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“EFFECTIVENESS OF TRAINING PROGRAMMES

AMONG THE EMPLOYEES OF AUMA (INDIA)


LIMITED, BANGALORE – A STUDY”

PROJECT REPORT

Submitted by

N.KAVITHA
(Reg No: 0335F0425)

Under the guidance of


Mr. G.R.VASANTHAKUMAR, M.B.A., M.PHIL., PGDEC.,
Lecturer

Submitted in the partial fulfillment of the requirements for the degree of


MASTER OF BUSINESS ADMINISTRATION
of Bharathiar University, Coimbatore

2003 - 2005

Department of Management Studies


MAHARAJA COLLEGE FOR WOMEN
PERUNDURAI
MAHARAJA COLLEGE FOR WOMEN
PERUNDURAI

CERTIFICATE

This is to certify that the summer placement project report entitled


“EFFECTIVENESS OF TRAINING PROGRAMMES AMONG THE
EMPLOYEES OF AUMA (INDIA) LIMITED BANGALORE –A STUDY”
is a bonafide record of work done by

N.KAVITHA
(Reg No: 0335F0425)

and submitted in partial fulfillment of the requirement for the degree of


MASTER OF BUSINESS ADMINISTRATION
of the Bharathiar University, Coimbatore.

Faculty Guide Head of the Department

Principal

Viva-Voce Examination held on ____________

Internal Examiner External Examiner


DECLARATION

I, Miss. N. KAVITHA , a bonafide student of management studies, Maharaja

College for Women, Perundurai, would like to declare that the project titled

“EFFECTIVENESS OF TRAINING PROGRAMMES AMONG THE

EMPLOYEES OF AUMA (INDIA) LTD, BANGALORE – A STUDY” in partial

fulfillment of MASTER OF BUSINESS ADMINISTRATION degree course of

Bharathiar University, Coimbatore, during the academic year 2003-2005 is my Original

Work.

Signature,

N. KAVITHA

Date :

Place :
ACKNOWLEDGEMENT

First of all, I thank the almighty God from the depth of my heart who helped and

guided me in the completion of my project work.

My grateful thanks to Mrs. R. INDRLEKHA, M.A., M.Phil., M.Ed., Special

Officer of Maharaja College for Women, Perundurai, for giving me the opportunity to

undergo this project work.

I also extent My thanks to Dr. N.MANONMANI, M.A., Ph.D., Principal of

Maharaja College for Women, Perundurai for giving me this nice opportunity.

I offer My profound gratitude to our respected Head of the Department. Mr. P.

PARAMANANDAM, M.B.A., M.A (Psy.)., M.A (Soc.)., M.A (Eng.)., M.Ed., B.Lis.,

PGDHRM., PGDMM., for his valuable support.

Under the guidance of Mr. G.R.VASANTHA KUMAR, M.B.A., M.Phil.,

PGDEC., faculty guide offered his valued suggestion form time to true. I sincerely thank

to him deep appreciation must be given to him because his expert guidance offered how

that alights were inevitable and valuable during my study and report writing. I am indeed

extremely grateful to him for his encouragement, constant support, valuable and effective

guidance with out which this work would not have been materialized.

I express my sincere thanks to AUMA (INDIA) LTD., Bangalore, for permitting

to do this study. My sincere thanks to Mr. Muralidhran ,Human Research Manager, and

other human research assistants AUMA (INDIA) LTD., Bangalore . For their valuable
support, guidance, encouragement, and inspiration to complete the project work more

effectively.

I express My sincere thanks to My dear parents, sister and friends who have My

great source of inspiration at every stage of my project.


CONTENTS

List of Tables

List of Exhibits

CHAPTER – 1

Introduction
Research Problem
Research Objectives
Research Methodology
Frame Work of Analysis
Scope of the Study
Limitation of the Study
CHAPTER – 2
Profile of the Company
Organisation Chart
Department Details
CHAPTER – 3
Training and Development
CHAPTER – 4
Analysis & Interpretations
CHAPTER – 5
Summary of Findings, Suggestions and Conclusion
Findings
Suggestions
Conclusion
Bibliography
Appendix
LIST OF TABLES

Page
S. No. Titles
No.

1. Distribution of the Respondents in Terms of Gender.

2. Distribution of the Respondents in Terms of Education.

3. Distribution of the Respondents in Terms of Departments.

4. Distribution of the Respondents in Terms of Age.

5. Distribution of the Respondents in Terms of Monthly Salary.

6. Distribution of the Respondents in Terms of years of service.

7. Respondents opinion Regarding the following Training Methods.

8. Effectiveness of Training Programmes

9. Respondents opinion about purposiveness of Training Programme.

10. Respondents opinion about required factors for effective Training.

11. Respondents opinion about fulfillment of Training Programme.

12. Respondents opinion about Promotion supportiveness of Training


Programme.

13. Respondents Preference Factors of Training assessment

14. Respondents opinion about skilled Trainers required for effective


Training.

15. Respondents opinion about factors influencing Training programme.

16. Respondents opinion about improper assessment of Training needs will


lead to failure of Training programme.

17. Effectiveness of Training programmes.

18 Relationship between Education and opinion of the Respondents about


‘A’ on the Job Training satisfaction level.

18 Relationship between Education and opinion of the Respondents about


‘B’ external Training satisfaction level.

18 Relationship between Education and opinion of the Respondents about


‘C’ workshops Training satisfaction level.

18 Relationship between Education and opinion of the Respondents about


‘D’ conferences Training satisfaction level.

18 ‘E’ Relationship between Education and opinion of the Respondents about


In house Training satisfaction level.

18 Consolidated result of Education Vs. satisfaction Level


‘F’

19 Relationship between Experience and opinion of the Respondents about


‘A’ on the Job Training satisfaction level.

19 Relationship between Experience and opinion of the Respondents about


‘B’ External Training satisfaction level.

19 Relationship between Experience and opinion of the Respondents about


‘C’ workshop Training satisfaction level

19 Relationship between Experience and opinion of the Respondents about


‘D’ conference Training satisfaction level

19 ‘E’ Relationship between Experience and opinion of the Respondents about


In House Training satisfaction level

19 ‘F’ Consolidated result of Experience Vs. satisfaction level.


LIST OF CHARTS

Page
S. No. Titles
No.

1. Distribution of respondents in terms of education

2. Distribution of respondents in terms of departments

3. Distribution of respondents in terms of age

4. Distribution of respondents in terms of monthly salary

5. Effectiveness of training programmes

6. Purposiveness of training programme

7. Required factors for effective training

8. Promotion supportiveness of Training programme

9. Factors for Effective training assessment

10. Factors Influencing Training programme


CHAPTER 1

INTRODUCTION

Effective training and development of human Resources has evoked a great deal

of interest in recent years. Human resource management has two basic approaches:

Problem solving approach and a Proactive looking approach. Effective training is used in

both; Effective training is a systematic process of changing the behavior, knowledge, and

attitudes of present employees to improve the match between employee characteristics

and employment requirements.

At the time of hiring, no one is perfect and some training and education becomes

a must. No organization has a choice of whether to develop employees or not, the only

choice is that of method. If there is no organized programme, then development will be

mostly self-development while learning on the job.

In the present day radical changes, organization are striving hard to maintain a

viable and knowledgeable work force obviously, employee training and development has

become not only an activity that is desirable but also an activity that an organization must

commit resources to it. Effective training has become a big business and getting bigger.

A sad state of affairs is that in spite of good budgets, best intentions and true need,

several training programs fail to achieve Lasting results. Nothing can succeed with vague

goals, if one doesn’t know where he is going neither can he tell it he gets there nor can he

tell if he land somewhere else.


AIM OF THE STUDY

The Aim of this research is to know how effective the training programmers at

shop floor Level and to find out the effectiveness of the Training in terms of

improvement in performance, work environment, attitude and personality of the

employer.

OBJECTIVES OF THE STUDY

The present study on “Effectiveness of Training Programmes”, with special

reference to Auma (India) Limited, Bangalore is aiming to achieve the following

objectives.

1. To study the training atmosphere in the orgaisation.

2. To study the attitudes of employees about Training programmes.

3. To identify the factors which are the essential in making training more

effective.

4. To identify the factors which are the importance in making training

programme.

5. To identify the assessment factors about training programmes.


UNIVERSE OF THE STUDY

The current study was carried out at Auma India Limited, It is a German

collaborated public limited company at Peenya industrial area, Bangalore, and

Manufacturing Electrical Actuators and gearboxes for operating Industrial values and

Dampers. Auma Electric motors and explosion proof actuators. There are in total 200

employees in the industry.

In this study, sample of 65 employees working in various departments were

selected to serve as respondents for the purpose of the data collection.

SAMPLING TECHNIQUES

Sampling is an effective method of date collection, which refers to the selection of a

part of an aggregate to represent the whole aggregate part of the population , is

known as sample. In Simple words a Sample is one of the respondents selected from

the universe of the study. The process of drawing a sample from a large population is

called sampling.

VARIOUS TECHNIQUES OF SAMPLING

There are 2 types of Sampling Techniques. Those are:

i Probability or Random Sampling and


ii Non- probability or Non Random Sampling

Simple Random sampling is where each & every item of universe has an equal chance of

inclusion in the sample and each one of the possible sample is included.

Keeping in view the aims & objectives of the current study, the researcher used

‘Simple Random Sampling’ Since it caters to the Study.

RESEARCH METHODOLOGY

Research is a scientific quest for knowledge. It is carefully planned from the

unknown to know. Research can be defined as scientific & systematic search for pertinent

information on a specific topic or investigation or study P.V. Young Defines “Social

Research is a systematic method of discovering the new facts or verifying the old faults,

their sequences, inter relationship, casual explanation and the natural bios which govern

them”.

Research Methodology deals with the aspects of how effectively a researcher uses

its various steps / methods / techniques. This is so, since for a successful study, the

researcher must conduct it with certain amount of logic behind it, so that research results

are capable of being evaluated either by the researcher / investigator himself or by others.

The Researcher in the current study has tried to describe the research design,

enlist the aim & objectives, and explain the universe for the study, formulate the

hypothesis and explain the tools of sampling, data collection, and finally list out the

limitations of the study.


RESEARCH DESIGN

Research Design decides the fate of the proposal and its outcome. If the design is

defective, the whole outcome and report will be faulty and dependable.

Research Design is the conceptual structure of research project. It constitutes the

blue print for the collection, measurement & analysis of data. FRED N KERLINGER

Defines “Research Design is the Plan, Structure & Strategy of investigation so as to

obtain answers to research questions & control variance”.

TYPES OF RESEARCH DESIGN

1. EXPERIMENTAL RESEARCH DESIGN

It is by nature are such which primarily concern themselves with testing the

casual hypothesis. This topology of design makes an attempt to solve a problem of

controls, which are exercised on the experiment.

R.H. ACKOFF defines experimental Research Design, as “Experimentation is an

Activity”.
2. EXPLORATORY RESEARCH DESIGN

The Main purpose of an exploratory study is to formulate a problem for more

precise investigation or for developing hypothesis. It helps in gaining experience in the

formulation of hypothesis for any definitive investigation.

3. DESCRIPTIVE REAEARCH DESIGN

It involves the studies concerned with describing the characteristics of an

individual or a group.

The present study on “Effectiveness of Training programmes”, with special

reference to Goetze (India Limited, has followed explorative research design keeping in

view the aims & objectives of the study.


METHODS OF DATA COLLECTION

The Research for answers to research questions demands for collection of data.

Data are facts, figures and other relevant Material past and present screening as basis for

study and analysis Data collection is of

2 Types, viz.,

1. Primary Data

Here the data is collected through first hand information by using questionnaire

Method

2. Secondary Data

Here data is collected formally and such data is used for further research

procedures they consists of published records and reports and unpublished records too.
TOOLS OF DATA COLLECTION

The main tool for collection of primary data was through the tested question

survey, which proved to be very effective in this study. This Method was used to clarify

details entailed during the survey.

The Questionnaire was constructed after the researcher / investigator referred

literature on the topic of the study and after detail discussion with his faculty guide

followed by a complete scouting by the General Manager and other corporate personnel

Managers.

The questionnaire consists of 21 questions for the employees survey. Data was

collected from 65 employees employed in various departments of the industry.


LIMITATIONS OF THE STUDY

The investigator had confronted with the following hurdles and limitations in the

course of study.

1. The investigator could not generalize the views and options expressed, as it does

not cover the entire population i.e. employees of Auma (India) Ltd., Bangalore.

2. Sample size has been restricted to 65 samples due to time limitation.

3. The results and Findings are based on employees response.


CHAPTER 2

COMPANY PROFILE

Auma (India) Limited is a Medium sized engineering industry. It is a German

collaborated public Limited company at Peenya Industrial Area, Bangalore. It has a total

Manpower of 200 employees with an annual turnover of 18 corers.

Auma (India) controlling stake was acquired by Auma (Germany) from February

2000 onwards. Auma (Germany) was started in the year 1964 and today has factories,

offices, joint ventures and Market outlets through out the world. Peenya Industrial area is

one of the Largest industrial area in south Asia. This industrial area consists of hearly

2000 industrial sheds.

Auma was established in the year 1986. It started its commercial operations from

1987. The company manufactures Electrical Actuators and Gearboxes for operating

Industrial values and Dampers. It’s Promoters being M/S Auma

ARMATURENENANTRIABE Gmbh of Germany. The company is one of the Leading

supplier of electrical actuators and value gearboxes used for values or dampers

automation.

The Major products manufactured by M/S (Germany) are Electrical Actuators up

to 3200 Metres for direct Actuation, regulating duty Actuators for closed loop control,

Integral starter units for actuators both contractor version and thyristor version, intelligent

actuators – compatible for computer control and two way communication Actators
suitable for fieldbus based protocol of two wore system, Micromatic actuators, signaling

devices, comparators in addition to Bevel Gear Boxes up to 1600 Kg – Meters capacity,

spur Gear Boxes up to 1600 Kg –Metres and worm Gear Boxes up to 36,000 Kg – meters

capacity.

To Meet the customer’s requirements, Auma (India) Limited is fully equipped

with the state-of-the-art technology comprising of Modern Machine shop, CNC Machine

of Latest generation, Modern testing facilities to ensure that the quality of products is

Maintained in accordance with ISO 9001. Auma (Germany) is giving complete technical

backup r\from time t time to meet the requirement of Indian customers. Headquarters is

Located in Bangalore and branches are in pune and Delhi.

Products Manufactured by the company are Electrical Actuators with Integral

starters , Gear Boxes, Gears & pinion Gears, Auma Electirc Motors & Explosion proof

Actuators. Factory Building of Auma is situated in a land allotted by KIADB Measuring

8890 square meters. The land & buildings are owned by the company. The company

consists of an office block & shop floor area.


Name Department Date Page of
Reference Checked
M. Muralidhar HR 03/05/2005 1 1

Board of directors

Board of directors

Marketing Marketing Production Production Service Service Service


M.N. Balachandra M.N. Balachandra Nils Berg Nils Berg P.D.Shenoy P.D.Shenoy P.D.Shenoy
Head - Marketing Head - Marketing Dir.of Operations Dir.of Operations Head-Servicing Head-Servicing Head-Servicing

Marketing PPC Production Tool Design


Millind Dusane A. Tirumalesh Bhat Sree harsha Ram Sudhir S.Karkal
Regnl.Mgr-West Manager DGM Sr. Manager

Marketing PP/Vend.Devpt.
V.N.Chandran C.D.Shetty Assembly
Regnl. Mgr-North `Manager R.G. Sabnis
Sr.Manager

Contracts Projects
S.Umesh G.Maruthi Seshu
Dy.Manager Manager Assembly
P.P. Herle
Manager
Marketing
Praveen Kumar. Materials
Dy.Manager -South Sal Kumar M/c Shop
Manager D.S. Panduranga
Manager
Marketing
Suborto Sikdar
Dy.Manager -East Materials
H.V.Murlidhara
Asst.Manager

D&d
Marketing Marketing IT C.N.C
K.Poornima
Vinayak Deshpande Vinayak Deshpande S.Udalyakumar A.D. Suresh
Asst.Manager
Asst.Mgr. Asst.Mgr. Asst.Manager Asst. Manager
ORGANIZATION STRUCTURE

An organization structure is the systematic arrangement of the people working for

the organization in order to achieve pre-decided goals. It is concerned with the

establishment of positions(persons) and the relationships between positions. The structure

provides an appropriate framework for authority and responsibility relationships between

various positions.

The organization structure is designed to achieve specific goals. It facilities in

fixing the responsibility department wise, section wise or individuals basis.

The Auma India limited consists of the top level managers who are the board of

directors and the managing directors.

The departments of Auma India limited are,

• Marketing and order processing department

• Quality control and quality assurance department

• Finance department

• Human resource department

• Service department

• Works department
• Electronic data processing department

• Design and development department

The deputy general manager of the marketing department will report to the managing

director who is the head of the department.


THE DETAILS OF THE FUNCTIONING OF THE VARIOUS

DEPARTMENT ARE AS FOLLOWS

MARKETING AND ORDER PROCESSING DEPARTMENTS

In the marketing department the deputy general manger is the head of the

department who will report to the manager director.

1) Receipt of enquiry and preparation of offer.

2) Techno-commercial discussions with the customer.

3) Receipt and review of purchasing order and issue of order acceptance.

4) Order amendment.

1) RECEIPT OF ENQUIRY AND PREPARATION OF OFFER

The purpose of this is to ensure that the customer requirements are understood

clearly and a competitive offer is prepared assessing the capacity of the plant. The chief

of the marketing department is responsible for the receipt of enquiry and preparation of

offer activities.

The concerned sales engineer scrutinizes the enquiry with respect of technical,

commercial and regulatory requirements and enter it is enquiry register. In case of

incompleteness of the technical specification, concerned engineer seeks clarification from

either customer or design departments.


It clarifications are adequate the concerned engineer prepares offer and sends it to

the customer after entering it in offer register. Otherwise, further communication will be

made with customer/design.

2) TECHNO-COMMERCIAL DISCUSSION WITH THE CUSTOMER

The purpose of this is to negotiate the techno-commercial requirements with the

customer and convert offer into order. The marketing chief is responsible for techno-

commercial discussion with the customer activities.

The representative identifies by marketing chief for the discussion with the

customer, if necessary will be accompanied by application engineer/ design engineer to

visit the customer and hold techno-commercial discussions with regard to offer made. In

case of any important commercial decision taken at the customer end, the same will be

verified at the head office and if there is any change to be made the customer will be

informed accordingly. If customer decides to place order, representative receives it either

orally or through a minute of meeting/ telex/purchase order.

3) RECEIPT AND REVIEW OF PURCHASE ORDER AND ISSUE OF

ORDER ACCPTANCE

After the purchase is made it is necessary to ensure that specifications, terms and

conditions in telex of indent/ purchase order in line with the agreed specifications, terms

and conditions and to issue order acceptance/ work order accordingly. The chief of the

marketing department is responsible for the above activities.


All purchase order/ telex/ fax/ letter of indent are registered in the order register

and assigned a unique commission number. In case of incomplete telex/ fax/ letter of

indent/ purchase order advance intimation is issued to the planning department and order

acceptance/ work order is released to customer and other departments.

After the matter is resolved with the customer, a contract file is opened for each

purchase order and all relevant papers are filed in the same file. Purchase order will be

reviewed with the help of checklist for contract review with respect of relevant offers.

4) ORDER AMENDMENT

The purpose is to ensure the amendment received from the customer is

understood, reviewed and if acceptable incorporated effectively to the contract file. The

contract manager is responsible for order amendment activities.

The order amendments with respect to price/ product/ quality/ delivery and

entered in order register and filed in respective contract file and it will be reviewed in

consolation with concerned department whenever necessary. Acceptability and non-

acceptability of the amendments will be communicated to the customer and if accepted

the same will be communicated to all concerned departments.

DESPATCH

The purpose is to ensure that finished products are dispatched in good condition

with all necessary accessories and relevant documents. The contract manager is

responsible for these activities.


Marketing department issues packing slip to the production department after

receiving production report. The production department packs the product as per packing

slip.

Shipping advice is prepared considering order and order acceptance and

distributed to customer through transporter. The contract manager decides the mode of

dispatch considering the customer requirement.

Invoice is prepared based on shipping advice. Invoice and other relevant

documents are sent to customer as per the terms of contract.

QUALITYCONTROL AND QUALITY ASSURANCE DEPARTMENT

The main function of quality control and quality assurance is inspection,

verification, testing of incoming materials, documents in process components, sub

assemblies, assemblies and final product and identifying and record any product quality

problems.

Inspection and testing can be classified in to 3 parts as follows:

1) Receiving or incoming inspection.

2) In process or-in-house manufacturing inspection.

3) Assembly and final inspection and testing of finished products.


1) RECEIVING OR INCOMING INSPECTION

Incoming materials can be classified as

a) Raw materials or bar stock.

b) Castings.

c) Forgings.

d) Machined components.

e) Standard parts.

f) Electrical motors.

g) Jigs and fixtures.

h) Instruments and tools.

i) Packing materials.

j) Patterns.

The senior manager of quality control and quality assurance receives materials

from stores along with goods receipt note. The chief of quality control distribute this to

different inspectors. The inspectors inspect the materials as per the drawing, if the

materials are accepted it is sent back to the stores. If material needs rework, it is returned

to the suppliers for rework. If any deviation is found, the chief of Quality control and
quality assurance takes decision depending on whether deviation affect the performance

of product or not.

2) IN PROCESS OR IN HOUSE MANUFACTURING INSPECTION

When a batch of components is taken up for machining, the first price is offered

for inspection along with material credit note. Inspector inspects the item as per the

drawings. When the full batch is completed, it is offered for inspection along with

material credit note.

3) ASSEMBLY AND FINAL INSPECTION AND TESTING OF FINISHED

PRODUCTS:

Here the final inspection of assembled products carried out. There are different

inspection procedures for actuators and gearboxes.

Inspection of each parameter of actuators is carried out as specified in work order

on a special test-rig meant for checking and setting. Inspection of gearboxes is carried out

as specified in work order.

Calibration of measuring instruments, gauge and test equipments:

The purpose of calibration is to ensure that the measuring instruments,

gauge and test equipments used for inspection and testing have the required accuracy and

precision at all times. The equipments instruments etc, which cannot be calibrated in-

house, are calibrated outside either by the manufacturer, test lab or firm. Periodicity of
calibration is fixed depending on type of instrument, frequency of usage etc. Each

instrument is given a unique number and a history card is maintained for each instrument.

FINANCE DEPARTMENT:

The finance manager, who reports to the managing director, heads the finance

department. The finance department monitors day-to-day functioning of the accounts and

costing department. The finance department is authorized to introduce system and control

to comply with directives of the management.

The functioning of the finance department is as follows:

1) Arranging long, short and medium term loans for the company from banks
and financial institution.

2) Arranging working capital funds for the company.

3) Negotiating with non-banking financial institutions and leasing companies


for procuring assets on hire purchase or lease.

4) Control and supervision of receipts and disbursement of funds.

5) Preparing cash flow and fund flow statements.

6) Preparing profitability projections and interpretation of the same.

7) Preparation and monitoring of budgets.

8) To develop systems to get a snap shot view and progress of the accounts
department.
ACCOUNTS DEPARTMENT:

The account’s officer who directly reports to the finance manager heads the

account’s department.

The functioning of account’s department is as follows:

1) Handling day-to-day routine accounting functions.

2) Preparation of trial balance.

3) Preparation of profit and loss account and balance sheet.

4) Filling monthly and annual returns pertaining to income tax, sales tax and

central excise.

COSTING DEPARTMENT:

This department is responsible for preparation of cost sheets and advising the

management about pricing policies.

SECRETARIAL DEPARTMENT:

The company secretary heads this department. The main function of this

department is,

1) Conducting board and general meeting.

2) Advising the board on policy matters.


HR Department

Managing Director

Head – Human Resources

Executive - HR HR – Co-ordinator

Jr. Officer
General Admin

Office At tender
cum Security
pantry Keeper House Keeping
Contract Contract
Supervisor Supervisor

Canteen
Contract
personnel

House Keeping Security


Chauffeurs Contract Contract
Personnel Guard

Gardener

HUMAN RESOURCE DEPARTMENT:

The assistant general manage reports to the managing director, heads the human

resource department.

The primary responsibilities of this department is


1) MAN POWER PLANNING:

As an annual exercise, human resource department reviews the existing

manpower plan for the year from the entire department. On discussion and consultation

with managing director, the same will be approved with changes if any.

2) RECRUITMENT AND SELECTION:

Based on the man power plan and recruitments that follow due to resignation,

termination, retirement and transfer, concerned department heads will give the man

power requisition along with job description according to which human resource

department arrange for recruitment of personnel. The sourcing of manpower will be

through advertisements. Manpower consultants, employment exchange, and personnel

reference and gate application.

3) INDUCTION AND PLACEMENT:

The selected candidates will go through process of induction into the company’s

system and procedures. There after placed suitably to the department incumbent is

selected for.

4) WAGES AND SALARY ADMINISTRATION:

The wages and salary as prescribed by the company’s rule will be dispersed as

follows:

• Confirmed staff: last day of the month.


• Unconfirmed staff: Fifth day of the next month.

• Workmen: seventh day of the next month.

5) PERFORMANCE AND POTENTIAL EVALUATION:

The performance of all the trainees will be evaluated once in three months. All

other employee’s performance will be reviewed once in a year. On being found that their

performance and potential to perform is up to the expectation of the management,

employees will be rewarded with normal increment, merit increment, lump sum

payments and promotion. Those employees whose performance is below the management

expectation will be given consult ling. In spite of such consul ling, if the employee

continues to perform below expectation his awards or rewards will be deferred, post pond

withheld depending on the degree of his poor performance.

6) PROMOTION, TRANSFER AND CAREER PLANNING:

Promotion to higher posts to the employees is strictly and solely on merit bases.

Transfers are effected need based and career planning is envisaged.

7) DISCIPLINE AND INDUSTRIAL RELATIONS:

The company standing orders govern the employees and the industrial relations

between the management and workmen are cordial and harmonious.


8) HUMAN RESOURCE DEVELOPMENT AND EMPLOYEE WELFARE:

Some of the human resource development practices are:

a) Training: The Company provides continuous training and retraining as a part

of ISO 9000 quality system of employees to perform their jobs effectively.

b) Auma Productivity Teams:This is a new concept to bring in group dynamics

and cohesion among workers in the areas of work improvement, health and hygiene,

multi skill training etc.

c) Three Humane Approaches:

• Sharing approach: The Company circulates articles and literature among the

employees to develop their management skills and to enable them to know latest

developments in their respective professional career.

• Caring approach: all the employees are wished on their birthday’s and marriage

anniversaries along with a gift cheque of Rs.101/- Further those employees who

get married are gifted with Rs.501/- The human resource department ensures that

one of their representative to visit their employee’s marriage and marriage

anniversary celebrations.

• Introducing approach: Human resource department ensures that its employees are

introduced to new recruiters and inform those who exit from the services of the

company.
Employee welfare:

The welfare measures at Auma (India) Ltd are as follows:

1. Uniform: All the staff members are provided with proper uniforms and shoes. The

workmen are provided with 2 pairs of shirt and plants, 2 pairs of stocks and a pair

of power shoes.

2. Canteen: In order to enable all its employees to have subsidiary food, the

management of Auma though does not have canteen of its own has been courtesy

enough to arrange canteen facility.

3. Soft drinks: The employees are allowed to enjoy soft drinks at wholesale price

being deducted from their salaries.

4. Tea/coffee: Subsidize coffee and tea is served twice a day to all its employees.

5. Loans to employees: All confirmed employees are given loans for every 5 years

of completed service, which is repayable in equal installments.

6. Salary advance: Employees on emergency are given salary advance fully

deducted in the next month salary.

7. Insurance: Personnel department is responsible for insuring the property of the

company towards fire policy, burglary, cash in transit and its employees towards

workmen’s compensation policy, group personal accident, Insurance mediclaim,

and fidelity insurance.


SERVICE DEPARTMENT:

The senior manager who reports to the managing director heads the service

department. The service personal is attached to meet the needs of the customers.

The service department provides technical services such as commissioning

support, repair and maintenance both on breakdown and scheduled shutdowns of the

customer plant. The services are provided free during the warranty period and the service

is provided on chargeable basis after the warranty period. Auma (India) Ltd and their

customer before hand mutually decided about the commercial implications. Service order

or work orders are obtained in cases of chargeable services.

The service manager receives customer complaints and request for servicing. The

service manager or the marketing manager decides whether service engineer or

application engineer has to be deputed depending on the nature and seriousness of

customer problem.

If the service engineer is deputed, the services engineer analysis the problem and

takes necessary action to rectify the problem. If spares are required, the same will be

obtained from Auma (India) Ltd. If the problem is very serious and cannot be rectified at

site, the same will be sent to the factory for rectification.

The service manager consults the chief of the marketing to decide whether spares

and service are chargeable or not. If it is chargeable the offer will be sent to customer

asking him to procure spares. After receiving purchase order, the same will be dispatched

and service engineer is sent, if required.


The service engineers as per a proof of satisfactory prepare minutes of meeting

and service reports after the completion of the job, in which service engineer records

customer complaint received, cause of the complaint, status of disposal and corrective or

preventive action taken and also as a supporting document with the service bills payment.

Some of the documents, which are followed to comply the complaints, are

1) Customers complain service register.

2) Service report.

3) Customer complaints return analysis.

4) Customer summary report which is circulated during the management

meeting.

Some customers have AMC (Annual maintenance contract) with Auma (India)

Ltd for periodical maintenance (preventive) of actuators and gearboxes.

To minimize or totally eliminate the recurrence of complaints the disposal and

corrective action are taken customer complaint review meeting or the department

management review meeting. The manager of the design and development, quality

control and quality assurance department, marketing department and production

department attend the meeting.

The service department also follows the ISO procedures.


PRODUCTION DEPARTMENT

The works department, the electronic data processing and the design and

development department will report to the general manager of production who in turn

will report to the managing director.

The function of production department is classified into

Process control (machine shop)

Process control (assembly)

Maintenance of machine tool and equipments.

MATERIAL DEPARTMENT:

Material department ensures that the right quality of material is purchased from

approved vendors. Purchase activity shall start with receipts of purchases request from

indenting department. Based on the purchase request, purchase order is placed on the

selected vendor from the approved vendor list, if the material is regularly for production.

Details of operations to be performed on component. Production returns job card to

process planning and control department after completion of all operations. Machined

components are returned to stores by production department through material credit note.
PROCESS PLANNING DEPARTMENT:

The process planning development’s activities are broadly classified into

1) Tool design development.

2) Process layout development.

1) TOOL DESIGN DEVELOPMENT:

The purpose is to provide tooling for the manufacture of all components as

required by the process layout / production department / material department. The chief

of this department is responsible for the above activities.

This includes design of jigs and fixtures, templates, cutting tools mandrels and

boring bars.

The concerned design engineer studies the requirements and prepares the drawing

for proposal design. After acceptance of proposal design, assembly and part drawing are

prepared. Verification of tooling are done in two stages. They are

a) Design review

b) Tooling tryout.

The drawings are sent to quality control and production for design review.

Modification and changes are made as per design review comments, if required. Tooling

tryout will be carried out in production in the presence of process planning engineer.
Further modifications and changes are made if required on basis of tooling tryout report.

Then raise the purchases requisition to get the tools manufactured as per the drawings.

2) PROCESS LAYOUT DEVELOPMENT:

The purpose is to guide operator regarding sequence of operation and tooling to

be used and machining parameters, to meet design requirements. The head of the

department is responsible for the above activities.

The concerned process engineer studies the drawings and if necessary, reviews

with design department. The process engineer prepares sequence of operation for

manufacturing with respect to facilities available in-house and with vendor. If new tools

are required for in-house machining, it is raised through purchase request to materials.

If quantity required is less, process layouts for development items will be released

without trial verification.

Verification:

Quality control department check the items and provide the data to evaluate the

capacity of the process. If the verification result fulfills the design requirements, the

department head will approve the same. If the capability is not matching the

requirements, process layout will be reviewed and revised.


ELECTRONIC DATA PROCESSING DEPARTMENT:

In the electronic data processing department the manager is the head of this

department who reports to the general manager of the production department.

The main role of this department is taking care of the entire information

technology related solution of the company. The department has provided individual E-

mail ID for all the staff for communication.

The Auto CAD application (CAD) is used for drawing. The computerized

numeric control (CNC) machine is used for programming through computer.

The human resource department is using the attendance card swiping system and

the payroll package. The finance department is using the tally system.

The Auma (India) Ltd is now implementing the Enterprise resource planning

(ERP), a software package.

- The ERP help to integrate business processes and increase productivity.

- It is developed for optimum use of resources of an enterprise in a planned

manner.

- It also helps in interaction and co-ordination along with the supply chain and

improve in the area of quality, time to reach the market, customer satisfaction,

performance and profitability.


- It helps in reducing the costs.

- The ERP once implemented, it addresses the information needs of the whole

organization.

PRODUCTION BASED ON CUSTOMER ORDER:

CUSTOMER

MARKETING D&D

PPC
MATERIAL
STORES
DESPATCH
PRODUCTION ASSEMBLY

QC

DESIGN AND DEVELOPMENT DEPARTMENT:

In the design and development department the general manager technical is the

head of the department who reports to the general manager production.

The activities of design and development is classified as


1) Design and development planning.

2) Design input.

3) Design output.

4) Design verification.

5) Design review.

6) Design changes.

7) Design validation.

1) DESIGN AND DEVELOPMENT PLANNING:

The purpose is to achieve the targets of design and development activities. Design

engineer is responsible for the planning activities. The entire new and short-range

projects are noted in design and development planning as and when identified. Based on

urgency and resources available, the activities are prioritized. The time required for the

completion of activity or project is fixed and assigned qualified engineer. The chief of the

design and development monitors the progress of the activities on weekly basis, review

and updating of the activities are done. For the development activities, the detailed work

elements are identified and planned accordingly. Stages of design review shall be

identified in the design and development planning. At least one design review is included

prior to the release of design output.


2) DESIGN INPUT:

The purpose is to ensure that the design input are clear, unambiguous and contains

all requirements concerned to all senior design manager/design engineer is responsible

for the above activities.

The requirements of the customer or of the marketing department is identified,

recorded and evaluated for its completeness and unambiguously. Any clarification

regarding technical requirement is resolved with the customer through marketing

department. An input from marketing department is analyzed to identify the need of other

department and clarify with concerned department.

3) DESIGN OUTPUT:

The purpose of the design output is to translate the requirement contained in the

design inputs to the technical documents, which are used for procurement, production,

inspection/ testing and servicing, concerned senior design manager / design engineer is

responsible for the above activities.

Design outputs in the form of drawings, bill of material, specification sheets.

Service instructions and assembly procedures are prepared in accordance with the design

input. The same will be issued to the concerned department after the chief of the design

department approves them.


4) DESIGN VERFICATION:

The purpose of the design verification is to verify that design output meets the

design input requirements. The concerned senior design / design engineer is responsible

to carry out design verification activities.

The chief of design assign this responsibility to senior design / design engineer

who is not involved in design exercises of the product (under verification). The chief will

decide the following methods for design verification:

1) Alternate calculations.

2) Design review.

3) Comparing the new design with a similar proven design, if available.

4) Undertaking test and demonstrations.

Design outputs will be modified or altered wherever needed based on the design

verification results and should be approved by the chief of the technical department.
5) DESIGN REVIEW:

The purpose of the design review is to identify in the developing phase. The

factors and process expected to create problem in the finished product and problem

among department etc. The chief of the design is responsible above activities.

The stages at which design review to be performed will be identified at the design

and development planning stage. At least one design review is planned prior to the

release or design output for the major development projects. Involving chief of the other

departments carries out design review. Design engineer analyses the result of this review.

6) DESIGN CHANGES:

The purpose of design changes is to establish and maintain procedures for

documentation, review, approval and incorporation of all changes and modification.

Design engineer is responsible for the above activities. Design changes and modifications

may be needed due to errors in the drawing, manufacturing difficulties, improvements in

performance etc.

Need for design changes and modifications may be raised by any of the

department through design change request containing the details of the changes and

reason for changes and forwarded to the chief of the technical department. Proposed

changes and modifications are discussed with the concerned department to which the

changes are changes are affecting before finalizing the same and issued to the other

department only after approval of the design chief.


7) DESINGN VALIDATION:

Design and development department is mainly responsible for the validation for

the validation of the design. Validations include the study and establish the performance

of the product under defined user needs and for requirements.

For the new design, concerned design engineer shall identify and document

design validation activities needed. These activities shall be reviewed at design review

and shall be approved by the chief of the design. The concerned design engineer shall

ensure that the identified activities are performed either using in-house facilities or with

external agencies.

The validation can de done by the following methods:

a. Detailed reports of performance during service that is evidence of product

performance under specified operating conditions.

b. Conducting performance testing under stimulated operating conditions.


CHAPTER –3

WHAT IS TRAINING

Employee training attempts to improve skill or add to the existing level of

knowledge so that the employee is better equipped to do is present job. Or prepare him

for a higher position with increased responsibilities, continuous growth and development

of employees makes an organization viable and it adopts itself to changing environment.

New problems, new procedure and development in technology, new knowledge

and job requirements are constantly creating the needs for Training. Coping with the

changes essentially involves increased emphasis on human resources development of

human resource involves acquisition of new abilities with changed skill, knowledge and

attitude of the employee necessary for better performance. Development includes both

training to increase skill in performing a specific job and education to increase general

knowledge of the total environment.

This training and development activities can become meaningful when integrated

with the overall human resource development strategy of an organization and

unprecedented changes in the internal and external environment of today’s organizations.

Training is supposed to bring about changes in the behavior of employees so as to enable

them to meet the current and future requirements of their task and roles. Thus “training is

concerned with the teaching / learning carried on for the basic purpose of enabling the

employees to acquire and apply the knowledge, skill, abilities and attitudes needed by

that organizations”.
Effectiveness of training is the degree to which the persons who undergoes

training are able to learn and apply the knowledge and skills acquired in the training

programme. Effectiveness of the training also depends on the attitude, interest, values,

and expectations, of the individuals and the training environment. A training programme

is likely to be more effective when the individual want to learn involved in their jobs,

have career strategic contents of a programme is well defined and the ability and

motivation of trainers.

MEANIING OF TRANING

The statement of eminent writers clearly reflects the significance of training.

DALE S. BEACH: “ Training is the organized procedure by which people can

learn knowledge and or skill for a definite purpose”.

EDWIN B FIPPO: “Training is the act of increasing the knowledge and skill of an

employee for doing a particular job”.

MICHEAL J JUCIUS: “The term training is used here to indicate the process by

which the aptitude skills and abilities of employees to perform specific jobs are

increased”.

L.L STEINMETZ: “Training is a short term process utilizing a systematic and

organized procedure by which non-managerial personal learn technical

knowledge and skills for definite purpose”.


J.P CAMPBELL: “Training refers only to instruction in technical and mechanical

operations specifically stated, training is the organized procedure by which people learn

knowledge and skill for a definite purpose. The objective of training is to achieve a

change in the behavior of those trained. In the industrial situation this means, that the

trainee shall acquire and develop work attitude. It is expected that the job in such a way

as to help them in them in the achievement of organizational goals”.

IMPROVING EFFECTIVENESS OF TRAINING PROGRAMMES BY

APPLYING LEARNING PRINCIPLES:

In order to increase effectiveness of training programme, the learning principles

can be applied in the following manner:

• Focus on “REAL WORLD” problem.

• Provide for learner’s active participation.

• Allow debate and challenge of ideals.

• Allow the learners to share resources with each other.

• Relate the material to his past experience.

• Provide the learner with knowledge of result about his attempts to improve.

• Emphasize on how they can apply the knowledge, skill, or attitude and transfer

from training to the job.


• Provide for practice and reception when needed.

• Listen to and repeat the opinion when needed.

• Motivate them to improve performance.

• Assist them in their willingness to changes.

• Treat everyone in adult like manner.

Formulates the following training objectives in keeping with company’s goals

objective.

• To prepare the employee both new and old to meet present as well as the

changing requirement of the job and organization.

• To prevent obsolescence.

• To impart the new entrant the basis knowledge and skill they need for an

intelligent performance of definite job.

• To prepare employees for higher-level talks.

• To assist the employees to function more effectively in their present position by

exposing them to the latest concept, information, and techniques and developing

the skills they will need their particular field.


• To build up a second line of competent officers and prepare them to occupy more

responsible position.

• To develop the potentialities of people for the next level job.

• To ensure smooth and efficient working of a department.

• To ensure economical out put of required quality.

• To promote individuals and collective morale, a sense of responsibility,

cooperative attitudes and good relation ships.

NEED FOR EFFECTIVE TRAINING

Effective training is required an account of the following reason.

JOB REQUIREMENT:

Employee selected for job might lack the qualification required to perform the

job effectively. New and inexperienced employees require detailed instruction for

effective performance on the job. In some cases the past experienced personal might be

inappropriate to the new organization. New employees need to provide orientation

training to make them familiar with the job and the organization.

TECHNOLOGICAL CHANGES:

Technology is changing very fast, now automation and mechanization have are

being increasingly applied in offices and service sector. Increasing use of fast changing
techniques requires training into new technology, for instance staff in public sector bank

are being trained due to computerization of banking operational, no organization can take

advantage of latest technology without a well trained personals. New jobs require new

skills, thus both new and old employees require training.

ORGANIZATIONAL VIABILITY:

In order to survive and grow an organization must continually adopt itself to the

changing environment, with increasing economic liberalization and globalization in

India. Business firms are experiencing, growth and diversification, in order to face

international competition the firms must upgrade their capabilities. Existing employees

need refreshers training to keep them abreast of new knowledge. Training programs

foster the initiative and creativity of employee and help to prevent obsoleteness of skills.

An organization can build up a second line of command through training in order to meet

his future needs for human resource. Trained staff is the most valuable asset of a

company.

INTERNAL MOBILITY:

Training becomes necessary when an employee moves from one job to another

due to promotion and transfer. Employee chosen for higher-level jobs need to be trained

before they are asked to perform the higher responsibilities. Training is widely used to

prepare employees for higher-level jobs.


Thus need for the effective training has increased due to growing complexity of jobs,

increasing professionalism of management, growing uncertainties in the environment,

global competition growing aspiration and sub optional performance level.

IMPORTANCE OF EFFECTIVE TRANINING

A well-planned and well-executed training programme can provide the following

advantages:

1.HIGHER PRODUCTIVITY:

Training helps to improve the level of performance. Training employees perform

better by using better method of work. Improvement in manpower productivity in

developed nations can be attributed in no small measure to their industrial training

program.

2.BETTER QUALITY OF WORK:

In formal training the best method are standardized and taught to employee.

Uniformity of work methods and procedure helps to improve the quality of the product.

Trained employees are less likely to make operational mistake.

3.LESS LEARNING PERIOD:

A systematic training programme helps to reduce the time and cost involved in

the learning. Employee can more quickly reach the acceptable level of performance. Thus

they need not waste their own time and efforts in learning through trail and error.
4.COST REDUCTION:

Trained employees make more economical use of material and machinery.

Reduction in wastage and spoilage together with increase in productivity helps to

maintain cost of operation per unit, maintenance cost in also reduces due to sever

machine breakdowns and better handling of equipment plant capacity can be put to the

optimum use.

5.REDUCED SUPERVISION:

Well-trained employees tend to be self-guidance and motivated, they need less

guidance and control. Therefore supervisory burden is reduced and the span of

supervision can be enlarged.

6.LOW ACCIDENT RATE:

Trained personals adopt the right work method and make use of the prescribed

safety devices. Therefore the frequency of accident is reduced health and safety of

employees can be improved.

7.HIGH MORALE:

Proper can develop positive attitudes among the employees job satisfaction and

morale are improved due to arise in the earning and job security of employees, Training

reduces employees grievance because opportunities for internal promotion are available

to well trained employee.


8.PERSONAL GROWTH:

Training enlarges the knowledge and skills of the participant, therefore well-

trained personals can grow together in their career, and training prevents obsoleteness of

knowledge and skills.

9.ORGANISATIONAL CLIMATE:

A sound training programme helps to improve the climate of an organization,

Industrial relation and discipline are improved. Therefore decentralization of authority

and participative management can be introduced.

10.BENIFITS TO EMPLOYEES:

Effective training is useful to employees in the following ways:

a. Self-confidence: Training helps to improve the self-confidence of an employee it

enables him to approach and perform his job with enthusiasm.

b. Higher earnings: Trained employee can perform better and learn more.

c. Safety: Training help an employee to use various safety methods where he can

handle the machine carefully.

d. Promotion: Though training employee can develop himself and earn quick

promotion.
e. New skills: Training development new knowledge and skills among employees

the new skills is a valuable asset of an employee and remain permanently with

him.

HISTORICAL DEVELOPMENT OF WORKER’S TRAINING

In India, the traditional method acquiring the desired level of skill in a trade or

occupation has been to learn it initially from an elder in the family or a family friend and

practice it over long years in the job. The skill learnt in the due course is passed on to the

younger generation in a like manner. In organized industrial units, a worker recruited for

an unskilled job gradually picks up the requisite knowledge by emulating his senior. In

the early decades of this century, the need for trained workers came to be recognized, but

the establishment of institutional facilities for training did not receive the required

attention. The report on vocational education in India in 1937, the report of the Bombay

Textile labor enquiry 1940, the report in post-war educational development in India

(Sergeant Report) 1944, and the auditory committee on Technical Education, 1944, all

emphasized the need for training facilities for workers.

During the Period of the Second World War, the Government of India initiated a

scheme for training skilled workers and technicians to meet its own requirements of war

time production in ordinance factories and other similar establishments. With a modest

beginning in the early years, 350 institutes a capacity of 50,000 were established towards

the close the war and over 100,00 artisans were trained by the year 1946, mainly fitters,

carpenters, blacksmiths, turners and electricians. They also received some general
instruction in engineering and building. For training supervisory personnel, trainees were

sent to England under the Bevin Boys Training scheme. Undo the middle of 1943, little

over 350 persons were sent to England receive this training. In other traditional

industries. Such as textiles, the industrial units themselves met sugar, Jute and

engineering, training requirements. Towards the end of the war, various schemes of

vocational training apprenticeship were in operation.

Some of these were:

a. Apprenticeship & higher training in railways workshops, a technical school and

the staff college for the railways.

b. The well defined apprenticeship schemes in Sone valley, Portland cement

company, The Assam Oil Company, The Tata Oil Mill Co., The Tata Iron & Steel

Company, The Tinplate Company of India and Some Engineering Works in

Bombay, Bengal, UP and Punjab.

c. Training provided in the dockyards at Bombay & Calcutta, Port Trusts and Port

Workshops at Calcutta, Madras and Vishakhapatnam and some municipalities and

d. Several unorganized industries, such as carpet weaving bidi and cigar -making,

and Mica-spitting, training was provided to children with the end of the war in

1945, the rehabilitation of ex-service men in civil employment became one of the

major preoccupations of the Government. The task of providing short-term

training was enlisted to the directorate General of Rehabilitation and

Employment. Following partition, schemes for training displaced persons were


started to facilitate their rehabilitation. In addition, a scheme for the technical &

vocational training of adult civilians was started in 1950, and a Central Training

Institute for industries was established in 1948.

The five-year program for labour adopted by the government in 1946 suggested

the organization of an individual training and apprenticeship scheme in large scale with a

view to improving the productive and earning capacity of workers and enabling them to

quality for promotion to higher grades. The need for expansion of training facilities

attracted the attention of planners. The second and the third Five-year plans emphasized

the need for expansion of training facilities. Since then, vocational training out skilled

workers.

In 1952, the Government of India appointed a committee, known as the training

and Employment Services Organization Committee, under the chairmanship of Shri

Shiva Rao. It reported in 1954. It assessed the results of the then existing training

schemes and considered their future. The committee found that training was provided by

five agencies i.e. State Governments, Private Training Institutes, Employers, Ministry of

Rehabilitation and the Directorate General of Resettlement & Employment. On the basis

of the recommendations of the committee, the Government Constituted in 1957, the

National Council for training in Vocational trades (NCTVT) consisting of representatives

of employers, employees, technical institutions, representatives of the Central and state

Governments and labour, and sought advice on all aspects of vocational training and

correlating training facilities with the requirements of industry. This NCTVT is assisted

by a number of trade committees, separately for each of the 30 engineering and 26 non-
engineering trades. These committees advice the NCTVT on matters relating to the

standard of teaching, the quality of instruction and on the problems relating to each

specific trade.

To build up the career of young persons and to supply a constant stream of trained

personnel to industries, the director General of Employment and Training (DGET) has

designed a number of training programs.

EVALUATION OF EFFECTIVENESS OF TRAINING PROGRAMS

It is important to determine whether a training program is accomplishing its

objective, cost-benefit ratio of a program, clarity and validity of the content to determine

training effectiveness. Gone those days, when Corporations used to fee that training is

expenditure only to motivate employees by sending them to different places of

importance & interest. In the changing scenario of the business, it is imperative in the

part of training or HRD manager to prove the credibility of the function by proper

evaluation. There are different training evaluation techniques. These are as follows.

1. Questionnaire

2. Attitude Survey

3. Tests

4. Interviews

5. Observations
6. Performance Records

1. Questionnaire: A question can be prepared keeping the objective of the

program & can be administered to the participants to record their response about

the effectiveness of the program. The response can be taken and the program to

understand their expectation & again after the program to know to what extant

their expectations have been met.

2. Attitude Survey: Attitude of the people can be measured before & after the

program evaluates the impact of the training.

3. Tests: Different tests can be developed to measure the training impact. This is

more befitting in case of technical & vocational training program.

4. Interviews: Interviews can be conducted or evaluation can be made through

interview method. After the completion of the program, the participant can be

interviewed to judge his level of learning.

5. Observation: Observation is very good technique of judging the training impact.

Basically after the skill up gradation training, the people be judged by their

supervisors at work to evaluate the training effectiveness.

6. Performance Records: The Performance appraisal system is a tool available in

most of the organization to measure the performance. Analyzing the performance

records before and after the program, the effectiveness can be evaluated through

comparison.
TABLE – 1

Distribution of the Respondents in Terms of Gender.

S.No. Gender No.of. Respondents Percentage (%)


1. Male 56 86.15
2. Female 9 13.85
Total 65 100

Inference:

From the above table it is inferred that 86.15% of the respondents are male and

13.85% of the respondents are female employees.

From the inference it is concluded that most of them are male employees.
TABLE – 2

Distribution of the Respondents in Terms of Education.

S.No. Qualification No.of. Respondents Percentage (%)


1. Professional 30 46.15
2. Diploma 24 36.92
3. P.G. 3 4.62
4. Others 8 12.31
Total 65 100

Inference:

From the above table it is inferred that 46.15% of the respondents are professional

and 36.92% of the respondents are Diploma holders and 4.62% of the respondents are

post Graduates and 12.31% of the respondents are others.

From the inference it is concluded that most of them are professionally Qualified.
Chart No. 1

DISTRIBUTION OF RESPONDENTS IN TERMS OF EDUCATION

50

45

40
Percentage of respondents

35

30

25

20

15

10

0
Professional Diploma P.G Others
Qualification
TABLE – 3

Distribution of the Respondents in Terms of Department.

S.No. Departments No.of. Respondents Percentage (%)


1. Assembly 10 15.38

2. Machine Shop (CNC) 10 15.38


3. Production Planning and 14 21.54
Control (PPC)
4. Quality Control and 6 9.23
Quality Assurance
5. Human Resource 2 3.08
6. Marketing 5 7.69
7. Finance 3 4.62
8. Others 15 23.08
Total 65 100

Inference:

From the above table it is inferred that 15.38% of the respondents are Assembly

and Machine Shop (CNC) departments. 21.54% of the respondents are Production

Planning and Control (PPC) department. 9.23(% of the respondents are Quality Control

and Quality assurance department. 3.08% of the respondents are Human Resource

department. 7.69% of the respondents are Marketing department and, 4.62% of the

respondents are Finance department 23.08% of the respondents are other departments.

From the inference it is concluded that most of them are Tool design, Materials,

Gear Hobbling, and Design and development departments.


Chart No. 2
DISTRIBUTION OF RESPONDENTS IN TERMS OF DEPARTMENTS

25

20
Percentage of respondents

15

10

0
A B C D E F G H
Departments
A Assembly

B Machine Shop (CNC)


C Production Planning and Control (PPC)
D Quality Control and Quality Assurance
E Human Resource
F Marketing
G Finance
H Others
TABLE – 4

Distribution of the Respondents in Terms of Age.

S.No. Age No.of. Respondents Percentage (%)


1. 20 – 30 years 28 43.08
2. 30 – 40 years 25 38.46
3. 40 – 50 years 11 16.92
4. Above 50 years 1 1.54
Total 65 100

Inference:

From the above table it is inferred that 43.08% of the respondents are in the age

group of 20 – 30 years 38.46% of the respondents are in the age group of 30 – 40 years

16.92% of the respondents are in the age group of 40 – 50 years 1.54% of the

respondents are in the age group of above 50 years.

From the inference it is concluded that most of them are 20 – 30 years age group

employers.
Chart No. 3

DISTRIBUTION OF RESPONDENTS IN TERMS OF AGE

45

40

35
Percentage of respondents

30

25

20

15

10

0
20 – 30 years 30 – 4- years 40 – 5- years Above 50 years
Age
TABLE – 5

Distribution of the Respondents in Terms of Monthly Salary.

S.No. Monthly Salary No.of. Respondents Percentage (%)


1. Below Rs. 5000 6 9.23
2. Rs. 5001–Rs. 7000 38 58.46
3. Rs. 7001–Rs. 10,000 16 24.62
4. Above Rs. 10,000 5 7.69
Total 65 100

Inference:

From the above table it is inferred that 9.23% of the respondents are earning

monthly income of Below Rs. 5,000, 58.46% of the respondents are earning monthly

income of Rs. 5001 – Rs.7000, 24.62% of the respondents are earning monthly income of

Rs. 7001 – Rs.10,000, 7.69% of the respondents are earning monthly income of above

Rs. 10,000.

From the inference it is concluded that most of the respondents monthly income is

Rs. 5001 – Rs. 7000.


Chart No. 4

DISTRIBUTION OF RESPONDENTS IN TERMS OF MONTHLY SALARY

60

50
Percentage of respondents

40

30

20

10

0
Below Rs.5000 Rs. 5001– Rs. 7001– Above
Rs.7000 Rs.10,000 Rs.10,000
Monthly Income
TABLE – 6

Distribution of the Respondents in Terms of years of Service

S.No. Experience No.of. Respondents Percentage (%)


1. 1-2 years 23 35.39
2. 2-4 years 18 27.69
3. 4-6 Years 12 18.46
4. Above 6 years 12 18.46
Total 65 100

Inference:

From the above table it is inferred that 35.39% of the Respondents have 1-2 years

Experience.27.69% of the Respondents have 2-4 years Experience and 18.46% of the

Respondents have 4-6 years and above 6 years Experience.

From the inference it is concluded that most of them are 1-2 years experience

employers.
TABLE – 7

Respondents opinion Regarding the following Training Methods

S.No. Opinion No.of. Respondents Percentage (%)


1. Yes 65 100
2. No - -
Total 65 100

Inference:

From the above table it is inferred that 100% of respondents are awarded about

the Training Programmes.


TABLE-8

Effectiveness of Training Programmes

S.No Training Excellent Very Good Average Total


Method good

1 On the Job 41 16 8 - 65

% 63.08 24.62 12.31 - 100

2 External 6 26 33 - 65

% 9.23 40 50.77 - 100

3 Workshops 2 20 40 3 65

% 3.08 30.77 62.54 4.62 100

4 Conferences 2 18 38 7 65

% 3.08 27.69 58.46 10.77 100

5 Inhouse 11 20 18 16 65

% 16.92 30.77 27.69 24.62 100

Inference:

On the Job:

From the above table it is inferred that 63.08% of the respondents opinion

are Excellent. 24.62% of the respondents opinion are very good 12.31% of the

respondents opinion are good,


From the inference it is concluded that most of the respondents opinion are

Excellent.

External:

9.23% of the respondents opinion are Excellent and 40% of the respondents

opinion are very good. 50.77% of the respondents opinion are good.

From the inference it is concluded that most of the respondents opinion are good.

Workshops:

From the above table it is inferred that 3.08% of the respondents opinion are

Excellent 30.77% of the respondents opinion are verygood. 61.54% of the respondents

opinion are good and 4.62% of the respondents opinion are Average.

From the inference it is concluded that most of the respondents opinion are very

good.

Conference:

From the above table in it inferred that 3.08% of the respondents opinion are

Excellent. 27.69% of the respondents opinion are very good and 58.46% of the

respondents opinion are average.

From the inference it is concluded that most of the respondents opinion are good.
In house:

From the above table it is inferred that 16.92% of the respondents opinion are

very good and 27.69% of the respondents opinion are good and 24.62% of the

respondents opinion are Average.

From the inference it is concluded that most of them opinion are very good.
Chart No. 5

EFFECTIVENESS OF TRAINING PROGRAMMES

70

60

50
Percentage of respondents

40

30

20

10

0
On the Job External Workshops Conferences Inhouse
Training M ethods

Excellent V.Good Good Avg.


TABLE-9

Respondents opinion about purposiveness of training programme

S.
Factors 4 3 2 1
No
Organisational Need and
1 18 20 8 19
requirements
2 To enhance Skills 37 15 9 4
3 To enrich existing HR 5 8 17 35
4 To improve Productivity 8 22 29 6

Points Rating
S.
Factors Total Rank
No
1 2 3 4

Organisational Need and


1 72 60 16 19 167 II
requirements

2 To enhance Skills 148 45 18 4 215 I

3 To enrich existing HR 20 24 34 35 113 IV

4 To improve Productivity 32 66 58 6 162 III


Inference:

From the above table it is inferred that according to the respondents opinion about

purposiveness of Training Programme they prefer enhancing skills to be the first rank and

organisational Need and requirements to be second rank, and to improve Productivity to

be Third rank and to enrich existing HR to be Fourth rank.

From the inference it is concluded that most of the employees say that training

programme will increase the skills and ability.


Chart No. 6

PURPOSIVENESS OF TRAINING PROGRAMME

250

200
Percentage of respondents

150

100

50

0
A B C D
Training Programmes

A Organisational Need and requirements


B To enhance Skills
C To enrich existing HR
D To improve Productivity
TABLE-10

Respondents Opinion About Required Factors For Effective Training

S. Factors 4 3 2 1
No
1 Need of Training 7 14 40 4
2 Good infrastructure 30 23 4 8
3 Qualified Trainers 34 22 6 3
4 Personality of Trainers 1 10 10 44

Points Rating
S.
Factors Total Rank
No
1 2 3 4

1 Need of Training 7 14 40 4 154 III

2 Good infrastructure 30 23 4 8 205 II

3 Qualified Trainers 34 22 6 3 217 I

4 Personality of Trainers 1 10 10 44 98 IV

Inference:

From the above table it is inferred that According to the respondents opinion

about required factors for effective Training they prefer Qualified Trainers to be the First

rank and Good infrastructure to be the Second rank and Need of Training to be the Third

rank and Personality of Trainers to be the Fourth rank.


From the inference it is concluded that most of the employees say that Qualified

Trainer will increase the effectiveness of Training Programme.

Chart No. 7

REQUIRED FACTORS FOR EFFECTIVE TRAINING

250

200
Percentage of respondents

150

100

50

0
A B C D
Factors

A Need of Training
B Good infrastructure
C Qualified Trainers
D Personality of Trainers
TABLE – 11

Respondents Opinion About Fulfillment Of Organisation Needs By The Training

Programme

S.No. Opinion No.of. Respondents Percentage (%)


1. Yes 58 89.23
2. No 7 10.77
Total 65 100

Inference:

From the above table it is inferred that 89.23% of the respondents opinion are

fulfill the training Programmes 10.77% of the respondents opinion are not fulfill the

Training Programmes.

From the inference it is concluded that most of the respondents says that they

have fulfillment in Training Programmes.


TABLE –12

Respondents opinion About Promotion Supportiveness of Training Programme.

S.No. Opinion No.of. Respondents Percentage (%)


1. Yes 30 46.15
2. No 35 53.85
Total 65 100

Inference:

From the above table it is inferred that 46.15% of the respondents opinion are

Promotion Supportiveness of Training Programmes 53.85% of the respondents opinion

are not Promotion Supportiveness of Training Programme.

From the inference it is concluded that most of the respondents opinion are

Training Programme doesn’t help in their Promotion Supportiveness.


Chart No. 8

PROMOTION SUPPORTIVENESS OF TRAINING PROGRAMME

54

52
Percentage of respondents

50

48

46

44

42
Yes No
Opinion
TABLE-13

Respondents Opinion About Factors For Effective Training Assessment

S. Factors 4 3 2 1
No
1 By annual Training need 8 35 18 4
assessment
2 By feedback given on existing 43 5 8 9
training Programmes.

3 Being done by immediate 6 22 25 12


Supervisor / HOD
4 Based on the Training 9 4 13 39
Requirements

S. Points Rating
Factors Total Rank
No 1 2 3 4
1 By annual Training need 32 105 36 4 177 II
assessment
2 By feedback given on existing 212 I
training Programmes. 172 15 16 9
3 Being done by immediate 24 66 50 12 152 III
Supervisor / HOD
4 Based on the Training 36 12 26 39 113 IV
Requirements

Inference:

From the above table it is inferred that according to the respondents Preference

factors of Training assessment they prefer By feedback given on existing Training

Programmes to be the first Rank and By annual Training need assessment to be the

Second Rank and Being done by immediate Supervisor / HOD to be the Third rank and

Based on the Training requirements to be the Forth rank.


From the inference it is concluded that most of the employees say that the

feedback given on existing Training Programme are important among the factors of

Training assessment.
Chart No. 9

FACTORS FOR EFFECTIVE TRAINING ASSESSMENT

250

200
Percentage of respondents

150

100

50

0
A B C D
Factors

A By annual Training need assessment

B By feedback given on existing training Programmes.

C Being done by immediate Supervisor / HOD

D Based on the Training Requirements


TABLE –14

Respondents opinion About Skilled Trainers Required For Effective Training.

S.No. Opinion No.of. Respondents Percentage (%)


1. Yes 64 98.46
2. No 1 1.54
Total 65 100

Inference:

From the above table it is inferred that 98.46% of the respondents opinion are

skilled Trainers required for effective Training and 1.54% of the respondents opinion are

not skilled Trainers required for effective Training.

From the inference it is concluded that most of the respondents opinion are skilled

Trainers are required for effective Training.


TABLE-15

Respondents Opinion About Factors Influencing Training Programme.

S. Factors 4 3 2 1
No
1. Automation and Technology 19 25 18 3
Change
2. Company Policy 41 11 7 6

3. Change in Industrial Scenario 6 25 24 10

4 Additional requirement of the 6 11 9 39


Organisation

Points Rating
S.
Factors Total Rank
No
1 2 3 4

1. Automation and Technology 76 75 36 3 190 II


Change

2. Company Policy 164 33 14 6 217 I

3. Change in Industrial Scenario 24 75 48 10 157 III

4 Additional requirement of the 24 33 18 39 114 IV


Organisation

Inference:

From the above table it is inferned that According to the respondents Opinion

about factors influencing Training Programme that prefer Company Policy to be the First

rank and Automation and Technology Changes to be the Second rank and Change in

Industrial Scenario to be the Third rank and Additional requirement of the Organisation

to be the Fourth rank.


From the inference it is concluded that most of the employees says that company

policy will influence the Training Programme.


Chart No. 10

FACTORS INFLUENCING TRAINING PROGRAMME

250

200
Percentage of respondents

150

100

50

0
A B C D
Factors

A Automation and Technology Change

B Company Policy

C Change in Industrial Scenario

D Additional requirement of the Organisation


TABLE –16

Respondents opinion About Improper Assessment of Training Needs Will Lead to

Failure of Training Programmes.

S.No. Opinion No.of. Respondents Percentage (%)


1. Yes 63 96.92
2. No 2 3.08
Total 65 100

Inference:

From the above table it is inferred that 96.92% of respondents opinion are

improper assessment of Training Need Will Lead to Failure of Training Programmes.

From the inference it is concluded that most of the respondents opinion are

improper assessment of Training Need Will Lead to Failure of Training Programmes.


TABLE – 17

Effectiveness of Training Programmes.

Likert’s Scaling Technique Analysis

4 3 2 1
Factors Score Total
Excellent Very Good Good Average
On the Job 41 16 8 - 87.69
Training
External 6 26 33 - 64.61
Training
Workshops 2 20 40 3 58.076
Training
Conferences 2 18 38 7 55.769
Training
In house 11 20 18 16 60
Training

Formula:

Total Weighted Score


--------------------------------------------------- X 100
No. of Respondents X No. of Parameters

Inference:

From the above table it is inferred that According to the respondents opinion

about Factor influencing. Training Programme they Prefer on the Job Training to be the

First rank and External Training to be the Second rank and In house Training to be Third

rank and Workshops to be the Fourth rank and conference to be the Fifth rank. From

the inference it is concluded that on the Job Training will influence the First rank is best

to the Training Programme.


TABLE – 18 ‘A’

TWO WAY CLASSIFICATION

Education Vs Satisfaction Level

Relationship Between Education and Opinion of the Respondents about

ON THE JOB TRAINING Satisfaction Level.

4 3 2 1
S.No Factors Very Total
Excellent Good Average
Good
1. Professional 20 8 2 - 30
2. Diploma 13 6 5 - 24
3. Post 3 - - - 3
Graduates
4. Others 5 2 1 - 8
Total 41 16 8 - 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
(O – E)2
O E O–E (O – E)2 ----------
E
20 18.92 1.08 1.166 0.062
13 15.138 -2.138 4.57 0.302
3 1.89 1.11 1.23 0.65
5 5.046 -0.046 0.002 0.0003
8 7.38 0.62 0.38 0.05
6 5.907 0.093 0.008 0.001
0 0.738 -0.738 0.545 0.738
2 1.969 0.031 0.0009 0.0004
2 3.692 -1.692 2.863 0.775
5 2.95 2.05 4.203 1.425
0 0.369 -0.369 0.136 0.368
1 0.98 0.02 0.004 0.0004
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Total 4.372
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Education and opinion of the Respondents about on the

Job Training.
TABLE – 18 ‘B’

Relationship Between and opinion of the Respondents about

EXTERNAL TRAINING Satisfaction Level

External Training Satisfaction


S.No Education Very Total
Excellent Good Average
Good
1. Professional 1 14 15 - 30
2. Diploma 4 8 12 - 24
3. Post - 1 2 - 3
Graduates
4. Others 1 3 4 - 8
Total 6 26 33 - 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency

df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Education and opinion of the Respondents about on the

External Training.
TABLE – 18 ‘C’

Relationship Between Education and opinion of the Respondents about

WORKSHOPS TRAINING Satisfaction Level

External Training Satisfaction


S.No Education Very Total
Excellent Good Average
Good
1. Professional 1 14 15 - 30
2. Diploma 4 8 12 - 24
3. Post - 1 2 - 3
Graduates
4. Others 1 3 4 - 8
Total 6 26 33 - 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Education and opinion of the Respondents about on the

External Training.
TABLE –18’D’

Relationship Between Education and opinion of the Respondents about

CONFERENCES TRAINING satisfaction level

Conferences Training Satisfaction


S.No Education Total
Very
Excellent Good Average
good

1. Professional 1 10 15 4 30

2. Diploma 1 6 14 3 24

3. Post - 1 2 - 3
Graduates

4. Others - 1 7 - 8

Total 2 18 38 7 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Education and opinion of the Respondents about

Conferences Training.
TABLE –18’E’

Relationship Between Education and opinion on of the Respondents about

IN HOUSE TRAINING satisfaction level

Conferences Training Satisfaction


S.No Education Total
Very
Excellent Good Average
good

1. Professional 4 11 7 8 30

2. Diploma 5 5 8 6 24

3. Post 1 1 - 1 3
Graduates

4. Others 1 3 3 1 8

Total 11 20 18 16 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Education and opinion of the Respondents about

Conferences Training.
TABLE-18’F’

CONSOLIDATED RESULT OF EDUCATION VS SATISFACTION LEVEL

S. No Factors Relationship

1. On the Job Training No significance Relationship

2. External Training No significance Relationship

3. Workshops Training No significance Relationship

4. Conferences Training No significance Relationship

5. In house Training No significance Relationship

Inference:

From the inference it is concluded that the consolidated result has no significant

relationship between Vs Satisfaction level.


TABLE-19’A’

Experience Vs Satisfaction Levels

Relationship Between Experience and opinion on of the Respondents about

ON THE JOB TRAINING Satisfaction level

On the Job Training Satisfaction


S.No Experience Very Total
Excellent Good Average
Good
1. 1-2 years 16 5 2 - 23
2. 2-4 years 10 8 - - 18
3. 4-6 years 9 2 1 - 12
4. Above 6 years 6 1 5 - 12
Total 41 16 8 0 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
(O – E)2
O E O–E (O – E)2 ----------
E
16 14.508 1.492 2.226 0.153
10 11.354 -1.354 1.833 0.161
9 7.569 1.431 2.048 0.271
6 7.569 -1.569 2.462 0.325
5 5.662 -0.662 0.438 0.077
8 4.430 3.57 12.745 2.877
2 2.954 -0.954 0.910 0.308
1 2.954 -1.954 3.818 1.292
2 2.831 -0.831 0.691 0.244
0 2.215 -2.215 4.906 2.215
1 1.477 -0.477 0.227 0.154
5 1.477 3.523 12.412 8.404
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Total 16.481
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Experience and opinion of the Respondents about on

the Job Training.


TABLE-19’B’

Relationship Between Experience and opinion on of the Respondents about

EXTERNAL TRAINING Satisfaction level

External Training Satisfaction


S.No Experience Very Total
Excellent Good Average
Good
1. 1-2 years - 12 11 - 23
2. 2-4 years 3 10 5 - 18
3. 4-6 years 2 2 8 - 12
4. Above 6 years 1 2 9 - 12
Total 6 26 33 - 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Experience and opinion of the Respondents about

External Training.
TABLE-19’C’

Relationship Between Experience and opinion on of the Respondents about

WORKSHOPS TRAINING Satisfaction level

Workshops Training Satisfaction


S.No Experience Very Total
Excellent Good Average
Good
1. 1-2 years - 7 16 - 23
2. 2-4 years - 9 8 1 18
3. 4-6 years 2 2 7 1 12
4. Above 6 years - 2 9 1 12
Total 2 20 40 3 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Experience and opinion of the Respondents about

Workshops Training.
TABLE-19’D’

Relationship Between Experience and opinion on of the Respondents about

CONFERENCE TRAINING Satisfaction level

Conference Training Satisfaction


S.No Experience Very Total
Excellent Good Average
Good
1. 1-2 years 2 9 9 3 23
2. 2-4 years - 7 8 3 18
3. 4-6 years - 1 11 - 12
4. Above 6 years - 1 10 1 12
Total 2 18 38 7 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Experience and opinion of the Respondents about

Conference Training.
TABLE-19’E’

Relationship Between Experience and opinion on of the Respondents about

INHOUSE TRAINING Satisfaction level

Inhouse Training Satisfaction


S.No Experience Very Total
Excellent Good Average
Good
1. 1-2 years 4 9 3 7 23
2. 2-4 years 5 6 4 3 18
3. 4-6 years 2 3 4 3 12
4. Above 6 years - 2 7 3 12
Total 11 20 18 16 65

CHI – SQUARE = (O-E)2


---------
E

E = Row Total X Column Total


-----------------------------------
Grand Total

Where,

O = Observed Frequency

E = Expected Frequency
df = (R – 1) (C – 1)
= (4 – 1) (4 – 1)
=3x3
=9
Where,
df = degree of freedom
R = Row
C = Column
Table value for 9 df at 0.05 level of Significance is 16.919
Calculated Value = 4.372
C.V < T.V
4.372 < 16.919

Inference:

The calculated value of chi-square is less than the table hence there is no

significance relationship between Experience and opinion of the Respondents about

Inhouse Training.
TABLE-19’F’

CONSULTED RESULT OF EXPERIENCE VS SATISFACTION LEVEL

S. No Factors Relationship

1. On the Job Training No significance Relationship

2. External Training No significance Relationship

3. Workshops Training No significance Relationship

4. Conferences Training No significance Relationship

5. In house Training No significance Relationship

Inference:

From the inference it is concluded that the consolidated result has no significant

relationship between experience vs satisfaction level.


FINDINGS

1. Male employees are more in numbers in Auma India Ltd

2. Auma India Ltd is having most of the professionaly qualified employees.

3. Majarity of the employees are working in Tool Design, Materials & Gear

Hobbling departments when compare to other departments in Auma India Ltd.

4. Employees age level is between 20 to 40 years in Auma India Ltd.

5. Salary paid by the Auma India Ltd to their employees is around Rs.5001-

Rs.7000.

6. Majarity of the employees in Auma India Ltd are having experience of

between 2 years.

7. The study shows that are the employees are having awareness about the

training programmes conducted by Auma India Ltd.

8. Auma India Ltd employees says that training will give improvement in their

skills & ability.

9. Auma India Ltd employees expectation is a qualified trainer can give effective

training.
10. Auma India Ltd employees says that training programme will fulfill

organisation needs.

11. Auma India Ltd employees says that training programme will not support

promotions.

12. Auma India Ltd employees feels that existing training programme impact will

give the better assessment criteria.

13. Auma India Ltd employees opinion is that the company policy influence the

company to provide training.

14. Consolidated result of Education Vs Satisfaction Level

S. No Factors Relationship

1. On the Job Training No significance Relationship

2. External Training No significance Relationship

3. Workshops Training No significance Relationship

4. Conferences Training No significance Relationship

5. In house Training No significance Relationship

15. Consulted result of experience Vs satisfaction level

S. No Factors Relationship

1. On the Job Training No significance Relationship

2. External Training No significance Relationship

3. Workshops Training No significance Relationship


4. Conferences Training No significance Relationship

5. In house Training No significance Relationship

SUGGESTION

 The study shows that there is very low experienced employees are working in the

organization. So it requires often and often training facilities. It more experienced

employes are recruited the training cost may be reduced.

 The study shows that employees opinion among training will not support

promotions, so the organization must create awareness about training will also

support promotions.

 The study shows that employees intention on training effectiveness is depend on

qualified trainers. So the organization should want to keep up qualified trainers

training.
CONCULSION

 According to the study solution it concludes that Amua the training programme

and they feed that the training programme give importance to Improve skills and

abilities.

 Amua India Ltd employees Intention on training effectiveness depend on

qualified trainer, that the training programmes for the employees will improve

their knowledge and skills but will not support promotions.

 Finally it determines that the training programmes gives satisfaction to the

employees. So the company should follows the same patterns by providing well

experienced trainers to retain the same level of satisfaction among the employees.

So it leads the company’s better performance in all the activities.


APPENDIX

QUESTIONNAIRE

TOPIC

A study on “EFFECTIVENESS OF TRAINNG PROGRAMMES” with special

reference to AUMA (INDIA) limited, Bangalore.

1. PERSONAL DATA

a. Name of the respondent :

b. Sex : Male/Female

c. Designation :

d. Qualification :

e. Department :

(Please tick against the appropriate response (s) to the questions).

f. Age ?

 20 –30 Years

 30 – 40 Years

 40 – 50 Years

 Above 50 Years
g. Your monthly salary ?

 Below Rs 5000

 Rs. 5000 - Rs 7000

 Rs. 7000 – Rs 10,000

 Above Rs10000

h. Year of service

 1 – 2 Years

 2 – 4 Years

 4 – 6 Years

 Above 6 Years

2. OPTIONAL DATA

1. Are you aware of the available training programmes in your organization?

Yes No

Say what are the most effective programmes do you think? Please use (tick)

TRAINING EXCELLENT VERY GOOD GOOD AVERAGE


METHOD

On the job

External

Workshops

Conferences

In hours

2. Are you satisfied with the training programmes conducted by the organization?

Yes No
3. What is the purpose do you think in the organization training to be important ?

(Please rank the following according to your view)

 Organizational need and requirements [ ]

 To enhance skills [ ]

 To enrich existing HR [ ]

 To improve productivity [ ]

4. What is the aspect required to make the training programmes effective?

(Please rank the following according to your view)

 Organizational need and requirements [ ]

 To enhance skills [ ]

 To enrich existing HR [ ]

 To improve productivity [ ]

5. Do you think training programmes in our organization fulfill the organization needs
and requirements?

Yes No

6. Do you think ‘ON THE JOB” training method is better than in-house training?

If yes, how it is better?

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

7. Is the training programmes helped you to get promotion in the organization?

Yes No
8. How the training need of the personnel has been assessed?

(Please rank the following according to your view)

 By annual training need assessment [ ]

 By feed back given on existing training programmes [ ]

 Being done by immediate supervisor / HOD [ ]

 Based on the training requirements. [ ]

9. Is good guide communicator and dynamic trainers needed to make the training more
effective and lively?

Yes No

10. Is your supervisors good at finding out the need of training your self?

Yes No

11. Which of the following aspects is reason for the change of training programmes in
and organization ?

 Automation and technology change [ ]

 Company policy [ ]

 Change in industrial scenario [ ]

 Additional requirement of the organization [ ]

12. Do you think improper assessment of training needs will lead to failure of training
programmes?

Yes No

13. Please suggest solutions/steps you think your organization should adopt to sustain,
training programmes.

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