renault and 19.9 percent owned by Samsung. Additionally, Samsung manufactured a range of aircraft from 1980 to 1990s. The company was founded in 1999 as Korea Aerospace Industries (KAI), the result of merger between then three domestic majorAerospace divisions of Samsung Aerospace, Daewoo

Heavy Industries and Hyundai Space and Aircraft Company (HYSA). Korea Aerospace

14

Industries (KAI)

largest

shareholders

as

of

2009

(Korea

Development

Bank 30.53%, Samsung Techwin 20.54%, Doosan (formerly known as Daewoo Heavy

Industries) 20.54%, Hyundai Motor 20.54%). However, Samsung still manufactures the

aircraft engine. IHI

of Japan,Avio SpA. of Italy, Volvo Aero of Sweden, MTU of

Germany, TechSpace Aero of Belgium, Snecma (SAFRAN Group) of France

andSamsung

Techwin of

Korea

are

revenue-sharing

participants

in

the GEnx program.(GEnx engine for the new Boeing 747-8 airplane) General Electric

Company (GE) and Samsung Techwin, Co. LTD (STW) have signed a contract to

develop the T700 turboshaft engine for the Korean Helicopter Program (KHP). Under the contract, GE-Aviation and STW will jointly develop the engine.

15

Samsung Group headquarters at Samsung Town, Seoul.

Most importantly, Samsung Electronics (SEC) has since come to dominate the group and

the worldwide semiconductor business, even surpassing worldwide leader Intel in investments for the 2005 fiscal year. Samsung's brand strength has greatly improved in the last few years. Samsung became the largest producer of memory chips in the world in 1992, and is the world's second-largest chipmaker after Intel (see Worldwide Top 20 Semiconductor

Market Share Ranking Year by Year). In 1995, it built its first liquid-crystal

display screen. Ten years later, Samsung grew to be the world's largest manufacturer of

liquid-crystal display panels. Sony, which had not invested in large-size TFT-LCDs,

contacted Samsung to cooperate, and, in 2006, S-LCD was established as a joint venture between Samsung and Sony in order to provide a stable supply of LCD panels for both manufacturers. S-LCD is owned by Samsung (50% plus 1 share) and Sony (50% minus 1 share) and operates its factories and facilities in Tangjung, South Korea. Samsung is now the world's leading manufacturer of liquid crystal displays

16

In 2006, Samsung has partnered with Korea University to develop a stationary machine gun-armed sentry robot for border security missions. The robot utilizes an ambient light camera and thermal/IR (infrared) camera (both with zoom feature), as well as sophisticated pattern-recognition software for target identification, tracking, and engaged Considered a strong competitor by its rivals, Samsung Electronics expanded production dramatically to become the world's largest manufacturer of DRAM chips, flash

memory, optical storage drives and it aims to double sales and become the top manufacturer of 20 products globally by 2010. Samsung Electronics, which saw record profits and revenue in 2004 and 2005, overtook Sony as one of the world's most popular consumer electronics brands, and is

now ranked #19 in the world overall.Behind Nokia, Samsung is the world's second largest by volume producer of cell phones with a leading market share in the North America and Western Europe. In 2010, Samsung released the Samsung Galaxy S smartphone (more than 5 million sales worldwide) and announced the release of the Galaxy Tab, an Android 7 inch tablet. The company also released a new U.S. website that includes social media integration.

17

Products and organizational structure

B2B (business to business), B2G (business to government)

A coupling of giants: Samsung's 2.5-megawatt wind turbine drive train meets the U.S.

Department of Energy's National Renewable Energy Laboratory's 2.5-megawatt dynamometer. It was the greatest amount of power ever measured at NREL's dynamometer lab, and the largest full-scale dynamometer test of a wind turbine drive train ever done in the United States.

Notable Customers Royal Dutch Shell

Samsung Heavy Industries will be the sole provider of liquefied natural gas (LNG) storage facilities worth up to US$50 billion toRoyal Dutch Shell for the next 15 years.

The United Arab Emirates government

18

A consortium of South Korean firms - including Samsung, Korea Electric Power Corp and Hyundai - has won a deal worth 40 billion dollars to build nuclear power plants in the United Arab Emirates.

The government of the Canadian province of Ontario The government of the Canadian province of Ontario signed off one of the world's

largest renewable energy projects, inking a $6.6bn deal that will result in 2,500MW of new wind and solar energy capacity being built. Under the agreement a consortium led by Samsung and the Korea Electric Power Corporation will manage the development of 2,000MW-worth of new wind farms and 500MW of solar capacity, while also building a manufacturing supply chain in the province.]

19

Group divisions

Samsung SE170 road-rail excavator of Veli Hyyrylinen Oy in Muurame, Finland 2009

Electronics Industries

Financial Services

Chemical Industries

Machinery & Heavy Industries

Engineering & Construction

Retail & Entertainment

Apparel & Advertisement

Education & Medical Services

Trading & Resource development

20

Samsung products

Air

Conditioners Audio

Systems

AST24P6GED,Insta

Chill

Split MM-DC10

Camcorder

CD

Rom

&

DVD

Rom

VP-D907i

SH-152A/YON,CD

Rom

Drives

21

DVD

Player Digital

Camera

DVD-P250K

Digimax

A7

Monitors

Notebook

SyncMaster

591S,

15" P28

Premium

22

Printer

Refrigerator

ML-1610

RA20KV

Premium

Mobile

Phones Televisions

SGH-X640

CZ-20V5

23

TRANING & DEVELOPMENT POLICY Why training is important

Every company should be fully committed to the continuous development of its staff, in the same ways as we continuously develop our services. This will be achieved by helping all staff identify and meet their own job and business related development needs. This policy will ensure that we have the adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through the Performance Review process :-

Ensure that staff have a level of knowledge and skill to fully perform their role Encourage staff to develop within their current role Look for potential, and find ways for staff to demonstrate potential Recognize and reward staff development (utilizing it wherever possible) Create a learning culture by providing opportunities for learning

Equal opportunities

All staff are entitled to and can expect to receive training they need to carry out their current role. This includes seconded, fixed-term contract or short-term contract staff. Permanent employees can expect to benefit from further commitment for each individual to devote at least 5 days a year towards training and development. First priority will be towards job-related training, but we will also encourage individuals to undertake personal development training. This may entail taking professional qualifications; undertaking

24

research into a particular field of interest or experiencing a particular aspect of another job in order to gain an insight into the role and fuller understanding of the work.

Training should not be viewed purely as attending a training course. There are a variety of different methods that can be used to help train and develop individuals and Personnel Services will be happy to help individuals and managers select the most appropriate method. For example, using open learning materials; computer-based packages; videos or CD-ROMs; e-learning; and reading literature, to name but a few.

Shared responsibilities

It is recognizes the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, the company expects individuals to take on some responsibility for their own self-development. For example, identifying suitable training activities (with the help of line managers and Personnel Services) and adopting a flexible and positive approach to any training and development that is identified with them.

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Identifying training & development needs

Identifying training and development needs, and helping individuals to improve their performance, are key responsibilities for line managers, so they are expected to be actively involved in their teams training and development. Line managers are also responsible for measuring the effectiveness of any training and development undertaken by team members, with assistance from Personnel Services.

The skills and knowledge that will be needed for the future success of the company will become apparent as each years business (corporate) plan is drafted and communicated to teams within the company and individual performance objectives agreed. Where individual skills, knowledge or the development of competenciesare needed to achieve our business objectives, these should be recorded on the Development Needs Assessment plan, which forms part of our Performance Review process.

Setting and evaluating learning objectives/outcomes

The company has a number of key business objectives that it needs to achieve. These objectives can be achieved only through harnessing the abilities and skills of everyone in the company and by releasing potential and maximizing opportunities for development. If individuals need to learn in order to achieve business objectives, it is important that any training and development in which we invest has a relationship to our business objectives, so we can demonstrate the contribution learning makes towards overall organizational success.

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To demonstrate this contribution, individuals will agree with their line managers, prior to undertaking a learning activity, learning objectives. Learning objectives will be the means by which managers and company can measure how effective training and development has been towards achieving our business objectives or performance. Setting learning objectives will therefore provide a benefit for everyone: For individuals, objectives give a better understanding of what is expected of them; where priorities lie; where their contribution fits into the organization and how they are progressing.

For managers, objectives provide a basis for allocating responsibility to individuals for achieving certain results; monitoring the achievement of results and providing solid evidence, which is less subjective, for assessing an individuals performance.

For the organization, objectives give a greater likelihood of strategic and corporate plans being achieved.

Once someone has experienced a training and development activity or learning, we will measure its impact and effectiveness on individual performance and the organization. Again, line managers are expected to be part of this process by defining the performance standards (or measures) when setting objectives and deciding on the methods that they will use to evaluate the learning. (Personnel Services will of course be available throughout the process to provide guidance and support).

27

There are three key stages that will be used to evaluate training and development: Reaction:At this level, evaluation provides information on the attitudes of a participant to learning, but it does not measure how much they have actually learned. That being said, if a participant has a positive reaction to the learning experience they are more likely to implement what they have learned. Evaluation at this level will be measured by a post-learning questionnaire, which will be completed immediately after the learning activity has taken place. Normally, Personnel Services will be responsible for issuing this type of questionnaire.

Performance:Evaluation at this level looks at the impact of a learning experience on individual performance at work. Key to this area of evaluation will be the need to have established smart learning objectives prior to the learning experience so that when evaluation takes place there are measures to use. For example, an important learning objective for a junior secretary attending a Word training course may be to produce typed correspondence with no spelling or typographical errors. In this example, a manager would be able to evaluate the secretarys performance using a measure of no spelling or typographical errors. Ideally, evaluation on performance should take place approximately 3 4 months after the learning activity. Line managers should undertake this evaluation and send a copy of the results to Personnel Services. Organizational impact: At this level evaluation assesses the impact of learning on organizational effectiveness, and whether or not it is cost-effective in organizational terms. Personnel Services will undertake this evaluation as part of a wider training and development evaluation process.

28

In summary then, Personnel Services will evaluate training and development at the reaction and organizational levels, and line managers will be responsible for evaluating the effectiveness of training and development at the performance level. However, there will be some types of learning activities, for example attending conferences or seminars, where it may not be appropriate to undertake any evaluation. If any doubt, please contact Personnel Services. To assist line managers, there are a variety of methods that can be used to measure the effectiveness of the learning. Some of these include: Participant self-assessment Written or practical tests Structured interviews Questionnaires Feedback for example, internally from colleagues, peers, and managers and/or externally from partners, customers or clients Qualifications obtained

Line managers should contact Personnel Services, who will be pleased to help set-up an evaluation method to use to measure the effectiveness of a training activity.

29

Funding

Funding for training and development will be paid from a central training budget, therefore the Head of Personnel Services must approve any training and development that involves a financial cost before any financial commitment is made. Details of how to apply for a training and development are explained under the section headed Selecting a training provider and applying for training. In addition to job-related training and development, company also recognises the need to help individuals to improve within their chosen career path by encouraging individuals to gain professional/vocational/academic qualifications. With this in mind, company has established a company sponsorship scheme whereby full or partial sponsorship will be provided. Information about the scheme can be found under the section headed Company sponsorship.

Time off to attend training courses

Where an individual needs to attend a training course funded by company, time off during working hours will be given to attend the course. Individuals are expected to travel to and from a training venue within the normal course of the day. Where company is providing sponsorship towards a professional qualification, time off to attend lectures/workshops/summer school will be agreed on an individual basis, taking account of the business needs. The Head of Personnel Services will approve any such requests, in full consultation with line managers.

30

Non-training course learning activities

Typically, a training course is designed to transfer new skills or knowledge to an individual. Invariably new skills and knowledge will be developed over time to improve performance. However, not all learning has to be addressed through a training course. There is a wide range of development methods available that can be used without leaving the office. For example, being coached by a fellow colleague or manager; using a computer aided training package; on-the job training; reading books; undertaking research or practising a particular skill. Finding out about training courses or alternative learning methods Personnel Services is building up a range of literature from training suppliers and a selection of books/videos/computer discs available for individual use. To find out more, please contact Personnel Services. Selecting a training provider and applying for training Before booking a training event, individuals should research the costs and course availability with possible training providers. Personnel Services will be happy to help as they keep details of various training providers, so please contact them for information/advice. Company organized training programmes, for example Customer Service Training, Team Building training, will be coordinated through Personnel Services (so individuals do not have to complete any forms). All other training and development activities must be authorized by Personnel Services before any training is booked.

31

Company sponsorship

Company recognises the need for continuous professional development and are pleased to be able to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are for at least one year). The scheme covers professional, academic or NVQ (or equivalent) qualifications. The following guidelines are designed to give individuals an idea of the sort of funding that may be available and how individuals may apply.

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TRAINING NEEDS IDENTIFICATION

Training is often included as an essential element of an organizations strategy to gain a competitive advantage. Regulatory agencies require that employees be trained certain topics and personal development/career paths often specify skill and knowledge areas which must be mastered. These are the factors that influence an organizations overall training program. With all these sometimes-divergent factors competing for resources training systems can become stressed, ineffective, inefficient and fragmented. Organizations need a structure approach when developing/improving their training system.

For purposes of this discussion we will divide the training process into three phases: (1) needs identification (2) Training Systems (courses, modules, training aids, presentation, instructors, records) (3) Evaluation

33

PHASE ONE: Needs Identification The first phase is the identification and analysis of an organization's training needs. As a minimum, the organization should be able to accomplish the following four things: 1. Systematic review of each trade, occupation or process by a team of knowledgeable individuals 2. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and workers 3. Conduct a complete review of legislated training requirements 4. Review the results of Hazard Analyses, Occupational Health surveys and other survey or process analyses.

34

Identification of training needs (ITN)

Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity: peoples learning important to them, and the success or the organization may by to stake. It is important to know exactly what you are doing, and why, when undertaking ITN. This is the reason we have included material to help you make considered decision and take thoughtful action. You will find, however, that the return on the investment you make in fully understanding what ITN is all about will make it well worth while.

35

NEED FOR STUDY

.Rational behind the study: Training plays a vital role in effective functioning of any company. The efficiency and productivity of worker working in an organization not only depends upon the skills they possesses or working environment, they are working in, but also depends upon the policy of the company of providing training to the employees according to the demand of the job. There remains a gap between the demand of the job and skills of the worker. This gap can be patch up by delivering effective training and development programs. The workers get the better opportunity to improve themselves and as a result to enhancement of the productivity of the organization.

So it is most important for every organization to provide such training to the employees for development of their skills as well as knowledge related to the job, that will fulfill his own requirement of learning and the requirement of the organization and achieve the organization goal too.

36

SCOPE OF STUDY

1. The study will help in evaluating of the effectiveness of the training program . 2. It will help in bridging the gap of what is and what is expected . 3. It will help to seek any changes , if required in the ongoing training process of the organization also it will provide an indicator to the rate of development for the organization .

37

OBJECTIVE OF THE STUDY:

A comprehensive study of Training & Development programs that has been carried out by SAMSUNG PVT. LTD.

1)

The main objective is to study the training and development activities carried by the SUMSUNG PVT . LTD. to study the training procedures provided by the company. To evaluate the effectiveness of training programs.

2) 3)

The objective of the project is to study training and development in company. As we know that training is an important factor for the growth of an organization as it is regarded as lifeline for the company.So the ultimate goal of this study is to study the way of providing training as well as the way of development of trainees in SAMSUNG International Limited. measuring the

38

PART - II

39

CHAPTER 2

40

RESEARCH METHODOLOGY

41

RESEARCH METHODOLOGY

Research works involve a systematic process. There must be well-defined procedure for each and every research work, which always need a set of methodologies. The methodology for any research work constitutes the selection of representative sample from the whole of the universe (or population) and also, applying appropriate tools and techniques of research.

This research work was carried out in two stages :1. Firstly, an intense Literature Survey was done from the SAMSUNG Training Manuals and; 2. Secondly, the research was carried out by means of filling up of questionnaires. 3. For the purpose of data collection, two sets of questionnaires were prepared. One for the trainees and other for their reporting officers.

After preparing the questionnaire on the basis of research design, it was firstly tested on six respondents. After getting the responses, certain modifications were done to make it more focused and also, free-flowing. The sampling was Disproportionate Stratified Random Sampling, departments like : PE Hydro, PE Civil, PE Electrical, PE Mechanical, Water System Group, SG Group, Cost Engineering, CSD, New Project Group, etc., were covered to look for the respondents who have completed their 3 to 5 months back.

42

Research Instrument :The research instrument was structured questionnaire with the choice of open-ended and close-ended questions.

Field data :The field data has been collected by personally administering the questionnaire of the topic.

Sampling Plan :1. Sampling Unit :Each respondent was considered as a single unit in the whole research work.

2. Sampling size :The sampling size or the universe of the research work was 100 trainees & 15 reporting officers.

3. Sampling procedure :To obtain the representation samples, Stratified Random Sampling was used. This means that respondents were selected randomly without any well defined proportions from various departments of the organization.

43

Information sources :The information sources were as follows:

1) Primary Information Sources :a) Survey of the employees who underwent training programs 3-5 months back by giving them Questionnaires and collecting their feedback.

b) Survey of the Reporting Officers of the trainees.

2) Secondary Information Sources :a) b) c) Training Calendar of Samsung. Participants List. Various books at Samsung.

44

Methodology of data collection: i. Going through the records:

I would like to go through relevant files and the company has carried out documents from where can get an idea about the different types of training and development that.

ii.

Preliminary discussion:
In this regard at the outset, I would like to talk about the training and development in charge to enquire for the identify the needs of training and development programs at present scenario.

iii.

Feedback from the employees through the interview and written questionnaire.
For evaluation the effectiveness of training and development programs I would like to take feedback from employees that how much they get benefit from that programs. At last I would like to take suggestion for future improvement.

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LIMITATIONS
1. Probably the biggest disadvantage to employee training is that it is too expensive. Someone has to be paid to do the training either externally or internally. Whomever is doing the training is being taken away from some other job Responsibility, so rather than productive work being accomplished elsewhere it is Being spent on training. When employees are hired, they are hired to do a job, and Typically they are needed quickly . 2. The wrong person is doing the training. It takes a special person to be a trainer; They have to have a passion for training and they have to know what theyre Talking about. Employees being trained can quickly ascertain if the person doing The training is knowledgeable, competent, and approachable. The wrong trainer Can do more harm than good. 3. Lossing control of the training content. This is especially concerning if the training is being conducted by an outside company. If the material being presented is not whats needed for proper training, then the expens e of that employee training is wasted. 4. Orientation training is not specific. Its advantageous for each portion of the training to be presented by a person who works in that department. If its asset control, then someone from assets protection should conduct that portion of employee training; if the topic presented is HR related, then bring in someone from HR to lead that training. Too often one trainer is trying to present everything, and much information is missed.

46

5. Sufficient time is not allowed for covering all the training material, and there is not enough time for questions and answers. If the time allotted for training is insufficient for the amount of information in the training program, then either more time needs to be set aside for the training, or less material needs to be presented. If youre going to train employees, you might as well do it right. 6. Different learning levels of those being trained can cause some to be bored because its too elementary or it may cause others to be frustrated because its too complicated and the purpose of the employee training may be lost from the start.

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CHAPTER 3

48

DESCRIPTIVE WORK ON SUBTOPIC OF STUDY

49

DESCRIPTIVE WORK ON SUBTOPIC OF STUDY WHAT IS TRAINING ?

Training is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in a structured format . Training can be defined as a learning process that involves the acquisition of knowledge , sharpening of skills , concepts , rules or changing of attitudes and behavior to enhance the performance of employees . Training means equipping the employees with the required skill to perform the job . The candidates are sent for training so that they can perform the job in the expected manner .

50

NEED OF TRAINING
Reduce learning time

A trained employee takes less time in learning the job as compared to untrained employee . as a result there is less wastage of resources and higher productivity in the organization .

Better performance

The performance of trained employees is always better than the performance of untrained employees as in the training programmes their qualities and capabilities are improved and employees get some experience of working on the job before they are actually assigned the job .

Attitude formation

The training and development aim at molding the employees so that they develop positive attitude for the organization , and to motivate them to be ready to take the initiative and result in better support and co operation among the employees .

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Better career option

Improved skills and knowledge due to training bring better career options for employees .

Earning more

Improvement in efficient performance of employees help the employees to earn more .

Boost up the morale

Training increase the satisfaction and morale of employees .

Less chances of accidents

Training makes employees more efficient so there are less chances of accidents .

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SCOPE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources

Training and Development helps in optimizing the utilization of human resource

that further helps the employee to achieve the organizational goals as well as their

individual goals.

Development of Human Resources

Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an

organization. It also helps the employees in attaining personal growth.

Development of skills of employees

Training and Development helps in increasing the job knowledge and skills of

employees at each level. It helps to expand the horizons of human intellect and an

overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.

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Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and work-life.

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Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force.

Image Training and Development helps in creating a better corporate image.

Profitability

Training and Development leads to improved profitability and more positive

attitudes towards profit orientation

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METHODS OF TRAINING ON COMPANY

In SAMSUNG PVT. LTD. NOIDA. Need based system of importing training is followed. Training is based on the frequency of defects found during the production. Job supervisor is vigilantly watching each and every product. If he find any defect in the product, he instructs the worker to do right way. If no. of worker are doing same mistake, than all of them are taken in a group and provided training spontaneously & the process in reurded. This way only defective based training is provided by the company.

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Training Process in Samsung

Organizational Objectives Strategies Assessment of Training Needs Establishment of Training Goals Designing Training Programme Implementation of Training Programme Evaluation of Results
Organization Needs, Personnel Performance Appraisal Personnel Competence Forms,

Identify Training Needs Submit to HR Department Categorize Needs Prepare Training Calendar Internal Training? Yes Identify the Trainer Training

Training Need Identification Form Training Need Summary Form Annual Plan Training

All HODs All HODs HOHR

HOHR

Identify and Choose Training Provider

No

HOHR

HOHR

Attendance
List of Participants

Arrange and Provide Training

sheet, Training

HOHR

Evaluate the Training Effectiveness No

Feedback Training Form Effectiveness Certificates, Evaluation Form if any

All HODs

Effective? Yes

Provide Re-training,

HOHR HOHR/ All HODs

as appropriately Personnel Update Personnel Training Records, Identify other Training needs and continue the cycle
Training Record

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METHODOLOGY OF TRAINING
There is various methodology of training. No single technique is always best. The best method depends on Cost effectiveness Desired program content Learning principles Appropriateness of the facilities Trainee preferences and capabilities Trainer preferences and capabilities There is a range of teaching methods available to trainer. The choice of a method is a matter of experience and competence of the instructor and his judgment of how much and what a particular group of trainees would learn from using one method or another. Factors which affect the choice of training method: The choice of methods depends on the knowledge and experience of the teacher or trainer. The choice of the methods should take into consideration the intellectual level and educational background of the participants and the participants age practical experience. Some methods are more effective than others in achieving certain objective. Choice methods depend on the social and cultural factors in the environment. Now many participative methods are accepted and used in management training. It also depends on the time and the availability of resources and infrastructural facilities.

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Types of training Job instruction training Job rotation Apprenticeships Coaching Vestibule training

Induction or Orientation training: Induction or orientation may be defined as a process of guiding and counseling the employee to familiarize him with job situations. The induction process accomplishes several objectives including formation of a favorable impression and attitude, development of the feeling of belongingness and facilitation of learning and teamwork on the part of the employees. The content of the induction program should be predetermined in the form of a checklist specifying the topics to be covered. Attempts are to be made to follow-up and assess the program by interviewing the new employees as a measure to correct the gaps in the knowledge and attitude of the employees.

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Rank-and-File job training: This is based on similarities in training on several specific jobs. This type of training can be imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its advantages arise in so far as it is realistic and economical and does not hamper production as well as necessitate from classroom to job situations.

Limitations of rank-and-file job training: The trainer may be an incompetent teacher The shop floor may be busy There may arise heavy production losses.

Supervisory training: Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors. Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors themselves may be requested to indicate the areas where they need training. Frequently, these surveys indicate that supervisors need training in human relations, production control, company policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job relations training (JRT). The JMT helps the supervisors to improve methods in their departments, while the JRT helps them in handling human relations problems in their departments.

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ON THE JOB TRAINING:

On the fob techniques are conducted in the real job settings. On the job methods usually involve training in the total job. These methods are typically conducted by individuals, workers, supervisors. The main advantage is that the trainees learn while actually performing their work, which may minimize the training cost. They also learn in the same physical and social environment in which they will be working once the formal training period is completed.

Types of on the job techniques: Job instruction training Job rotation Apprenticeship Coaching Vestibule training

Job instruction training: Job instruction training (JIT) is received directly on the job and so it is called on the job training it is used primarily to teach workers how to do their current jobs. The worker learns to master the operation involved on the actual job situation under the supervision of his immediate boss who has to carry the primary burden of conducting the training. Usually no special equipment or space is needed, since now employees are trained at the actual job location.

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Job rotation:

Some trainers move a trainee from job to job. Each worker move normally is preceded by job instruction training. This is a method of training wherein workers rotate through a variety of jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different parts of the organization for a specified period of time. They may spend several days or even years in different company locations. In this way they get an overall perspective of the organization. It is used with both blue-collar production workers and white collar managers and it has many organizational benefits. Job rotation creates flexibility, during manpower shortages, workers have the skills to step in and fill open slots. The method also provides new and different work on a systematic basis, giving employees a variety of experiences and challenges. Employees also increase their flexibility and marketability because they can perform a wide array of tasks.

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Apprenticeship:

An apprentice is a worker who is learning a trade but who has not reached the state where he is competent to work without supervision. It is particularly common in the skilled trades. In organization a new worker is tutored by an established worker for a long period of time. An apprenticeship lasts from two to five years. Each apprentice is usually given a workbook consisting of reading materials, tests to be taken and practice problem to be solved. This training is used in such trades, crafts and technical fields in which proficiency can be acquired after a relatively long period of time in direct association with the work and under the direct supervision of experts. Training is intense, lengthy and usually on a one to one basis.Increasing national attention is being paid to workforce preparation in the United States. This stems from the growing realization that America's ability to occupy a leading competitive position in the emerging global economy hinges, to a large degree, on assuring that the nation's workforce is second to none. Today, unfortunately, this is not the case. Employers frequently report that significant numbers of young people and adults alike exhibit serious educational deficiencies and are illequipped to perform effectively in the workplace. As a consequence, leaders from industry, labor, education, and government are all grappling with how to design educational reforms and education/training strategies that will improve the skills of America's current and future workforce.

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In the spirit of this reform, one particular training strategy -- apprenticeship -- has captured the interest of many policy makers, educators, and others who are involved in the national reform movement. Its growing appeal comes as no surprise and, perhaps, is long overdue. Experience both in the U.S. and growing abroad has repeatedly demonstrated that apprenticeship is a highly effective strategy for preparing people for work. The bulk of apprenticeship programs offered in the U.S. and its territories are in the building trades and manufacturing industries, but there is significant potential to develop apprenticeship programs in a variety of other industries.

Coaching:

At management levels Coaching of immediate subordinates by their managers is common. A coach attempts to provide a model for the trainee to copy it tends to be less formal than an apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is likely not to be as directive approaches such as nondirective counseling or sensitivity training. If the trainees shortcomings are emotional or personal. Coaching will be ineffective if relations between trainee and coach are ambiguous in that the trainee cannot trust the coach.

Coaching thrives in a climate of confidence, a climate in which subordinates respect the integrity and capability of their superiors.

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Vestibule training: Vestibule training is a type of instruction often found in production work. A vestibule consists of training equipment that is set up a short distance from the actual production line. Trainees can practice in the vestibule without getting in the way or slowing down the production line. These special training areas are usually used for skilled and semiskilled jobs, particularly those involving technical equipment.

Vestibule is small, so relatively few people can be trained at the same time. The method is good for promoting practice a learning principle involving the repetition of behavior.

OFF-THE JOB TRAINING:

Off the job method are those training and development programs that take place away from the daily pressures of the job and conducted by highly competent outside resource people who often serve as trainers, which is one of the main advantages of this method. The major drawback of this is the transfer problem.

Types of off the job training:

Lectures consist of meeting in which one small number of those present actually plays an active part. The lecture method is a popular form of instruction in educational institution. The lecturer may be a member of the company or a guest speaker.

65

Before preparing the lecture some points should be considered. Who is your audience? What is your audience? What is the time available? What is the subject mater?

The lecture should be brief and to the point, presenting the theme of the subject in a manner that arouses the interest of the audience from the start. The speaker should be poised, courteous and sincere. The action should be spontaneous. The role of a lecturer is make difficult things simple, not the reverse.

Limitations of lecture method:

It gives very little opportunity for active practice, development, over learning, knowledge or results or transfer of learning. In this method trainee himself or herself have to understand and personalize the content of the lecture. It is not suitable for courses where people with work experience are participating. This method involves one-way communication, which is not interaction of the audience. This method cant readily adopt itself to individual differences, which may arise farthest from reality.

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Audio visual technique: Audio-visual techniques covers an array of tainting techniques, such as films, slides and videotapes. It allows seeing while listening and is usually quite good at capturing their interests. These methods allow a trainers message to be uniformly given to numerous organizational locations at one time and to be reused as often a required.

Available devices used in lecture techniques: Blackboard Flip chart Magnetic board Flannel board Overhead projector

Conference or discussion method: This method encourages the participation of all members of the group in an exchange of opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral role providing guidance and feedback. Inspite of the intention to encourage general participation the conferences are frequently dominated by a few, with the majority no more active than they would be at a lecture. It is more effective than the lecture in changing adult behavior and also modifying attitudes. The conference method can draw on the learning principles of motivation and feedback. It is used to enhance knowledge or attitudinal development.

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Main objective of conference method:

Developing the decision making and problem solving skills of personnel Changing or modifying attitudes Presenting new and sometimes complicated material

Role playing : Active participation rather than passive reception facilitate learnings. Role-playing believes in active participation. This is a training method often aimed at enhancing either human relations skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique in which some problems involving human interaction, real or imaginary is presented and then spontaneously acted out. Participants suggest how the problem should be handled more effectively in the future. This acting out is followed by discussion and analysis to determine what happened and why and, if necessary, how the problem could be better handled in future. Role-playing is less tightly structured than acting, where performers have to say set lines on sue. Participants are assigned roles in the scenario to be enacted, so , in this way, it is a device that forces trainees to assume different identities. Usually participants exaggerate each others behavior. Ideally, they get to see themselves as others see them.

68

CASE STUDY
By studying a case situation, trainees learn about real of hypothetical circumstances and the acns others take under those circumstances. Beside learning from the content of the case,person can develop decision making skills. Case method is an excellent medium for developing analytical skills. Cases are usually organized around one or more problems or issues that are confronted an organization. Cases can range from one page to over fifty pages. Feedback and repetition, are usually lacking. One inherent difficulty is personal bias. This method calls for skills with language. But many people are sent to case study courses primarily because they lack communication skills. When cases are meaningful an similar to work related situations, there is some transference. There also is the advantage of participation through discussion of the case. It improves participants skills in problem analysis, communication and particularly brings home to the participant that nothing is absolutely right or wrong in the field of human behavior. Survey results indicate that the case method is considered by training directors to be the best methods of developing problem solving skills.

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SIMULATION
Simulation is an approach that replicates certain essential characteristics of the real world organization so that the trainees can react to it as if it were the real thing and then consequently transfer what has been learned to their job. Simulation training is based on a reproduction of some aspect of job reality. Simulation usually enhance cognitive skills, particularly decision making. A very popular training technique for higher level hobs in which the employee must process large amounts of information.

SKILL TRAINING
Proper training can be as important as the equipment used and other characteristics of the job. The money annually paid for training by business and industry also demonstrates the importance of training. It has been estimated that American business firms spend more than $30 billion per year on training and development, with some estimates running as high as $100 billion Motorola, Inc. alone spends about $44 million annually on employee education. Another indication of the importance business and industrial firms attach to training is the estimate, made a few years ago, that some forty five thousand employees across the United States were assigned full-time to training and development activities. Since then the figures have no doubt grown.

70

This broad definition of training includes both skills training, which is usually of a technical nature and has a short-term focus, and management and career development programs, which are aimed at educating employees above and beyond the immediate technical requirements of their jobs in order to increase the organizations present and future ability to attain its goals. Thus, management and career development tend to be more future oriented than skills training. The purpose of skills training is to bring the competencies of individuals up to desired standards for present or near-future assignments & develop new skills and knowledge to replace those that have become obsolete as a result of technological organizational changes.

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CHAPTER 4

72

DATA ANALYSIS & INTERPRETATION

73

DATA ANALYSIS AND INTERPRETATION

The object of present study is A STUDY OF TRAINING AND DEVELOPMENT AT SAMSUNG , GRATER NOIDA . On the basis of data being collected , the results obtained are discussed in following pages :-

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Ques.1 What types of training have you gone through?

(i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related TYPE OF TRAINING Skill enhancement Personality enhancement IT Related NO.OF EMPLOYEES 55 15 30

Table 1

Fig 1
Interpretation: Through the analysis of above (fig. 1),55 out of 100 employees has gone through skill enhancement training,30 employees has been through IT training and only 15 employees received personality enhancement training.

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Ques.2 What is the effect of Skill Enhancement Training? Skill enhancement Good Excellent Netural Bad V Bad No. of employees 35% 20% 25% 10% 10%

Table 2

10% 10% 35% Good Excellent Netural Bad 25% V Bad

20%

Fig 2

Interpretation According to, (fig. 2) the development of skills out of 100 trainees 75 have experienced good and rest 25 have experienced excellent.

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Ques 3 What is the effect of Personality enhancement training?

Personality Enhancement: Good Excellent Netural Bad V Bad

No. of employees 30% 20% 35% 10% 5%

Table 3

5% 10% 30% Good Excellent Netural Bad 35% 20% V Bad

Fig 3 Interpretation
Through the analysis of (fig. 3), personality enhancement 80 out of 100 trainees rated this training program good and rest 20 rated this program excellent.

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Ques. 4 What is the effect of IT Development Training? IT development: Good Excellent Netural Bad V Bad No. of employees 32% 28% 25% 10% 5%

Table 4

10%

5% 32%

Good Excellent Netural Bad

25% 28%

V Bad

Fig 4

Interpretation
According to (fig. 4) , the development in Information technology related areas out of 100, 87 staffs rated this training program good and rest 13 rated excellent.

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Ques. 5 Please rate the overall training programme in the following qualities :

Program

Poor

Fair

Average

Good

1. New ideas gain

2. help full to self development

3. Relevance to your job

4. Efficient use of time

Ta ble

5. Maintaining your interest

5
6. Clarity

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5.1 Idea Gained Idea gained Poor Fair Average Good No of employees 12 25 46 17

Table 5.1

No. of employees
50 40 30 20 10 0 Poor Fair Average Good No. of employees

Fig 5.1

Interpretation
On the aspect of gaining of new ideas in the training program, according to (fig. 5.1) most of them found that, they got new ideas. The no. of staffs that said that they got good idea is 17,46 employees think that they got average kid of ieas,25 people got fair ideas and only 12 employees said that they got poor ideas.

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5.2 Self Development Self Development Poor Fair Average Good No of employees 4 25 49 22

No. of employees
50 40 30 No. of employees 20 10 0 Poor Fair Average Good

Fig 5.2

interpretation
Self development aspect in the training program, there is a difference between poor, fair, average and good. According to (fig. 5.2) ,Out of 100, 4 trainees are poor,25 are fair and 22 are good and the rest 49 are average.

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5.3 Relevant to the current job: Relevant to the current job Poor Fair Average Good No of employees 6 22 38 34

Table 5.3

No. of employees
40 35 30 25 20 15 10 5 0 Poor Fair Average Good

No. of employees

Fig 5.3 Interpretation

The entire program should be relevant to the job of worker.In search of this idea in the program, it was found that(fig. 5.3) out of 100 trainees 6 are poor, 22 are fair, 38 are averageand the rest 34 are good enough.

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5.4Efficient use of time: Efficient use of time Poor Fair Average Good No of employees 2 35 30 33

Table 5.4

No. of employees
35 30 25 20 15 10 5 0 Poor Fair Average Good

No. of employees

Fig 5.4

Interpretation Efficient use of time in the training program is very much important for every worker or staff, because every one wants to use his/her time efficiently. .In search of this idea in the program, it was found that (fig. 5.4) out of 100 trainees 2 are poor, 35 are fair, 3o are aveageand the rest 33 are good enough.

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5.5Maintaining the interest: Maintaining the interest Poor Fair Average Good No of employees 2 30 40 28

Table 5.5

No. of employees
40 30 20 10 0 Poor Fair Average Good No. of employees

Fig 5.5

Interpretation Maintaining the interest of participants is essential for the success of any program. It was found that (fig. 5.5) only one trainee says that he didnt have any interest in the training program. it was found that out of 100 trainees 2 are poor, 30 are fair, 4o are averageand the rest 28 are good enough.

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5.6Clarity: Clarity Poor Fair Average Good No of employees 6 32 39 33

Table 5.6

No. of employees
40 20 0 Poor Fair Average Good No. of employees

Fig 5.6 interpretation

In any program, clarity is an important factor, without it we cant assume the success of any such program. The clarity of materials and lectures are very important in making the program a successful event. It was found that (fig.5.6) out of 100 trainees 2 are poor, 30 are fair, 4o are average and the rest 28 are good enough. The training program has mainly been areas rated on three parameters.

i. ii. iii. .

Skill Enhancement Personality Enhancement IT Related

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Ques.6.In your opinion what should be the frequency of the training programme in your company.

Frequency of training program: Frequency of training program: Once in a month Once in 3 months Once in 6 months Once in 12 months No of employees 18 56 24 2

Table 6

No. of employees
60 50 40 30 20 10 0 Once in a month Once in 3 month Once in 6 month Once in 12 month

No. of employees

Fig 6
The experienced of the training program is so impressive that all the trainees very much in these types of programs. They want more of such types of training programs. it was found that according to (fig.6) out of 100 trainees 18 are poor, 56 are fair, 24 are aveageand the rest 2 are good enough.

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Ques.7 In your opinion what should be the duration of this training programme? Duration of training program: Duration of training program: 4 hrs 8hrs 16 hrs 20 hrs No of employees 37 36 25 2

Table 7

No. of employees
40 30 20 10 0 4 hrs 8 hrs 16 hrs 20 hrs No. of employees

Fig 7
The duration of the training program is a big question for the management. All trainees who had attended the training program have different thoughts about that according to (fig.7) 37 out of 100 trainees want the duration of these programs to be 8 hours. 2 of them want 20 hours and want the duration to be 16 hours.

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Ques.8Rate these training programme according to your development.

Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related

Poor 2 3 12

Fair 50 43 35

Good 30 35 35

Excellent 18 20 18

Table 8

120 100 80 60 40 20 0

Excellent Good Fair Poor

Fig 8

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Analysis of workers response

SAMSUNG International Limited basically provides three types of training to workers.

These trainings are:

i.

Skill Enhancement

ii.

Personality Development

iii.

Information Technology related

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Ques.9 Do you find any improvement after attending the training session ? Opinion Improvement Not improvement Cant say No. of employees 65 25 10

Table 9

No. of Employees
80 60 40 20 0 Improvement N0t improvement Can't Say No. of Employees

Fig 9

To read the development after applying development programs questions are asked to the

workers. After the training 65 workers are improved in the job and 25 are not improved

and 10 are not come in observation , According to (fig. 9)

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Ques.10 Please indicate when should the study material be given to the trainees? Training material Study material Before the training After the training No. of employees 76 24

Table 10

No. of Employees
80 60 40 20 0 Before the training After the training No. of Employees

Fig 10

In the analysis of the training program, the next question was, when the study material should be provided either before the training or after. According to (fig. 10) ,out of 100,76 trainees opt that study material should be given before the training. And just 24 want the study material to be provided after the training.

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Ques.11Before started training programme should you go through any test? Need of test No. of employees

Test should be

56

Test should not be

44

table 11

No. of Employees
60 50 40 30 20 10 0 Test Should be Test should not be No. of Employees

fig 11

92

Need or Requirement of any test

Before any training program should there be any test for the purpose of selection of the trainees. According to (fig. 11) out of 100, 56 trainees replies in the favour of the test and 44 were against any such test. There is a small difference between both the views. So it is difficult to choose any one. In my opinion, before selecting a trainee there must be a test conducted by the trainer. It will help him to identify better trainees and the lacking points and qualities in them which is affecting their work.

93

CHAPTER 5

94

CONCLUSION & SUGGESTION

95

CONCLUSION
After completion of project on training programs and its effectiveness at SAMSUNG, the following inferences are drawn: Training system at SAMSUNG International Limited has been good and continuously progressing in nature. The employees are satisfied and praised to management for conducting various and continuous training programs from time to time in various fields like skill development, KAIZEN, etc. and they found these training programs are very useful in developing personality, in reducing absenteeism rate, adapting to management of change, providing ground for innovativeness and creativity etc. The training instructions, material and environment are quite good and so also the employees of SAMSUNG found that the applicability of training program is very good. The employees feel that the training programs increase their knowledge, skill and potential and help them in both, i.e., in job and personal development. This shows that there has been a favourable attitude toward a training program. Employees are provided with regular constructive feedback concerning their performance during and in the implementation of newly acquired abilities to some extent but there is place of improvement for making it more suitable and effective. Similarly, employees have to pay their attention and involve personally in the training process to make it more effective. Employees feel that the chance should be given to every employees and needs are analyzed based on the requirements of the job and hence training henceforth.

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SAMSUNG employees of HRD department are fully devoted to their job. Department is determined to train without any monetary motivation. Department designs programs based in the needs feedback received from various departments and functional heads.

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SUGGESTIONS

1. There is no gain say regarding the training programs enhance the quality of the performance. No one is perfect in his respective field. A full fledged training program makes trainees complete performer in their respective areas. 2. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training. 3. First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. This is a long and time taking process. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents of training program. 4. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the training and make the trainees understand better. 5. Before developing the training contents some points should be taken care of. There should be some practical values in that. The training should include new ideas and should be helpful in the development of trainees. It must be relevant to the hob of workers and

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staffs. In the training process the efficient use of time should be made as time is the most important factor in any job. 6. The frequency of training program is according to the requirement and convenience of the trainees as well as the management. Workers require more training so they need one in every six month. Staffs required less training in the compression of workers, so they required at least on training program every year. 7. The duration of any event is the most important, which maker any program successful or fail. It should be according to the needs of the trainees of participants. In my opinion the duration of the training would be 16 hours.

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CHAPTER 6

100

BIBLIOGRAPHY

101

BIBLIOGRAPHY

A. BOOKS 1. Chadha . K . N . Human Resource Management : friends publications ,new delhi : 2005

2. Prasad . M . L . Human Resource Management : sultan chand & sons , new delhi : 2006

3. Decanzo . A . David& Robbins . P . Stepens Personal Human Resource Mnagement : wiley , john & sons , incorporated , 10th edition : 2009 4. Rosemary Harrison (2005),Learning and Development,CIPD Publishing, pp. 5.

5. Patrick J. Montana and Bruce H. Charnov (2000), "Training and Development" ,Management, Barron's Educational Series, pp. 225.

B. WEBLINKS:

http://en.wikipedia.org/wiki/Samsung

http://traininganddevelopment.naukrihub.com/importance-of-training.html

http://employeetraininghq.com/disadvantages-of-training-employees/

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CHAPTER 7

103

APPENDICES

104

TRAINING & DEVELOPMENT

(QUESTIONNAIRE) Name Department Designation

Ques.1 What types of training have you gone through? (i) Skill Enhancement (ii) Personality Enhancement (iii) IT Related (i) (ii) (iii) (i & ii)

(i & iii)

(ii & iii)

(i & ii & iii)

Ques.2 What is the effect of Skill Enhancement Training? Skill enhancement Good Excellent No. of employees

Ques.3 What is the effect of personality Enhancement Training? personality enhancement Good Excellent No. of employees

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Ques.4What is the effect of IT development Training? IT Development Good Excellent No. of employees

Ques. 5 Please rate the overall training programme on the following qualities: Program 1. New ideas gain 2. help full to self development 3. Relevance to your job 4. Efficient use of time 5. Maintaining your interest 6. Clarity Poor Fair Average Good

Ques.6.In your opinion what should be the frequency of the training programme in your company. Once in a month Once in 6 months Once in 3 Months Once in 12 Months

Ques.7 In your opinion what should be the duration of this training programme? 4 Hours 8 Hours 16 Hours 20 Hours

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Ques.8 Do you find any improvement after attending the training session ? Opinion Improvement Not improvement Cant say No. of employees

Ques.9 Please indicate when should the study material be given to the trainees? Before the training After the training

Ques.10Before started training programme should you go through any test? Yes No

SUGGESTION Would you like to suggest some thing for the training programme? _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________

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Ques.11Rate these training programme according to your development. Training Programme 1. Skill Enhancement 2. Personality Enhancement 3. IT Related Poor Fair Good Excellent

Date :

Signature

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