====== M.B.

A ======================== Solapur University,

Solapur ======

1.1 Introduction to the study :

In the era of globalization and liberalization companies adopt

new techniques for production, new concepts in management , new
ideas and styles to get work done from the employees. To cope up
with these changes and environment employees need training.
Training is an important instrument through which employees
become competent enough to accept new challenges to increase
productivity and to improve the quality of work and product or
services. The implementation of training serves as a transformation
into capable workers and present workers are developed to assume
new responsibilities.
But giving training is not enough in itself. It feedback or impact
should be studied at regular intervals. By studying the training
activities we will come to known where the training programme is
lacking. Which are the areas for further improvement etc.

Training activities should focus on outcomes relating to:

1. The reaction by trainees to the training content and process.
2. The knowledge acquired through the training process.
3. Changes in behavior that results from training
4. Improvements in the individual.
Thus this study aims at determining the various training
activities to the employees and to evaluate the knowledge acquired
through training process, satisfaction level of the employees , so that
the present short coming can be evaluate to make necessary

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====== M.B.A ======================== Solapur University,
Solapur ======

change in the training pattern took provide best possible training to

the employees.
1.2 Advantages of training:-
The contribution of imparting training to company should be
readily apparent. The major values are:
1. Increased Productivity:- An increase in skill necessary
results in an increment in both quality and quantity of
output. However, the increasingly technical nature of
modern jobs demands systematic training to make possible
even minimum levels of accomplishment.
2. Hightened Morale:- Possession of needed skills help to
meet such basic human needs as security and ego
satisfaction. Collaborate personnel and human relations
programmes can make a contribution toward morale, but
they are hollow shell if there is no solid core of meaningful
work down with knowledge, skill and pride.
3. Reduced Supervision:- The trained employee is one who
can perform with limited supervision. Both employee and
supervisor want les supervision but greater independence
is not possible unless the employee is adequately trained.
4. Reduced Accidents:- More accidents are caused by
deficiencies in people than by deficiencies in equipment
and working conditions. Proper training in both job skills
and safety attitudes should contribute toward a reduction in
the accident rate.
5. Increased Organizational Stability:- The ability of an
organization to sustain its effectiveness despite the loss of
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====== M.B.A ======================== Solapur University,
Solapur ======

key personnel, can be developed only though creation of a

reservoir of employees. Flexibility, the ability to adjust to
short run variations in the volume of work requires
personnel with multiple skill to permit their transfer to jobs
where the demand is highest.

1.3 Objectives of the study

1. To know which types of training is given to the employees in PCL.

2. To know the purpose of training program in PCL.
3. To know the methods of training program carried in PCL.
4. To know the satisfaction level of training program in PCL.
5. To know whether counseling is carried out in PCL.
6. To know whether the employees are benefited by training
program in PCL.

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====== M.B.A ======================== Solapur University,
Solapur ======

1.4 Scope and Limitations of the study:-

Scope:-
Human Resource management is most essential in the
organization. It is defined as “art of getting things done through people” but
in order to achieve desired individual and group objective and
effectiveness to have skilled and efficient human resource is essential.
Every organization big or small, productive or non productive
economic or social, old or newly established should provide training to all
employees irrespective of their qualification skill, suitability for the job etc.
This project chiefly aims at the study of various training
facilities provided at precision camshafts ltd.
Limitations-
The limitations of the study undertaken are as follows:
The study was restricted to only programmes conducted during this year
only.
The study was restricted to limited number of respondents.
The scope of the study was limited to employees in the organization.

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====== M.B.A ======================== Solapur University,
Solapur ======

1.5 Research methodology:

The manipulation of things, concepts or symbols for
the purpose of generalizing to extent, correct or verify knowledge ,
whether that knowledge aids in construction of theory or practice of an
art is research.
“All progress is born of inquiry doubts is better than
overconfidence for it leads to enquiry and enquiry leads innovations.”
Research is common parlance refers to the search
for knowledge. It refers to the systematic methods of consisting of
enacting the problem, formulating the hypothesis, collection the factor
data, analyzing the facts and reaching certain conclusion either in form
of solution towards the concerned problem or in certain generalization
for some theoretical formulation.
The purpose of research is to discover answer to
question through the application of scientific procedures. The main aim
of research is to find out truth which is hidden and which has not been
discovered as yet. Thus research is systematized effort to gain new

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====== M.B.A ======================== Solapur University,
Solapur ======

knowledge and careful investigation specially through search for new

facts in any branch of knowledge.
Thus research is an original contribution to the
existing stock of knowledge making for its advancement. It is the pursuit
of truth with the help of study, observation, comparison and experiment.

A: RESEARCH DESIGN:-
A research design is the arrangement of conditions for
collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in procedure.
The present research is regarding the implementation of
various training techniques in Precision camshafts ltd. The study is
made in order to know which training techniques does the company
utilizes and provides to its employees and how they are implemented in
company and whether employees are satisfied or not with the current
training techniques utilized in the company.
For obtaining the information a survey is conducted
through questionnaire method and through interview primary data is
collected. To collect primary data employees are considered as
population and data was collected with in fifty days. The data is
collected from out of the total of 30 only. 15 employees and 15
operating people in the company.
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====== M.B.A ======================== Solapur University,
Solapur ======

B: DETERMINATION OF SAMPLES:

A sample design is definite plan determined before any

data are actually collected for obtaining a sample from a given
population.
To make research and various training techniques
implemented in precision camshafts ltd, a survey is conducted,
employees are considered as population.

C: COLLECTION OF DATA:

In dealing with real problem, it is often found that data at hard

are adequate; it is therefore necessary to collect data that are
appropriate, are two types of data.

1. PRIMARY DATA: For the present research, the required data is

collected in the form of primary data. The primary data is collected
through interview method, for this purpose an interview schedule is
prepared. The questionnaire is filled by the researcher through face to
face by personal interviews. Out of 30, 15 employees are selected from
various department as representing sample. Thus from total population
50% sampling is done on random basis.

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====== M.B.A ======================== Solapur University,
Solapur ======

2. SECONDARY DATA:

Secondary data of precision camshaft ltd. Was collected from

the records and through relevant journal and reports of the company.

1.6 Importance of the study:

Today many organizations have realized the importance
of the training and there by the development of its human resource.
Inspite of the fact that organization are spending enormous amount in
the training, skill there are doubts about the training as a tool to
increase efficiency, motivation and morale.
Present day state of affairs demand that any action
should yield result and therefore whatever training programme are
conducted, their evaluation is equally important. Past experience has
revealed that there is a growing cynicism on the usefulness of any
training programme. But in the light of liberalization, the trend of the
accountability assumes greater significance.
In any organization employees play a key roles and it is their basic
need to grow and develop. It is therefore important to provide scope
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====== M.B.A ======================== Solapur University,
Solapur ======

and opportunity for development and equally important is the fact of

evaluating. Whether the employees have benefited or not and for this
evaluation is very essential. Evaluation of training programme begins
right from the identification of training need to all the phases.
In the light of above objectives of training it is necessary to study
aims at checking attitude towards training, identification of training
needs and its benefit from trainers, trainees and organization’s point of
view.

COMPAN Y PROFILE

In the year, 1990 PR ECIS ION CAMSHAFTS was

established with a capaci ty to manufacture 7200 “semi
machined” camshafts per annum .In the year 1992
PREC ISION CAMS HAFTS PVT. LTD (PCPL) was registered
under Compani es Act-1956. Having its registered office at 51,
Sarvodaya Housing Society, Hotgi road, Solapur-413006 and
works at W-39, M.I.D.C. Akkalk ot road, Solapur-413006 the
company was promoted by Mr. Subhash R. Shah and Mr. Yatin
S. Shah wi th an intenti on to set-up a machi ne shop unit for

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====== M.B.A ======================== Solapur University,
Solapur ======

the manufacture of fully machined camshafts with an installed

capacity of about 1,20,000 numbers per annum.

Mr. Subhash R. Shah started this venture because he

saw an excell ent future in this parti cular component. This was
not a total di versifi cati on for an established busi ness of
automoti ve components, but was an entry into a very
speci aliz ed fi eld where the demand for thi s product far
exceeded and the supply in both domesti c and overs eas
market. Moreov er, there were only two major manufacturers of
thi s item in Indi a obvi ously the “ENTRY BARR IERS” were too
high owing to the CAPITAL COST and TEC HNOLOGY TO
MAN UFACTURE, which are very clos ely, guarded. The
company rapidly expanded its acti vi ti es under the leadership
of Mr. Yatin S. Shah. After conducting a nationwi de market
survey, Mr. Yatin S. Shah set-up an addi ti onal faci li ty
(MAC HINE SHOP) in July 1994, to manufacture 1,20,000 “fully
machined” camshafts per annum and wi thin a short span of
seven months, this plant was certi fied to ISO 9002 from BVQI.

In 1995, wi th the help of MAHINDRA FINANCIAL

SERV ICES whi ch promoted to set up PRECISION SHELL
CAST PVT. LTD. (PSCPL), a foundry dedi cated for
manufacturing “chilled cast i ron camshafts” through the
medi um of shell moldi ng, wi th a capacity to manufacture
3,60,000 camshafts per annum as the existing sourc e was not
able to cope with growing demand, backward integrati on

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====== M.B.A ======================== Solapur University,
Solapur ======

helped them enormously and today undoubtedly this set-up is

the back bone of group of PREC IS ION.

The company having establi shed a fi rm very footi ng in

domesti c mark et by 1997, set in moti on planned to enhance
capacity in PCPL from 1,20,000 to 3,60,000 and that in PSCPL
from 3,60,000 to 4,80,000 per annum and to create a new
faci li ty for manufacturing 7,20,000 tappets per annum. Then
the company began explori ng the export mark et and i dentifi ed
that there was a huge potenti al if quality and pri ce was right.

In the year 1997, the company started to uti liz e almost

100% of i ts capacity in machine shop in order to meet the
growi ng requi rement of its exi sting and prospecti ve
customers . The company further expanded i ts set-up in order
to manufacture and sell 3000 camshafts per month.
Undaunted and continuous efforts of Mr. Yatin S. Shah,
Managing Di rector from 1997 to 1998 paid ri ch divi dends to
the company worth Rs.8 crores after the confirmed orders
from U.S.A. and U.K., whi ch multipli ed, once confi dence about
capability was establi shed.

In order to reap benefits of synergy, i t was deci ded to

merge the PREC IS ION S HELL CAST LTD. (PSCL) into
PREC ISION CAMSHAFTS LTD. (PCL) and to acqui re the
enti re fi xed assets of PREC IS ION CAMSHAFTS (Partnership
Fi rm). In this process, the company invi ted COMMONW EALTH
DEV ELOPMENT CORPORATION U.K. (CDC) to become
partner in company by participating in expansi on plan, who
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====== M.B.A ======================== Solapur University,
Solapur ======

agreed to take a stak e at a high premi um as they recognized

that the fundamentals of the company have been accredi ted
by BVQI. The presti gi ous QA 9000 Certifi cate for all three
uni ts located at E-102\103, M.I.D.C. Akkalk ot Road, Solapur.

In 1998 the company signed a techni cal and financial JV

agreement wi th a leading European manufacturer of
camshafts to set up a faci li ty in Solapur to manufacture
1,80,000 camshafts per annum to be exported solely to major
OE manufacturers lik e GM, BMW, MERC EDES BENZ in
Europe. This JV was named CLANCEY PR ECIS ION
COMPOENTS PVT. LTD. (CPCPL).

In 1999, all uni ts in the Precisi on Group wee merged for

better synergy and were certi fi ed to QS 9000 by BVQI.
Commenced producti on in Joi nt Venture - CLANCEY
PREC ISION COMPONENTS PVT. LTD. (CPCPL) has been
approv ed by GM Europe and has been successfully supplying
60,000 camshafts per month to GM in Europe starting August
2000. In 2001, CPCL certi fi ed to QS 9000 by TUV. PCL group
reached a significant a mi lestone of crossing a supply of more
than 1,00,000 camshafts per month.

Quality Management System :-

PCL has implemented the Quality Management System

as per requi rements of QS 9000. The Quality System has
been certifi ed by BVQI as per certifi cate number 58844-dated
29/07/1999. PCL adopts Advanced Quali ty Planning Process

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====== M.B.A ======================== Solapur University,
Solapur ======

(AQPP) as requi red in QS 9000 System for new product

development.

Aims & Objectives of the company :

To achi eve total Satisfacti on of customers (Internal as

well as External) by supplying the produc ts meeting thei r
stated and impli ed needs, such as quality, timely deli very,
qui ck response to thei r communi cation

To achi eve employee satisfacti on by provi ding healthy

and transparent work ing envi ronment.

To provi de trai ning to all employees for improvi ng their

skills, knowledge and personali ty.

To mai ntain highest level of house k eepi ng by adopting

5-S Principle.

To stri ve for continual improv ement in our manufacturing

operati on.

To achi eve economi c manufacturi ng, by focusi ng on

defect preventi on, reducti on in variati on and mini mizing
waste.

Goals, Target & Mission Statement:

Goals and Target :-

The PRECIS ION group, whi ch compri ses of PR ECIS ION

CAMSHAFTS LTD (PCL) and CLANC EY PRECISION
COMPONENTS PVT LTD (CPCL) has emerged as a Global

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====== M.B.A ======================== Solapur University,
Solapur ======

Player and intends to rank amongst the Top Fi ve Camshafts

manufacturing in the World by 2008.

In this endeavor PCL ai ms at –

Volumes of 2,00,000 Camshafts per month to the

domesti c and
overseas mark et.

An 85% share in domesti c market of Tractors, MUV, LCV,

and automoti ve segments.

65% sales from exports.

Mi ssi on Statement :-

To maximum shareholders returns.

To achi eve total customer sati sfacti on, just not in quality,
but consi stent deli very and competi ti ve pri cing.

To create a sustainable supply base for its purchases

that will help us to achi eve our goals and objecti ves of growth.

To create a moti vated work force that will dri ve the

ambition of the company bei ng global player.

Client base of Precision group

• Domestic Customers :

1. Tata Engineeri ng & Locomoti ve Company Ltd.

2. Tata Indi ca Ltd.

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====== M.B.A ======================== Solapur University,
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3. Esc orts Ltd:-Tractor and Farmtrac di vi si on

4. Si mpson and Co Ltd.

5. Mahindra and Mahindra Ltd: - Tractor and

Automotive Sector

6. Ei cher Motors Ltd.

7. Bi rla Yamaha Ltd.

8. Hyundai Motors Indi a Ltd.

9. FIAT India

10.Ford New Holland

11.Ford Tractors.

12.Ki rlosk ar Oi l Engines Ltd.

13.Diesel Locomoti ve Work s

14.Swaraj Maz da Ltd.

15.Rock et Engineering Ltd.

16.Kerala Agro Machinery Company Ltd.

17.Bajaj Tempo Ltd.

18.Bajaj Auto Ltd.

19.Hi ndustan Motors Ltd: - Isuz u and Lancer.

20.Maruti Udy og Ltd.

21.Hero Briggs and Stratton

22.Telco Ltd- Sumo/Safari/ Tata Mobile/Si erra

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• Overseas Customers:

1. Moti ve Components Ltd. UK

2. Arrow Speciality Company Inc. USA

3. Lombardi ni S.P.A. Italy

4. G. Glancy Ltd. UK

5. Perkins Engi nes Co. Ltd. UK

6. Li ster Petter Ltd. UK

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Solapur ======

Product Range:

PREC ISION CAMS HAFTS PVT. LTD. is the largest

manufacturer of camshafts in Indi a. The Product Range
includes-

Camshaft Casting - Chilled Cast Iron.

Fully Fini shed Camshafts - From Chilled Casti ng,

Forging or Steel Bar Stock .

Tappets- Chilled Casti ng, Cold Forging.

The products are mainly used in internal combusti on

engines of leadi ng Automobi le Stati onary and Locomoti ve
manufacturers.

The company has ability to produce camshafts ranging

from 100mm-1800mm in length, having a throw up to 25mm,
from chi lled cast iron, forging, or roller steel bar.

The capaci ty of the Foundry di visi on is 6,00,000

camshafts casting per annum and that of Machine Shop
di visi on is 4,80,000 camshafts per annum. The tappet di visi on
can produce 9,60,000 tappets per annum.

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Solapur ======

Sr. Product Min – Max Applicati on

No. Type Length
Bi -wheelers, Portable
1 1 Cyli nder 70 – 200 mm
Generator Sets
Stati onary Engi nes,
2 2 Cyli nder 100 – 300 mm
Tractors
Stati onary Engi nes, Multi
3 3 Cyli nder 200 – 500 mm Uti lity Vehicles ,
Tractors, Passenger Car
Engines
Stati onary Engi nes, Multi
Uti lity Vehicles, Tractors,
4 4 Cyli nder 300 – 800 mm Passenger Car Engines,
Light and Medi um Duty
Commercial Truck
400 to 1200 Engines
mm Stati onary Engi nes ,
(The combi ned Locomoti ve Engines ,
5 6 Cyli nder
length of Heavy Duty Truck
assembled Engines
camshafts
could be as

MILESTONES

1990 Established Precision Camshafts with a capacity to

manufacture 7200 "semi machined" camshafts per
annum

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Solapur ======

1994 Established Precision Camshafts Private Limited

(PCPL) with a capacity to manufacture 120,000 "fully
machined" camshafts per annum.
1995 PCPL certified to ISO 9002 by BVQI. Established
Precision Shell Cast Private Limited (PSCPL) - a
foundry dedicated for manufacturing "chilled cast iron
camshafts" through the medium of shell moulding, with
a capacity to manufacture 360,000 camshafts per
annum.
1996 Enhanced capacity in the machine shop from 120,000
to 360,000 and that in the foundry from 360,000 to
480,000 per annum and created a new facility for
manufacturing 720,000 tappets per annum.
1997 Commonwealth Development Corporation, UK (CDC)
joined hands to participate in our expansion plan.
1998 Completed all expansion activities successfully and
captured 80 % share of business in domestic market.
1999 Signed a technical and financial JV agreement with a
leading European manufacturer of camshafts to set up a
facility in Solapur to manufacture 1,800,000 camshafts
per annum to be exported solely to major OE
manufacturers in Europe. This JV was named Clancey
Precision Components Private Limited (CPCPL). All
units in the Precision Group were merged for better
synergy and were certified to QS 9000 by BVQI.
2000 Commenced production in Joint Venture - Clancey
Precision Components Private Limited has been
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Solapur ======

approved by GM Europe and has been successfully

supplying 60,000 camshafts per month to GM in Europe
starting August 2000.
2001 CPCPL certified to QS 9000 by TUV. PCL group
reached a significant milestone of crossing a supply of
more than 100,000 camshafts per month.

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Solapur ======

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Solapur ======

THEORETICAL BACKGROUND

What is Training?
Training is the corner stone of sound management. For i t
mak es employees more effective and producti ve. It is
acti vely and intimately connected with all the personnel
and managerial acti vi ti es.
Training i s a practical and vi tal necessi ty because, apart
from the other advantages, i t enables employees to
dev elop and ri se wi thin the organizati on and increase
thei r “mark et value”, earning power and job securi ty. It
enables management to resolve sources of fi cti on ari si ng
from parochi ali sm, to bring home to the employees the
fact that the management is not di visi ble. It moulds the
employees’ atti tude and helps them to achi eve better
cooperation wi th the company and a greater loyalty to i t.
The management i s benefi ted in the sense that higher
standards of quali ty are achi eves, a satisfactory
organizati onal structure is bui lt up, authori ty can be
del egated, and sti mulus for progress appli ed to
employees.

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Definitions of Training:
Defini ti on gi ven is the department of Employment
Glossary of Traini ng Terms (1981):
“A systemati c development of the attitude / knowledge /
skills / behavi or pattern requi red by an indi vi dual to
perform adequately a gi ven task or job”
Defini ti on gi ven by Hi nri chs:
“Any organiz ati onally ini tiated procedures wi th are
intended to foster learning among organiz ati onal
members in a di recti on contri buting to organizati onal
effecti veness.”

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Training Methods:-
Because of research in the field of traini ng, a number of
programmes are avai lable. Some of these are new
methods, whi le others are improvements over the
tradi ti onal methods. The training programmes commonly
used to train operati ve and supervi sory personnel are
di scussed below. These programmes are classifi ed into
on-the-job and off-the-job trai ning programmes as shown
bel ow:

Training Methods

On-the-job Methods Off-the-job Methods

Job Rotation Vestibule Training

Coaching Role Playing

Job Instruction Lecture Methods

Committee Assignments Conference or Discussion

Programmed Instruction

(a) On-the-Job Training Methods:

This type of trai ning, also known as job instructi on
trai ning, i s the most commonly used method. Under thi s
method, the indi vi dual is placed on a regular job and
taught the ski lls necessary to perform that job. The

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trai nee learns under the supervi si on and gui dance of a

qualified work er or instructor. On-the-job traini ng has the
advantage of gi ving fi rst hand knowledge and experi ence
under the actual work ing condi ti ons. While the trainee
learns how to perform a job, he is also a regular work er
renderi ng the servi ces for which he i s pai d. The problem
of transfer of trainee is also minimiz ed as the person
learns on-the-job. The emphasis is placed on renderi ng
servi ces in the most effecti ve manner rather than
learning how to perform the job. On-the-job training
methods are as follows:

Job Rotati on:

This type of training involves the movement of the
trai nee from one job to another. The trai nee rec ei ves job
knowledge and gains experi ence from hi s supervisor or
trai ner in each of the different job assignments. Though
thi s method of training i s common in training managers
for general management posi ti ons, trainees can also be
rotated from job to job in work shop jobs . Thi s method
gi ves an opportuni ty to the trainee to understand the
problems of employ ees on other jobs and respect them.

Coaching :
The trainee is placed under a particular supervi sor who
functi ons as a coach in training the indivi dual. The
supervi sor provi des feedback to the trainee on hi s
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Solapur ======

performance and offers hi m some suggesti ons for

improvement. Often the trainee shares some of the
duti es and responsi bi li ti es of the coach and reli eves him
of his burden. A limi tation of thi s method of traini ng i s
that the trainee may not have the freedom or opportuni ty
to express hi s own ideas.

Job Instruc ti on:

This method is also known as training through step by
step. Under thi s method, trainer explains the trainee the
way of doing the job, job knowledge, and skills and
allows him to do the job. The trainer apprai ses the
performance of the trainee, provi des feedback
informati on, and corrects the trainee.

Committee Assignments:
Under the committee assignment, group of trainees are
gi ven and ask ed to solve an actual organiz ati onal
problem. The trainees solve the problem joi ntly. It
dev elops teamwork .

Off-the-Job Methods :
Under thi s method of trai ning, trainee i s separated from
the job si tuati on and his attenti on is focus ed upon
learning the materi al related to his future job
performance. Since the trainee is not di stracted by job
requi rements, he can place his entire concentration on
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Solapur ======

learning the job rather than spending his time in

performing it. There i s an opportuni ty for freedom of
expressi on for the trainees. Off-the-job training methods
are as follows:
Vestibul e Trai ning:
In this method, actual work condi ti ons are simulated in a
classroom. Material, files, and equi pment thos e are used
in actual job performance are also used in training. This
type of training is commonly us ed for trai ning personnel
for clerical and semi -ski lled jobs. The durati on of this
trai ning ranges from days to a few week s. Theory can be
related to practice in this method.

Role-playing:
It is defined as a method of human interacti on that
involves reali sti c behaviour in imaginary si tuati ons. Thi s
method of training involves action, doing, and practice.
The parti cipants play the role of certai n characters, such
as the producti on manager, mechanical engi neer,
superi ntendents, maintenance engi neers, quality control
inspectors, supervi sor, work ers, and the lik e. Thi s
method is mostly used for developing interpersonal
interacti ons and relati ons.
Lecture Method:
The lecture is a tradi tional and di rect method of
instructi on. The instructor organiz es the material and
gi ves i t to a group of trainees in the form of a talk . To be
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effecti ve, the lecturer must motivate and create interest

among the trainees. An advantage of lecture method i s
that it i s di rect and can be used for a large group of
trai nees. Thus, costs and time involved are reduced. The
major li mitati on of the lecture method i s that i t does not
provi de for transfer of training effecti vely.
Conference or Di scussi on:
It is a method used for training the cleri cal, professi onal,
and supervi sory personnel. This method involves a group
of people who pose ideas, examine, and share facts,
i deas and data, test assumpti ons, and draw conclusi ons,
all of which contri bute to the improvement of job
performance. Di scussi on has the di sti nct advantage over
the lecture method in that the di scussi on involves two-
way communicati on and hence feedback i s provi ded. The
participants feel free to speak in small groups. The
success of thi s method depends on the leadershi p
qualities of the pers on who leads the group.

Programmed Instructi on:

In recent years, thi s method has bec ome popular. The
subj ect matter to be learned is presented in a seri es of
carefully planned sequenti al units. These units are
arranged from si mple to more complex levels of
instructi on. The trainee goes through these units by
answeri ng questi ons or fi lli ng the blanks. Thi s method is
expensive and ti me consuming.
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PRINCIPLES OF TRAINING:-

Providing training in the knowledge of different skills is a

complex process. A number of principles have been evolved which
can be followed as guidelines by the trainees. Some of them are as
follows:-

1. Motivation:- As the effectiveness of an employee

depends on how well he is motivated by management,
the effectiveness of learning also depends on
motivation. In other words, the trainee will acquire a new
skill or knowledge thoroughly and quickly if he or she is
highly motivated. Thus, the training must be related to
the desires of the trainee such as more wages or better
job, recognition, status, promotion etc. The trainer
should find out the proper ways to motivate experienced
employees who are already enjoying better facilities in
case of re-training.

2. Progress Information:- It has been found by various

research studies that there is a relation between
learning rapidly and effectively and providing right
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information specifically, and such the trainer should not

give excessive information or information that can be
misinterpreted. The trainee also wants to learn a new
skill without much difficulty and without handling too
much or receiving excessive information of wrong type
of progressive information. So, the trainer has to provide
only the required amount of progressive information
specifically to the trainee.

3. Reinforcement:- The effectiveness of the trainee in

learning new skills or acquiring new knowledge should
be reinforced b means of rewards and punishments.
Examples of positive reinforcement are promotions, rise
in pay, praise, etc. Punishments are also called negative
reinforcements. Management should take care to award
the successful trainees. The management can punish
the trainees whose behabiour is undesirable. But the
consequences of such punishments have their long run
ill effect on the trainer as well as on the management.
Hence, the management should take much care in case
of negative reinforcement.

4. Practice:- A trainee should actively participates in the

training programmes in order to make the learning
programme an effective one. Continuous and long
practice is highly essential for effective learning. Jobs
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are broken down in to elements from which the

fundamental physical, sensory and mental skills are
extracted. Training exercise should be provided for each
skill.

5. Full Vs. Part:- It is not clear whether it is best to teach

the complete job at a stretch or dividing the job into
parts an teaching each part at a time. If the job is
complex and requires a little too long to learn, it is better
to teach part of the job separately and then put the parts
together into an effective complete job. Generally the
training process should start from the known and
proceed to the unknown and from the easy to the
difficult when parts are taught. However, the trainer has
to teach the trainees based on his judgment on their
motivation and convenience.

6. Individual Differences:- Individual training is costly, and

group training is economically viable and advantageous
to the organization. But individuals vary in intelligence
and aptitude from person to person. So the trainer has
to adjust the training programme to the individual
abilities and aptitude. In addition, individual teaching
machines and adjustments of differences should be
provided.

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DATA AN A LY S IS A ND IN TE RP RE TAT ION

1) Tabl e sh ow i n g typ e of tr ai n i ng gi ve n to th e
e m p l oye e s i n P CL

N o. of
M e th ods %
R es p onde nt s
Job B ase d 21 70

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S kil l B ased 9 30

Tot al 30 100

Types Of Training Programme

80%

60% 70%

40%
30%
20%

0%
Job Based Skill Based

Int e r pr e ta t i on:
Th e ab ove tab l e sh ow th at7 0 % of th e r e sp on de n ts sai d
th at th e y ge t S ki l l B ase d tr ai n i ng t o d eve l op b eh avi ou r al
a sp e cts an d tr ai n i ng f or f u tu r e r eq u i r em en ts. Whi l e 30 % of
th e r e sp on de n ts s aid th at th e y ge t Job B ase d tr ai n i n g s o as
t o de ve l op ski l l s ne c e ssar y t o pe r f orm the j ob .

2) Tabl e sh ow i n g p u rp ose of tr ai n i ng pr og r am in P CL .

N o. of
P ur pos e of %
Re s pond e nt s
Tr a i ni ng
P e r f orm an ce
24 80
A p p r ai sal

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A u t om a ti on 3 10
Te ch n ol og i cal
3 10
ad v an cem en t
Total 30 100

Reasons For Training

80%
80%
60%

40%

20%
10% 10%
0%
Performance Technological Automation
Appraisal Advancement

Int e r pr e t a ti on:
Th e ab o ve tab l e sh ow th at 80 % of the r e sp on d en ts sai d
th at th e y ge t tr ai n i ng af te r p e rf or m an ce ap p r ai s al be cau s e
th e tr ai n e r com e to kn ow th a t th e r e i s g as b e twe e n r e qu i r e d
ski ll an d a ctu al ski l l of th e em pl oye e . Whi l e 10 % of the
r e sp on d en t sai d th at the y get tr ai n i n g if th e r e is an y
te ch n ol ogi c al ad van ce m e n t an d 1 0 % of th e re sp on d e n t sai d
th at th e y ge t tr ai ni n g i f the r e i s an y au tom a ti on in th e
o r g an i za ti on .

3) Tab l e sh ow i n g m e th od s of tr ai n i n g car r i e d ou t i n P C L .

N o. of
M e t h od s %
Re s pond e nt s
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==== On th e Job 21 70

Off the Jo b 9 30

Total 30 100
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Methods Of Training

80%
70%
60%
40%
30%
20%
0%
On the job Off the job

Int e r pr e t a ti on:
Th e ab o ve tab l e sh ow th at 70 % of the r e sp on d en ts sai d
th at th e y ge t on th e j ob tr ai n i ng so as to im p r ove th e ski l l s
n e ce ssar y t o p e rf or m th e j ob . Wh i l e 30 % of th e r e sp on de n ts
s aid th at th e y ge t off the j ob tr ai n in g to con ce n tr a te on
l e ar n i ng th e j ob r ath e r th an p e rf or m i n g th e j ob .

4) Tabl e sh ow i n g l e ve l of sati sf acti on of tr ai n i n g

p r og r am m e i n P C L .

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Le ve l of N o. of
%
S a ti s fa c t i on R es p onde nt s
Hi g hl y
23 75
sati sf ie d
S ati sf ie d 7 25

N ot sati sf i ed 0 0

Tot al 30 10 0

Level of satisfaction

80%
70% 75%
60%
50%
40% 25%
30%
20%
0%
10%
0%
Highly Satisfied Not satisfied
satisfied

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Int e r pr e t a ti on:
Th e ab o ve tab l e sh ow th at 75 % of the r e sp on d en ts sai d
th at th e y ar e hi g hl y sati sf ie d b e cau se th e y we r e ab l e t o
o ve r com e the i r m ist ake . A n d 2 5 % of th e r e sp on d en ts sai d
th at th e y ar e sati sf ie d an d th e y d on ’ t fi nd an y ch an g e i n th e i r
w or ki n g b eh avi ou r.

5) Tabl e sh ow i n g w he th e r c ou n se l i ng i s car r i e d ou t o r n ot

N o. of
C ouns e li ng %
Re s pond e nt s
Ye s 30 100

No 0 0

Total 30 100

Counseling

100%
100%
80%
60%
40% 0%
20%
0%
Yes No

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Int e r pr e t a ti on:
Th e ab ove tab l e sh ow th at 1 00 % cou n sel i ng is car r i e d
ou t i n P C L, a s the y ge t fe ed b ack f or the i r p e rf orm an ce . A S
c ou n se l in g se e ks t o im pr ove em pl oye e s m e n tal h e al th .

6) Tabl e sh ow i n g r e sp on d en ts’ op i n i on ab ou t tr ai n in g .

B e ne fi t e d N o. of
%
by Tr a i ni ng Re s pond e nt s
Ye s 24 75
No 6 25
Total 30 100

Benifited by Training

80%
75%
60%
40%
20% 25%

0%
YES NO

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Int e r pr e t a ti on:
Th e ab ove tab l e sh ow s th at 7 5 % of th e r e sp on d en ts
s aid th at th e y ar e b en e fi te d b y th e tr ai ni n g pr og r am b e cau s e
th e r e w as be t te r im p r ove m e n t in the i r w or k ski l l an d
p r od u cti vi ty. w hi l e 2 5 % of r e sp on de n ts we r e n o t be ne f i ted by
tr ai n in g b e cau se th e y fe el th at th e re w as n ot m uc h
i m p r ove m e n t i n th e i r ski ll s an d b eh avi ou r as th e y we r e
u n ab l e to u n de r st an d i n cle ar te r m s so i t d id n ot ad d
d iffe r en ce in th e i r b eh avi ou r n or in th e i r w or k styl e .
7 ) Tabl e sh ow i n g th e typ e s of be n ef i t fr om tr ai n i n g .

No. Of
Types Of Benefits %
Respondents
Increase knowledge 15 47
Increase produc ti vi ty 13 39
Increase in Incentives 2 14

Total 30 100

Types of Benefits

60%

40% 47%
39%
20%
14%
0%
Increase Increase Increase in
Knowledge Productivity Incentives

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Int e r pr e t a t i on:
Th e ab ove tab l e sh ow s 47 % r e sp on d en t sai d th at th e y
a r e b en e fi te d b y tr ai n in g i n te r m s of in cr e ase i n kn ow l ed g e
w hi ch h el p to im p l em en t th e le ar n ed ski ll . Wh i l e 39 % of th e
r e sp on d en t sai d th at the y a r e be n ef i ted b y tr ai n i ng i n te rm s
of in cr e ase in pr od u cti vi ty w hi ch r e sul ts i n an in cr e m e n t i n
b o th qu al i ty an d q u an ti ty. An d r em ai n in g 14 % r e sp on de n t
b en e fi te d b y tr ai n in g in te r m s of i n ce n ti ve s wh i ch he lp s m or e
of j ob i n vol vem en t.

8) Tabl e sh ow i n g w hi ch typ e of tr ai n i n g i s m or e be n ef i ci al .

Types of No. Of
%
Training Respondents
On the Job 18 60

Off the Job 12 40

Total 30 100

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Types of Training

60%
20%
12%
15%
10%
5%
0%
On the Job Off the Job

Int e r pr e t a t i on: -
Th e ab o ve tab l e sh ow s 60 % of the r e sp on d en t sai d th at
th e y a r e b en e fi te d b y on th e j ob tr ai n i n g wh i ch h el p t o
i m p r ove th e skil l s ne ce ssar y to pe r f orm th e j ob . Wh il e 40 %
of th e r e sp on de n t sai d th at th e y ar e b en e fi te d by off th e j ob
tr ai n in g w h i ch he l p to c on cen tr ate on le ar n i n g ski ll s.

F IND IN G S: -

1. It w as f ou nd th at ove r al l tr ai n i n g con sti tu te s 7 0 % of j ob

b ase d tr ai n i ng . Wh il e ski l l b ase d tr ai ni n g cou n ts t o 30 %
w hi ch i s on l y con ce n tr a te on be h avi ou r al a sp e ct n ot
p e rf or m in g th e j ob .

2 . It can b e in te r p r e te d th a t tr ai n i ng pr og r am s ar e car r i e d
ou t af te r pe r f or m an ce ap p r ai sal (8 0 %) . It is cl e ar l y

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i nd i ca te s th at th e m ain pu r p ose of tr ai ni n g i s p e rf or m an c e
ap p r ai sal .

3 . It w as ob se r ve d th at on th e j ob tr ai n in g m e th od i s m ostl y
p r off e r ed i n PC L (7 0 %) . Whi l e 30 % of tr ai n i ng i s off th e
j ob tr ai n i ng .

4. Wh i le stu d yi n g th e sa ti sf acti on l eve l of em p l oye e , i t w as

ob se r ve d th at 75 % of em p l oye e s ar e h ig h l y sati sf ie d an d
2 5 % e m p l oye e s ar e sa ti sf i ed w i th tr ai n i ng p r og r am m e
b e cau se th e y d on ’ t f in d ou t an y ch an ge s i n the i r w or ki n g
b eh avi ou r an d sk i ll .

5 . It w as f ou nd th at al l e m p l oye e s ar e aw ar e ab ou t th e
c ou n se l in g .

6. It w as f ou nd th at 7 5 % of th e em pl oye e s ar e be n ef i ted by
tr ai n in g p r og r am m e . wh i le 2 5 % of em pl oye e s a r e n ot
b en e fi te d b e cau se th e y we r e u n ab le to u nd e r st an d in
cl e ar te r m s. S o i t d id n ot ad d di ffe r e n ce i n the i r b eh avi ou r
n or i n th e i r w or k style .

7. It w as ob se r ve d th at th e em pl oye e s w e re b en e fi te d b y
tr ai n in g in te r m s of i n cre ase kn ow le d ge , in cr e ase
p r od u cti vi ty an d i n cre ase i n i n ce n ti ve s.

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8. It w as ob se r ve d th a t 6 0 % of e m p l oye e s p e r ce i ve on th e
j ob tr ai n i ng . Wh i le 40 % of the em pl oye e s pe r ce i ve off th e
j ob tr ai n i ng

S UG G E S TION S : -

1. As PC L is a m anu f actu r i n g f ir m so the te chn i cal

c ap ab i li ti e s of w or ke r ar e cr u ci al . S o i t i s su g ge ste d th at
o r g an i za ti on sh ou ld con ce n tr ate m or e on j ob b ase d
tr ai n in g s o a s to de ve l op ski l l n e ce ss ar y t o pe r f orm th e

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j ob w hi ch wi l l he lp t o i n cre ase th e p r od u cti vi ty of an

o r g an i za ti on .

2 . Th e com p an y sh ou ld i ssue d tr ai n i n g ce r ti fi c ate s t o e ac h

e m p l oye e af te r tr ai n i ng w hi ch wi l l ad d m or e of val u e . Thi s
w il l en c ou r ag e em pl oye e s t o u nd e r ta ke m or e tr ai ni n g
p r og r am m e s.

3 . 2 0 % of th e e m p l oye e s ar e n ot b en e fi te d s o t o m ake th e
tr ai n in g m ore e ffe cti ve it is su gg e ste d th at th e
o r g an i za ti on sh ou l d use tr ai n i n g t ool s li ke OHP, LC D
p r oj e ct or s e tc. w h i ch w il l he l p t o i n cr e ase th e le vel of
u nd e r st an di n g an d al so j ob in vol ve m e n t.

4 . It i s su gg e ste d t o h ave a c om bi n a ti on of b o th tr ai ni n g
p r og r am m e s f or em p l oye e s, as 60 % of em pl oye e fi nd on
th e j ob tr ai n i n g b e ne fi ci al w h il e as 4 0 % li ke off th e j ob
tr ai n in g . S o a com b i n ati on w i ll ke e p th e e n th u si asm le vel
h ig h am ong em pl oye e s tow ar d s tr ai ni n g .

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====