Professional Documents
Culture Documents
INTRODUCTION
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY
Secondary Objectives
To suggest ways to improve training and development methods bring out a positive
attitude.
RESEARCH METHODOLOGY
Meaning
Research is a systematized effort to gain new knowledge. It is a systematic
study consisting of a problem formulating a hypothesis collecting the facts and data,
analyzing the facts and reaching for certain conclusions, which can be in the form of either
solution towards a problem.
Research design
A research design is the arrangement of conditions for collection and analysis
of data in a manner that aims to combine relevance to the research purpose with economy
in procedure. The research design used in my study is basically descriptive in nature.
Types of research
Exploratory research
Descriptive research
Causal research
Applied research
Basic research
Exploratory research
Exploratory studies are conducted to clarify the ambiguous problems. Ambiguity means
Descriptive research
The research design in my study is descriptive. Its studies are concern with
Causal research
The mean purpose of causal research is to identify the cause and effect
relationship between variables.
Applied research
Applied research is conducted when a decision is to be made about a
Basic research
Basic or pure research (fundamental research) attempts to expand the limits of
knowledge.
Sample Design
A sample design is a definite plan for obtaining a sample from a given
population. It refers to the technique or the procedure the researcher would adopt in
selecting items for the sample i.e. the size of the sample. Stratified sample method is
adopted to select the sample.
Sample Size
It includes the number of sampling unit selected from the population for
investigation. The sample size must be optimum or adequate. If the sample size is small it
may not appropriately represent the population.
Too large sample would be costly in terms of money &time. The optimum sampling size
would fulfill the requirements of efficiency, representativeness, reliability, and flexibility.
The sample size is taken of 100 employees. It is because of the shortage of time & their
busy schedule.
Observation method
Interview method
Internet
Advantages
Simplicity
Greater accuracy
Disadvantages
Secondary Data
The secondary data means data that are already available in various reports,
diaries, letters, books, etc.
Advantages
More flexible
Disadvantages
Uneconomical
Emotionalism
Personal bias
The time limit is also one of the major constraints in conducting study.
Main root of this research study was questionnaire & interview, which has its own
limitations, for example we cant measure the reliability, enthusiasm dissonance etc.
CHAPTER-2
REVIEW OF LITERATURE
Definition of training
According to Michael J. Jucius, defines, The term training is used here to
indicate only process by which the aptitudes, skills and abilities of employees to perform
specific jobs are increased.
According to Edwin B. Flippo defines, Training is an act of increasing the
knowledge and skills of an employ for performing a particular job.
Training enables an employ to do his present job more efficiently and prepare him for
higher level job.
A Trainee learns new habits, refined skills and useful knowledge during the training
that helps to improve the performance.
Tends to be more narrowly focused and oriented towards short term performance
concerns.
Training seeks to meet the current requirements of the job and the individual.
Training is necessary to prepare existing employees for higher level jobs (promotion).
Training is necessary when a person moves from one job to another (transfer).
Training is needed to make employees more productive and useful in the long-run.
Increase in productivity.
Reduced Supervision.
Better management.
THEORY OF TRAINING
Training is a learning experience in that it seeks a relatively permanent
change in an individual that will improve his/her ability to perform on the job. We typically
say training can involve the changing of skills, knowledge, attitudes or social behavior. It
may mean changing employees, how they work, and their attitudes toward their work of
their interaction with their co-workers or supervisors.
The essential elements in any commercial enterprise are materials, equipment and human
resource. Training allied to the other human resource specializations within management,
ensures a pool of manpower of the required level~ of expertise at the right time. But firstly
conducted by in-house instructors, instructors from the industry, or by experts in the field.
Training Need Assessment
The Human Resources Department in consultation with the individual, his/her
supervisor and the Head/Chief of the department assess training needs. The performance
management system as well as feedback by employees across the organization is used for
collaborating the training needs.
Training Calendar
A Training Calendar is prepared and circulated at the beginning of the year.
This carries details about the training programs that will be conducted during the course of
the year. In-hour and external training are held on behavioral as well as specific job related
skills.
Training Evaluations
Training programs are evaluated by Human Resources regularly to ascertain
the value being added to the employees.
Managers nominate employees for training.
obligatory. You are encouraged to make the best use of these opportunities provided by the
company to enhance your professional skills. Training records will be maintained in the
Personal File of each employee, for review at any time.
The expected change in behavior must be useful, closely related to and subject to
maintenance in the work environment.
More specifically the following steps could be involved in setting training objectives
Nature and size of the group to be trained in terms of prior training, situational factors,
formal education.
Indicators to be used in determining changes from existing to the desired level in terms
of ratio and frequency.
Depending on the objectives set, the next step is to decide on the strategy of training
involving the following:
Corrective objectives
Maintenance/status-quo objectives
Innovative objectives.
HOW TO BE CREATIVE?
Postpone judgments: Dont reject any idea
Create alternative frames of references
Break the boundary of thinking
Examine the different aspect of the problem
Specify that resources and environment
Make a wish-list of solutions
Borrow ideas from other fields
work
TRAINING NEEDS
Organizational
Individual
regarding
Operative PersonnelManager
Training
needs
Personnel
through
employees
rating system
identified
merit
External Training
Internal
-Exposure approved
by
appraisal
divisional
director
monitored
corporate
and
Trainingsystem,
and
and
program monitored by
by
training
development manager.
development
manager
On the job
The most important type of training is on the job training. The experience of actually doing
something makes a lasting impression and has a reality that other types of training cannot
provide. There are several types of training program which make use of on-the-job training
concept which are as follows:
Job Rotation
Internship training
Apprenticeship
b)
Incident method
Management Games
Role playing
Seminars
Ours is changing and dynamic organizations which have to pay considerable emphasis
on training and retraining its employees to enable them to be competent committed and
have the capacity to change according to the external and internal demands and
pressures.
Training steps
There are four basic steps in carrying out the training function:
Assessment of Training needs (A)
Collection of information through interviewing and discussing with key personnel both
inside and outside the organization or specific departments; observing the work place,
working conditions, processes and outcomes; examining records, other written
information and annual employee appraisal.
Identify cause of problems faced by the organization to enable the management to train
the employees in handling the problems as well as solving the problem in a satisfactory
manner.
Segregate identified problems into problems requiring staff development action such as
training and into problems requiring other management actions, so that these problems
are accurately addressed.
Prioritize training actions in accordance to where the training need is more urgent.
Entry training involving new recruits and employees required to take a new job.
Training for change to prepare employees for job identified in near future.
Training imparted in any type would be skill, attitude or knowledge based training or
a combination of the three.
Classroom training outside the organization through external agencies for meeting
specific job function related needs which cannot be imported internally. This is
normally the case when the training involves specific are as and smaller numbers
making it uneconomical to conduct the program internally. These external sources must
be chosen with care and must be able to fulfill the organization's analyzed training and
development needs. These training methods must be supplemented by enabling the
trainees to apply in the work place and translating into job competence the knowledge
and skill gained through such training.
Classroom training within the organization through external and internal agencies:
These programs must be carefully designed to ensure that they mirror the trainee
groups requirements individually and collectively. Like the external courses, when
designing these programs, one must ensure that the training objectives are expressed in
terms of job competence as well as knowledge and skill.
On the job training enables the employees to learn the job while actually carrying out
the tasks involved in the job. All new recruits joining the organization are required to
undergo induction program with planned work experience in various departments
associated with the employees own department for a short duration to equip the
employee with basic knowledge fundamental to his job function.
Entry level training is normally imparted through internal on-job and off-job training
methods.
Problem resolution training, training for change and development related training may be
imported through internal or external on-job or off-job training methods depending on
program design, objective and target size.
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with
expected outcomes.
Learning: Training programme, trainers ability and trainees ability are evaluated on
the basis of quantity of content learned and time in which it is learned and learners
ability to use or apply the content learned.
Job Behavior: This evaluation includes the manner and extent to which the trainee has
applied his learning to his job.
Organization: This evaluation measures the use of training, learning and change in the
job behavior of the department / organization in the form of productivity, quality,
morale, sales turnover and the like.
ABOUT DEVELOPMENT
Definition:
In the works of Michael J. Jucius, Executive development is the programme by which
executive capacities to achieve the desired objectives are increased.
Mr. Jucius has written that Programme must be related to the development of various
interrelated matters, factors and needs. Executive capacities involve different individual
abilities of present and prospective managers at different levels of management.
In the words of Koontz and ODonnel, Developing a manager is a progressive process
in the same sense that educating a person is neither development nor education should be
thought of as something that can never be completed, for there are no known limits to the
degree to which one may be developed or educated.
Executive development is a planned systematic and continuous process of learning and
growth by which managers develop their conceptual and analytical abilities to manage.
OBJECTIVES OF DEVELOPMENT
Development efforts help executives to realize their own career, goals and aspirations in
a planned way.
In basket
Business Game
Case Study
Role Play
Sensitivity Training
Behavior
On the job experience
Coaching
Understudy
4. Organizational Knowledge
Job Rotation
5. General Knowledge
Multiple Management
Special Courses
Special Meetings
Special Meetings
2. Interpersonal Skills
3. Job Knowledge
LEARNING DIMENSION
Meant For
Focus
Scope
Goal
TRAINING
Operatives
Current Job
Individual Employee
Fix Current Skill Deficit
Initiated By
Content
Management
Specific
Job
Time Frame
Information
Immediate
DEVELOPMENT
Executives
Current and Future Jobs
Work Group & Organization
Prepare For Future Work
Demands
The Individual
Related General Knowledge
Long Term
All associates are certified in basic job skills prior to assuming jobs.
Organization has an overall training plan which supports the business plan.
CHAPTER-3
COMPANY PROFILE
decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening
systems, composite brake blocks and vulcanized rubber parts.
In the auto components segment, Escorts is a leading manufacturer of auto suspension
products including shock absorbers and telescopic front forks. Over the years, with
continuous development and improvement in manufacturing technology and design, new
reliable products have been introduced.
Throughout the evolution of Escorts, technology has always been its greatest ally for
growth. In the over six decades of our inception, Escorts has been much more than just
being one of India's largest engineering companies. It has been a harbinger of new
technology, a prime mover on the industrial front, at every stage introducing products and
technologies that helped take the country forward in key growth areas. Over a
million tractors and over 16,000 construction and material handling equipment that have
rolled out from the facilities of Escorts, complemented by a highly satisfied customer
base, are testimony to the manufacturing excellence of Escorts. Following the globally
accepted best manufacturing practices with relentless focus on research and development,
Escorts is today in the league of premier corporate entities in India.
Technological and business collaboration with world leaders over the years, Globally
competitive indigenous engineering capabilities, over 1600 sales and service outlets and
footprints in over 40 countries have been instrumental in making Escorts the Indian
multinational. At a time when the world is looking at India as an outsourcing destination,
Escorts is rightly plEscortsd to be the dependable outsourcing partner of world's leading
engineering corporations looking at outsourcing manufacture of engines, transmissions,
gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy
trailers
and
armored
tanks.
In today's Global Market PlEscorts, Escorts is fast on the path of an internal transformation,
which will help it to be a key driver of manufacturing excellence in the global arena. For
this we are going beyond just adhering to prevailing norms, we are setting our own
standards and relentlessly pursuing them to achieve our desired benchmarks of excellence.
Escorts have been a major player in the railway equipment business in India for nearly five
decades. Our product offering includes brakes, couplers, shock absorbers, rail fastening
systems, composite brake blocks and vulcanized rubber parts.
In the auto components segment, Escorts is a leading manufacturer of auto suspension
products including shock absorbers and telescopic front forks. Over the years, with
continuous development and improvement in manufacturing technology and design, new
reliable products have been introduced.
Throughout the evolution of Escorts, technology has always been its greatest ally for
growth. In the over six decades of our inception, Escorts has been much more than just
being one of India's largest engineering companies. It has been a harbinger of new
technology, a prime mover on the industrial front, at every stage introducing products and
technologies that helped take the country forward in key growth areas. Over a
million tractors and over 16,000 construction and material handling equipment that have
rolled out from the facilities of Escorts, complemented by a highly satisfied customer
base, are testimony to the manufacturing excellence of Escorts. Following the globally
accepted best manufacturing practices with relentless focus on research and development,
Escorts
is
today
in
the
league
of
premier
corporate
entities
in
India.
Technological and business collaboration with world leaders over the years, globally
competitive indigenous engineering capabilities, over 1600 sales and service outlets and
footprints in over 40 countries have been instrumental in making Escorts the Indian
multinational. At a time when the world is looking at India as an outsourcing destination,
Escorts is rightly plEscortsd to be the dependable outsourcing partner of world's leading
engineering corporations looking at outsourcing manufacture of engines, transmissions,
gears, hydraulics, implements and attachments to tractors, and shock absorbers for heavy
trailers
and
armored
tanks.
In today's Global Market PlEscorts, Escorts is fast on the path of an internal transformation,
which will help it to be a key driver of manufacturing excellence in the global arena. For
this we are going beyond just adhering to prevailing norms, we are setting our own
standards and relentlessly pursuing them to achieve our desired benchmarks of excellence.
Dear Shareholder,
The Indian economy during the year has grown in all sectors and
there has been a supporting growth in consumption that has given
the country a GDP growth of 8% in real terms. Ironically however,
the farm sector was confronted with many adversities that have
reduced its growth to mere 3% and was expected to decline further.
Whilst the country had a normal monsoon and harvested a good standing crop, the support
price given by the Government to the farmers was unattractive in fact it was lower than
the cost at which India was proposing to import wheat. This has upset the agriculture
market very extensively. The lapse of this crop income limited the farmers from raising
fresh loans for buying equipment and for some farmers they had to repay old loans. There
has been higher NPA from farm loans and hence lower lending by banks.
The above vicious cycle is proposed to be corrected a year later in the next wheat crop to
be harvested in March-April 08. The Food and Agriculture Ministry has already fixed the
support price and the standing crop is assessed to be good. The farmers cash flow will thus
become positive and business will begin to grow again.
AGRI MACHINERY
Your company with a long term view has been consistently improving its fundamentals.
Towards this end, we have expanded our product offering and technologically advanced the
tractors to become more competitive for specific products like
We have established our brand Farmtrac which carries a strong reputation of quality
products and we will build on this brand further. Our manufacturing quality has become
consistent and the manufacturing processes have been refined. All these will help us gain
market share and give incremental growth beyond the countrys industry volume growth.
In the past year we lost substantially on our export volumes because of weakening of the
Dollar by 12-14% which has eroded our entire working margin of sale for export
destinations. As a result we had to withhold exports to the Dollar markets mostly to USA
where we have our own company and organization to distribute service and sell. We have
attractive margins and growing volume sales in export markets of Africa, Europe and South
East Asia that will continue to bring good export volumes for the company.
We have transformed the management leadership of our farm equipment and tractor
business by bringing in a new CEO who will cultivate a strong marketing culture in our
company, as well as make strong focused efforts to unleash a cost sensitive management
culture and monetize the enormous value creation opportunities that this business is sitting
on. All of us at Escorts are very optimistic about showing significant gains and growth in
our farm machinery business by growing in volumes and concurrently reducing the cost of
operations and achieving significant profitability from Agribusiness.
The companys market network of dealers has intensified and we are aggressively targeting
market share gains through new products for niche markets. This will strengthen our brand
appeal and grow our business volumes over the next 2 years to reach 75,000 - 80,000
tractors. Tractor engines are being sold for industrial stationary use for which there is a
very attractive market opportunity, the market size at present being around Rs. 2,500
3000 crore annually. In our efforts to add more revenue from the existing investments, we
have geared up to gain a sizeable share of this engine market.
Your company is bringing in technology for farm implements from European companies to
add more productivity to tractors and assist the farmer to improve his horticulture yields to
meet the retail activity started by private sectors. Additionally, for water management we
are going to be distributing and selling laser land leveling equipment.
Escorts with the knowledge of customer market and farmer opportunity is now packaging a
holistic offering to the farmer specific for improving his present yields and ultimately his
income from farming.
In summary as our fortunes linked with the performance of the agriculture sector rise with
government interventions and policies, the excitement within this business at Escorts is in
unlocking its true wealth potential.
Actuals
Estimated
Growth
31.3.2009 31.3.2010
Equipment Sales Volume (Units) 2547
3064
31.3.2011
Previous Year
4350
42%
408.21
585
43%
279.27
364.56
520
43%
26.76
26.58
40
50%
over
ECEL has wisely well invested in a very intelligent and modern manufacturing plant
capable of handling an annual volume of 14,000 machines per annum. The major products
to be built at this plant would be:
Forklift trucks
Slew Cranes
All the above machines would be in serial production at the new plant location from MayJune
09.
The retained earnings of this company are going to get stronger as the products which now
have a growing demand are more profitable than the Pick and Carry Cranes. The road
programmes of India are now becoming major activities and that generates a large demand
for
the
products
we
manufacture.
ECEL has a mature well manned product designing department to design and develop
improvements on our present machines so that the products offered to the markets are
always comparative with the international branded products marketed. We also have
exclusive Distribution Rights for India for some heavy machines that sell very well in
major worksites in India such as:
For each of these products we have chosen a very competitive design from a reputed
manufacturer who would give us the supply support to meet the demands of our markets.
These arrangements can be converted to licensed manufacturing programmer at a later date
if the demand of volumes from the market warrants local production initiatives. ECEL will
always be a high performance and high growth company because Construction Industry
and business in India is a high growing area.
Escorts also has a component business of Auto Shock Absorbers and Railway Equipment.
The railways have growing opportunities with traffic loads for both freight and passengers
which warrants modernisation for which we have the products and are also looking at
relationships and synergies with international companies for a two way exchange of
technology products so that we have a bigger canvas to grow in the context of our future.
Our plant in Rudrapur has also given us good economic savings of tax and business
growth.
Likewise in Auto Shock Absorbers, we are refreshing our entire manufacturing facilities to
primarily export the majority of our production that progressively will be actualised in the
year 2009-10.
We have acquired excellent human skills at all the key function areas of the company and
their collective efforts will transform Escorts into a high performance company with
strengths of marketing and financial controls. This change will be progressive and will be
reported by the management on a quarterly basis with the year ending in September 08.
These results will also be reflected in the price quotation in the Stock Exchange of our
listing because we hope to have good growth on top line and bottom line.
The fitness of the company is better than it has ever been and we owe this all to the
collective intellectual minds that now serve the organisation to which I am very grateful for
their commitment to the company and to their profession. I also want to plEscorts on record
the cooperation we have had from the labour union that had a very constructive and
progressive approach with the management to help the company grow and with that growth
help the employees grow too.
I would also like to plEscorts on record the great help and advice I have had from the
Board of Directors who have been very supportive in this transition period till we actually
reinvented ourselves.
Rajan Nanda
Chairman and Managing Director
HISTORY
The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda and Mr. Yudi
Nanda, launched a small agency house, Escorts Agents Ltd. in Lahore. Over the years,
Escorts has surged ahead and evolved into one of India's largest conglomerates. In this
journey of six decades, Escorts has had the privilege of being associated with some of the
world leaders in the engineering manufacturing spEscorts like Minneapolis Moline, Massey
Ferguson, Goetze, Mahle, URSUS, CEKOP, Ford Motor Company, J C Bamford
Excavators, Escort LTD, Claas, Carraro, Lucky Goldstar, First Pacific Company, Hughes
Communications, Jeumont Schneider, Dynapac .These valued relationships be it
technological or marketing, are our highly cherished experiences treasures, which have
helped us inculcate best in class manufacturing practices and to emerge as a technologically
independent world class engineering organization.
and
Machines)
Ltd.
1951 - Escorts established Indias first private Institute of Farm Mechanisation at Delhi.
1953 -Escorts (Agents) Ltd. and Escorts (Agriculture and Machines) Ltd. merged to form
Escorts Agents Pvt. Ltd.
1954 - 1st industrial venture of Escorts to manufacture piston rings in collaboration with
Goetze of Germany, in an era when joint ventures of Indian firms with foreign companies
were virtually unheard of.
1958 - Started importing Massey Ferguson tractors from Yugoslavia for marketing the same
in
India.
1969 - Escorts Tractors Limited was born. A technical and financial joint venture with the
global giant Ford Motor Company, USA, to manufacture Ford tractors in India. The years
ahead saw Escorts grow as the largest tractor manufacturer in India.
1971 - 1st February, the first tractor FORD 3000 rolled out of the factory.
Escorts diversifies and starts manufacturing construction equipment.
1974 - Crossing national boundaries, Escorts exports for the first time. After winning a
global tender, 400 tractors were exported to Afghanistan, which was perhaps the world's
largest ever airlift of tractors.
1977 - Escorts enters the world of self-developed technology by setting up its first
independent R&D Center. Escorts Scientific Research Centre marked its beginning at
Faridabad by developing its own Engines for E-27 and E-37. Due to constant technology
absorption, indigenisation level touched 72% for FORD tractors. 2nd plant at Bangalore for
manufacturing piston assemblies was set up.
1984 -
JV
Escorts
Escort
LTD
to
manufacture
motorcycles
1984 - Signing of agreement with the Japanese bike giant Escort LTD to manufacture
motorcycles with Escort LTD technology. Collaboration with Jeumont Schneider of France
to manufacture EPABX systems Collaboration with Dynapac of Sweden to manufacture
vibratory road compactors
1985 -
Escorts Tractors
Limited
(ETL)
offered
its
first
Bonus
Issue
(1:1).
1988 - Escorts Heart Institute and Research Centre (EHIRC), a world class cardiac care
facility launched in New Delhi.
1996 - Disengagement of joint venture collaboration with New Holland and launch of
FARMTRAC Tractor.
1997 - Joint Venture with Carraro of Italy for manufacturing and marketing of transmission
and axles.
Joint Venture with First Pacific Company of Hong Kong - Escotel Mobile
Communications.
1998 - POWERTRAC series of tractors launched.
MoU was signed with Long Manufacturing Company, USA for setting up a Joint Venture in
USA.
1999 - MoU for Joint Venture with a Polish Company POL-MOT was signed for assembly,
manufacturing and marketing of Farm Machinery.
2005 Divested Escorts Heart Institute and Research Centre (EHIRC) to Fortis Healthcare.
2006 - Divested in Carraro India Ltd.
Set up new manufacturing facility in Rudrapur for manufacture of new range of railway
equipment.
MISSION STATEMENT
To grow our company by providing innovative, strong and high performance products and
solutions
to
meet
our
global
customers'
needs.
We will support our world class products by providing superior customer care. Our care
extends to the environment and the community.
We want to help build a better future for our children, where hard work and dedication are
given its just reward.
CHAPTER-4
DATA ANALYSIS AND
INTERPRETATIONS
Percentage of respondents
20
20
60
INTERPRETATION:
The above table shows that, 60% of the employees say that they are gets both technical and
training, while 20% of the employees say that they are get behavioral training and rest 20%
of the employees say that they are get technical training.
Q.2 Are trainees sharing their experience with the subordinate, colleagues
and senior members?
Options
Frequently
Occasionally
Rarely
Never
Percentage of respondents
5
60
20
15
INTERPRETATION:
The above table shows that, 60% trainees share their training experience occasionally. 20%
trainees share their training experience rarely, 15% trainees share their training experience
never and 5% trainees share their training experience frequently.
Q.3 Should the training need change with the change in your
organization?
Options
Always
Sometimes
Never
Percentage of respondents
20
70
10
INTERPRETATION:
The above table shows that, 70% trainees say that there is a need for change sometime in
training programmes while 20% trainees say that there is a need for change always in
training programmes and 10% trainees say that there is a need for change never in training
programmes.
Percentage of respondents
15
70
10
5
INTERPRETATION:
The above table shows that, 70% occasional change in the method of training, 15% say that
frequently change in the method of training while 10% rarely change in the method of
training and rest 5% say never.
Options
Yes
Sometimes
No
Percentage of respondents
5
15
80
INTERPRETATION:
The above table shows that, 80% not very few trainees face constraints during training
programmes while 15% sometime very few trainees face constraints during training
programmes and rest 5% very few trainees face constraints during training programmes.
Percentage of respondents
50
10
40
INTERPERTATION:
The above table shows that, 40% of the employees are doing know aware about the training
need identification process while 50% of the employees are aware about the training need
identification process and rests 10% of the employees are not aware about the training need
identification process.
Percentage of respondents
20
30
50
programme.
Table 4.7: Types of training provided by company
INTERPERTATION:
The above table shows that, 20% employees says that soft skill training are provide by the
company and 30% agreed with job related training while 50% agreed with management
development programme.
Percentage of respondents
5
75
15
5
INTERPRETATION:
The above table shows that, 75% mostly of the trainees are satisfied with the methods of
training while 15% sometimes, 5% never and rest 5% always of the trainees are satisfied
with the method of training.
Options
Yes
No
Percentage of respondents
70
30
INTERPRETATION:
The above table shows that, 70% people say yes and 30% say no. So, maximum persons
agree that training motivates for accomplishing the job in desired manner.
Q.10 Do you think that training offered minimize accidents and damage
to the equipments of the organization?
Options
Yes
No
Percentage of respondents
60
40
INTERPRETATION:
The above table shows that, 60% persons agreed with the view that training minimizes
accidents and damage to the equipments and rest 40% are not agreed.
CHAPTER-5
RECOMMENDATIONS AND
CONCLUSIONS
RECOMMENDATIONS
Training need analysis system of the organization should satisfy the staff members,
employees, workers.
Training is properly the responsibility of any one in the management who wants to
attain a particular objective.
CONCLUSIONS
Its development begun in order to provide a basis for common agreement and
cooperative action.
The techniques and process of a training program should be related directly to the needs
and objective action.
The purpose behind the training of personnel is to assist line management in the
determination of training needs and in the development, administration, conduct and
follow up training plan.
BIBLIOGRAPHY
BOOKS
Chabbra T.N., Human Resources Management, Dhanpat Rai & co. (p) Ltd. India, Ninth
Edition.
Kothari C.R., Research Methodology, New Delhi, New Age International Publisher,
Second Edition.
Prasad L.M., Organizational behavior, Sultan Chand & Sons, Fifth Edition.
Sites referred
www.escorts-group.com
www.tradeindia.com
www.ecel.com
www.passionhr.com
www.citehr.com
ANNEXURE
QUESTIONNAIRE
Q.1 What kind of training is given in your company?
a) Technical
b) Behavioral
c) Both
Q.2 Are trainees sharing their experience with the subordinate, colleagues and senior
members?
a)
Frequently
b)
Occasionally
c)
Rarely
d)
Never
Q.3 Should the training needs change with the change in organization policies?
a)
Frequently
b)
Occasionally
c)
Rarely
d)
Never
Q.4 Should the training method be change with the change in organization policy?
a)
Frequently
b)
Occasionally
c)
Rarely
d)
Never
Q6. Do you think that the training needs identification process adopted by
ESCORTS Ltd. In the right way of identification of training need?
a) Yes
b) No
c) Dont know
Always
b) Mostly
c)
Sometime
d)
Never
Q.10 Do you think that training offered minimize accidents and damage to the
equipments of the organization?
a) Yes
b) No