1

CHAPTER I
INTRODUCTION
1.1 INTRODUCTION
Skilful employees are the lifeblood of the organization. Human resource management
is defined as the people who staff and manage organization. It comprises of the
functions and principles that are applied to re-training, training, developing, and
compensating the employees in the organization. It is also applicable to non-business
organizations, such as education, healthcare, etc. Human resources management is
defined as the activities, programs, and functions that are designed to maximize both
organizational as well as employee effectiveness. The vast division in HRM include
recruitment, payroll, performance management, training and development, retention,
industrial relation, etc. out of all these divisions one such important division is
training in particular.
Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job. Training also helps a
person cultivate appropriate and desired behaviour and attitude towards the work and
people. Unless training is provided, the jobs and lives of employees in organization
are at stake. It gives people an awareness of the rules and procedure to guide their
behaviour and attitude towards the work and people. Unless training is provided, the
jobs and lives of employees in organization are at stake. It gives people an awareness
of rules and procedure to guide their behaviour. It is an application of knowledge to
improve the performance on the current job or to prepare one for an intended job.
Organization and individual for their survival and attainment of mutual goals should
develop and progress simultaneously; this can be done mainly through training
technique because training is the most important technique and it is a value addition to
the organization through Human Resource Development for the development of the
employee. The employee who is been selected, placed and introduced in an
organization should be provided with training.
2

As, Lamina Suspension Product Limited is a manufacturing concern and the major
concentration is given to productivity but in this project an attempt is made to
evaluate various training program and employee response towards those program.
Simultaneously an attempt was made to assess the effectiveness of the employees
before and after training is conducted.

1.2 SIGNIFICANCE OF THE STUDY
Training benefits both the employees and employers. It makes the employee more
productive and more useful to an organization.
1. Training enables the employee to develop and rise within the organisation.
2. Training makes the employee more loyal to an organisation.
3. Training makes an employee to work more efficiently.
4. Training enables to secure promotions easily.
5. Training reduces wastage as the employees use the tools properly.

1.3 SCOPE OF THE STUDY
This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the
Training process. Apart from that it would provide me a great deal of exposure to
interact with the high profile employees of the company.

1.4 OBJECTIVES OF THE STUDY
1. To know the effectiveness of the training programmes conducted but the
company.
2. To know the work culture of the organisation before and after training
programmes are conducted.
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3. To study the employees opinion on training programme held in Lamina
Suspension Product Limited
4. To know whether the employees are satisfied by training programmes that is held
in the organisation.
5. To suggest or recommend suitable changes regard training programme in the
organisation.

1.5 RESEARCH METHODOLOGY
1.5.1 Research design
Data collected for the study has been divided into two parts:
1.5.1.1 Primary data
This data will be mainly gathered through questionnaire being distributed by
interacting with officials of different level.
1.5.1.2 Secondary data
This data is collected through various secondary sources like previous project reports
from the collage library and internet, journals, text books and home website of the
company.
1.5.2 Sample design
a) Sample units: The study is directed only towards the employees of the
organisation.
b) Sample size: The sample size taken is fifty for the study.

1.5 LIMITATION OF THE STUDY
2. The duration of the study is accordance with the course curriculum; hence the
study has the element of time constraints.
3. The few employees were reluctant on their part their views regarding training
policies and programmes and hindrance in getting the right information.
4

4. As a matter of general policies of the organisation certain information was not
accessible as it was termed confidential.
5. The study gets restricted to the branch of Mangalore hence there is no much
exposure due to boundary limits

1.6 SCHEME OF THE STUDY
The entire study is been divided into six chapters
Chapter one includes detailed information of the project which includes introduction
to the project, significance, scope, objective, research methodology, limitations.

Chapter two includes certain research articles on training by various authors who have
gone in depth to know the concept and to bring out various different views about
training.

Chapter three includes an elaborate study on the companys history, working, and
training programmes it conducts. And to know the strengths and weakness of
LAMINA SUSPENSION PRODUCT LIMITED

Chapter four includes introduction to training, need, objectives, types, various
methods, etc. are elaborated.

Chapter five presents the analysis and interpretation of the response of the employees
obtained from the survey by questionnaire in form of table, graphs and charts. This
chapter provides the core as it interprets the analysis.

Chapter six deals with the findings from the data analysis and suggestion given on the
basis of the interpretations and conclusion for the study on training and programme in
Lamina Suspension Product Limited
5

CHAPTER II
REVIEW OF LITERATURE
REVIEW 1: A Review of Factors Affecting Training Effectiveness:
The aim of this study is to examine the factors training effectiveness and its
implications. To study has been done on different aspects of training effectiveness
like motivation, attitude emotional intelligence, support from management and peers,
training style and environment, open-mindedness of trainer, job related factors, self-
efficiency and basic ability etc. the paper also reveals models of training effectiveness
measurement as well as the implication of a training programme.
By- Dr B K Punja and Saurabh Kant
International Journal of Advanced Research in Management and Social
Sciences

REVIEW 2: Article on Evaluating a Training and Development
Programme
In this article we come to know importance of evaluating a training development
programme can provide the management with more information on the extent to work
learning has created the gap between actual output and regulated output.
Globalisation, liberalisation and modernisation are the buzz words in todays business
world. The development of human resources is putting new challenges in todays
business world. Therefore it is receiving a great deal of emphasis for the following:
Rapid technological development
Change of management
Style of functioning
Performance of manpower
6

The class-room learning is more or less theoretical in nature. The theory is integrated
into practical study the study remains static or incomplete. Usually organisation
evaluate the training and development based on quantity i.e.; the number of training
programme conducted, number of employees attended; but to evaluate training
development programme quality factor should also be considered. Both quantity and
quality needs are essential to evaluate the training development program. But the
organisation only consider quantity needs just to fill the records that various functions
are been followed among which training development programme is also included.
Thus there is a gap between actual training development programme and the standard
level. As the organisation is neglecting the quality need, there exists a wide gap in the
training development programme which leads to decrease in effectiveness of training
development program. It is taken in consideration that organisation are taking
development programme as function to be performed rather than an essential need.
Nowadays, training is an investment because the department such as marketing and
sales, human resource, production, finance etc., depends on training for its survival.
The organisation should not only implement training development programme but
evaluate them regularly in order to improve training development programme so that
help the employees to enhance their knowledge and skill.
By ItishreeMohanty, HRM Review #12m-2009-02-11-01

REVIEW 3: Effectiveness of training program.
The effectiveness of the senior officials in the public sector has been
disproportionately related with the task instead of the public related skills. A study of
seventy four managers within the Indian Railways, over three years have revealed that
managers, in order to become effective, not only require task and people skills but
also self-development knowledge and skills. Moreover, the categories of managerial
skill which form a hierarchy which suggest that more senior position the manager
occupy, the greater the need of people and self-development. This study explores the
7

implification for senior management training and development in public sector
briefly.
FarhadAnaloui (1995)

REVIEW 4: Benefits of Training program
This article provides a review of the training and development literature since the year
2000. We review the literature focusing on the benefits of training and development
for individuals and team, organisations, and society. We adopt a multidisciplinary,
multilevel, and global perspective to demonstrate that training and development
activities in work organisation can produce important benefits for each of these
stakeholders. We also review the literature on needs assessment and pertaining states,
training design and delivery, training evaluation, and transfer of training development
are maximized. Finally, we identify research gaps and offer directions offer future
research.
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CHAPTER III
PROFILE OF THE COMPANY
3.1 COMPANY PROFILE
LAMINA SUSPENSION PRODUCT LTD is one of the leaf spring manufacturing in
Mangalore. It has a market spread throughout India and in a few other countries.
Being a concrete pillar in the industry Lamina took its birth in the year 1976 as
Lamina Suspension Products Ltd.




3.2 HISTORY OF THE COMPANY
Lamina Suspension Product Ltd is recognised as a small scale industrial unit for the
manufacturing and sale of automobile leaf springs for the domestic market and
parabolic spring for the international market.
Lamina Suspension Product was set up under the techno-cart scheme as a private
limited co by the three promoter director Sri N.V Hegde, Sri T.R Shenoy and Sri Guru
9

Prasad Adyanthaya in the year 1976 it was set up as a small scale industrial unit for
manufacturing and scale of automobile leaf spring. The unit is located in Baikampady
industrial area, Mangalore, has 6.5 acres plot. The total built up area of the different
buildings located in this campus is nearly 200000 sq.ft.

3.3 MISSION OF THE COMPANY
3.3.1 Quality policy of Lamina:
The quality of Lamina Suspension Products Ltd is to ensure that its products
meet customer expectation on product quality
The quality is achieved by adopting and maintaining the quality management.
3.3.2 Quality assurance:
The unit is having fully equipped laboratory and quality control section to
ensure strict adherence to the quality standards at the different stages of manufacture.
Right from the beginning the company has won many awards which include:
1. National Award for quality in 1987 from the government of India.
2. International Gold Star for quality from BIDS, USA Award.

10

3. Award certified under ISO9002 in December 1995 by KEMA, the registered
quality certification authority of Netherland. This certificate is based on the
quality assurance in production and installation followed by the company
management and it is of immense help for the promotion of its exports.


11


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3.4 FINANCE
This unit was financed under self-employment scheme initially by Vijaya Bank on
liberal terms taking into consideration the feasibility of the project and the
competence of promoters. The company started production in the year 1977 with an
initial capacity of 2000tons per annum. The capacity were gradually increased and at
present the unit having a capacity of 12000tons per annum.

3.5 MARKETING
The success of the unit is also due to the effective marketing network of the company
comprising of its own depots located at Madurai, Madras, Vijayawada, Calicut, Goa,
Solapur, Indore, Cuttack, Ahmedabad and Hubli. Other channels of distribution are
through the distributors, commission agents, own sales representatives and the direct
dealers catered by the company and /or by the distributors.
The company also embarked upon exporting its products in the year 1989 and since
then has been able to register reasonable progress and today are exporting its springs
to USA, UK, Italy, Taiwan, South Korea, France, Saudi Arabia, Singapore, Belgium,
Germany, Australia, Finland, Greece, UAE & other neighbouring countries.

3.6 PRODUCT PROFILE
The spring are classified into two categories:
1. Conventional
2. Parabolic
Conventional: Conventional springs are old method of using for suspension system. In
this technique, there are about 15 plates, which joined together upward and will be
made as a set of spring system.
Parabolic: It is new model of suspension system which is mainly used for heavy
vehicles. It is more famous in export marketing in the technique, a single material of
13

different width and thickness is used for suspension system. So instead of many flats
single will work as suspension system.

3.7 PRODUCT LINE
The company produces following types of springs for:
1. Ashok Leyland Vehicles
2. Tata Vehicles
3. Tata/Dodge/Parge/Vehicle
4. Ambassador/standard/Mahindra Jeep/Matador/Ford/Mahindra Trailer

3.8 COMPETITORS
1. J.V. Springs
2. Canara Springs
3. Vegar Springs
4. Action Springs

3.9 PERSONNEL DEPARTMENT
Personnel department is that part of management concerned with people at
work, their relationship with and within the enterprise with the aim of bringing
together and developing an effective organisation and enabling them to make their
best contribution towards the success of the company.

3.9.1 Objective:
1. To create and to provide good working conditions to attract and retain the
workers.
2. To provide security to the workers and maintain good labour relations.
3. Careful selection and placement of workers for betterment of the organisation.
14

4. To provide safety precautions and welfare measures to all employees.
5. To protect the common interest of all parties, and recognises the role of trade
unions in the organisation.
6. To provide for payment of fair wages and salaries, so that halting cooperation and
worker satisfaction.
7. To provide the opportunity for growth in the organisation to persons who are
willing to learn and undergo training.
8. To establish confidence, avoid misunderstanding and avoid confusion between
management and worker.

3.9.2 Functions of Personnel Department
Manpower planning
Recruitment and selection
Training and development
Promotion and transfer
Wage and salary administration
ESI schemes
Welfare facilities
Discipline
Maintenance of industrial relation

3.9.3 Total no of employees:
Work force - 300
Total employees - 450
Permanent workers - 195
Casual workers - 255

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3.9.4 Training system in Lamina Suspension Products Ltd
The training needs are identified by the respective head of the department through an
internal memo/endorsement on the schedule programmes as per the needs of the
internal auditor. The training needs are consolidated and the arrangements are made
for imparting the necessary training from internal and external resources. Standard
seminars offered by the external agencies also from a part of this training.
The induction training is given to new people in the form of on the job
(probation/training) and/or by providing the brief of the company profile.
On special training such as internal auditing, calibration and special process the
HODs feedback is obtained for references

3.9.5 Training
Training is a complex process and is concerned with increasing the capabilities of
individuals and groups. So that they may contribute effectively to the attainment if
organisation goals. This process includes:
1. The determination of training needs for personnel at all levels, skills training,
employee counselling and programmes for managerial, professional and employee
development.
2. Self-initiated development activities during off-hours, reading and participating in
the activities of the community.
Under this area the training needs of the company are identified, suitable training
programme are developed operatives and executives are identified for training
programmes and the services of specialist are enlisted. The effectiveness of training
programme has to be evaluated by arranging follow up studies.

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3.9.6 Training programmes in Lamina Suspension Product
Ltd
They are of two types:
1. On the job training: In on the job training the employees, are given training
designation wise. It is given for a group at a time. The topics covered here
are motivation, communication and self-improvement, which will be
helpful to the employees. The training is given by the executives of the
company or by an outsider who is dedicated to the field.
Step-by-step instructions
Internship
2. Off the job training: In off the job training few staff are sent to outstations
and given training. Even the executive may be sent for training. Under the
personnel are trained in labour laws cooperate personnel tax management,
industrial relation, etc.
Conferences
Seminars




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CHAPTER IV
CONCEPTUAL STUDY
4.1 INTRODUCTION TO TRAINING
When the newly appointed employees have joined the organisation, the next phase of
the personnel programme is to impart necessary training to them to make them fully
fit for the jobs they are supposed to handle. In modern industrial organisation, the
need for training of employees in touch with the new technological developments.
Every company must have a systematic training programme for the growth and
development of its employees. It may be noted that term training is used in regard to
teaching of specific skills, to the employees.
Need for Training is important from the point of view of the organisation, but also for
the employees. Training is valuable to the employees because it will give them greater
job security and opportunity for the organisation for advancement. A skill acquired
through training is an asset for the organisation and the employee. It can be taken
away only by the complete elimination of need for that skill because of technological
changes.

4.2 The need for training arises because of the following reasons:
1. Changing technology: Technology is changing at a fast pace. The workers
must learn new techniques to make use of advanced technology. Thus, training
should be treated as a continuous process to update the employees in new
methods and procedures.
2. Quality conscious customers: The customers become quality conscious and
their requirements keep on changing. To satisfy the customer, quality of
products must be continuously improved through training of workers.
3. Greater productivity: It is essential to increase productivity and reduce cost
of production for meeting competition in the market. Effective training can
help increase productivity of the workers.
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4. Stable workforce: Training creates a feeling of confidence in the minds of the
workers. It gives them a security at the work place. As a result, labour
turnover and absenteeism rates are reduced.
5. Increased safety: Trained workers handle the machines safely. They also
know the use various safely devices in the factory. Thus, they are less prone to
industrial accidents.
6. Better management: Training can be used as an effective tool of planning
and control. It develops skills among workers for the future and also prepares
them for promotion. It helps in reducing the costs of supervision, wastages and
industrial accidents. It also helps increase productivity and quality.

4.3 Objectives of Training:
a) To increase the knowledge of workers in doing specific jobs.
b) To impart new skills among the workers systematically so that they learn
quickly.
c) To bring about change in the attitude of the workers towards fellow workers,
supervisor and the organisation.
d) To improve the overall performance of the organisation.
e) To make the workers handle materials, machine and equipment efficiently and
thus to check wastage of time and resources.
f) To reduce the number of accidents by providing safety training to workers.
g) To prepare workers for higher jobs by developing advanced skills in them.

4.4 Why should training be imparted to employees?
Modern organisation arrange for the training of their human resources to achieve the
following benefits:
a. Quick learning: Training helps to reduce the learning time to reach the
acceptable level of performance. The employees need not learn by observing
others and waste time if the formal training programme exists in the organisation.
19

The qualified instructors will help the new employees to acquire the skills and
knowledge to do particular jobs quickly.
b. Higher productivity: Training increases the skills of the new employees in
performance of a particular job. An increase in skill usually helps increase in both
quantity of output. Training is also of great help to the existing employees. It helps
them to increase their level of performance on their present job assignments and
prepares them for future assignments
c. Standardisation of procedures: With the help of training, the best available
methods of performing the work can be standardised and taught to all employees.
Standardisation will make high levels of performance rule rather than exception.
Employees will work intelligently and make fewer mistakes when they possess
the required know-how and have an understanding of their jobs and of the
interdependence of one job on another.
d. Less supervision: If the employees are given adequate training, the need of
supervision will be lessened. Training does not eliminate the need for supervision,
but it reduces the need for detailed and constant supervision. A well-trained
employee is self-reliant in his effort because the known what to do and how to do.
Under such situations, close supervision is ordinarily not mandatory
e. Economical operation: Trained personnel will be able to make better and
economical use of materials and equipment. Wastage will also be low. In addition,
the rate of accidents and damage to machinery and equipment will be kept to the
minimum by the trained employees. These will lead to lower cost of production
per unit.
f. Higher morale: The morale of employees is increased if they are given proper
training. A good training programme will mould employees attitudes towards
organisation activities and generate better cooperation and greater and turnover
can also be reduced among the employees. Thus, training helps in building an
efficient and co-operation work-force.
g. Preparation of future managers: When totally new skills are required by
organisation, it has to face great difficulties in the selection process. Training can
20

be used in spotting out promising men and preparing them for promotion. It is
better to select and train from within the organisation rather than seek skilled
employees from the outside resources.
h. Better management: a manager can make use of training to manage in a better
way. To him, training the employees can assist improve his planning,
organisation, directing and controlling. For instance, maintaining higher standards
of quality, building a satisfactory organisation structure delegating authority and
stimulating employees are all assisted by effective training.

4.5 What can training do for employees?
Training helps the employees or work-force in the following ways:
1. Confidence: Training creates a feeling of confidence in the minds of workers. It
gives a feeling of safety and security to them at work-place.
2. New skills: Training develops skills which serves as a valuable personal asset of a
worker. It remains permanently with the workers himself.
3. Promotion: Training provides opportunity for quick promotion and self-
development.
4. Higher earnings: Training helps in earning higher remuneration and other
monetary benefits to the workers as their productivity is increased.
5. Adaptability: Training develops adaptability among workers. They dont worry
when work procedures and methods are changed.
6. Increased safety: Trained workers handle the machines safely. They also know
the use of various safely devices in the factory. Thus, they are less prone to
accidents.


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4.6 Types of Training Programmes
On the basis of purpose, several types of training programmes are offered to the
employees. It should be noted that these programmes are not mutually exclusive.
They invariably overlap and employ many common techniques. The important types
of training programmes are as follows:
1. Induction or orientation training
Induction is concerned with introducing or orienting a new employee to
the organisation and its procedures, rules and regulations. When a new employee
reports for work, he must be helped to get acquainted with the work environment and
fellow employees. It is better to give him a friendly welcome when he joins the
organisation, get him introduced to the organisation and help him to get a general idea
about the rules and regulation, working conditions, etc. of the organisation.
Employee orientation or induction training is nothing but introduction of
the organisation to the newly employed person. The purpose is to give a birds eye
view of the organisation where he has to work. It is very short informative training
given immediately after recruitment. It creates a feeling of involvement in the minds
of newly appointed employees.

2. Job training
Job training relates to specific job which the worker has to handle. It gives
information about machines, process of production, instruction to be followed, and
methods to be used and so on. It develops to be used and so on. It develops skills and
confidence among the workers and enables them to perform the job efficiently.
Job training is the most common of formal in-plant training programmes it
is necessary for the new employees to acquaint them with the jobs they are expected
to perform. It helps in creating interest of the employees in their jobs.


22

3. Apprenticeship training
Apprenticeship training programme tends more towards education than
merely on the vocational training. Under this both, knowledge and skills in doing a
job or a series of related jobs are involved. The governments various countries have
passed laws which make it obligatory on certain classes of employers to provide
apprenticeship training to the young people. The usual apprenticeship programmes
combine on the job training and experience with class-room instructions in particular
subjects.
The trainees receive wages while learning and they acquire valuable skills
which command a high wage in labour market. In India, there are so many earn when
you learn schemes both in the private as well as public sector undertakings. This is
also advantageous to the trainees. Some employers look upon apprentices as a source
of cheap labour. Apprenticeship training is desirable in industries which require a
constant flow of new employees expected to become all round craftsmen. It is very
much prevalent in printing trades, building and construction, and crafts like
mechanics, electricians welders, etc.

4. Internship training
Under this method, the educational or vocational institute enters into
arrangement with an industrial enterprise for providing practical knowledge to its
students. Internship training is usually meant for such vocations where advanced
theoretical knowledge is to be backed up by practical experience on the job. For
instance, engineering students are sent to big industrial enterprise for gaining practical
work experience and medical students are sent to big hospitals to get practical
knowledge. The period of such training varies from six months to 2 years. The
trainees do not belong to the business enterprises, but they come from the vocational
or professional institutions. It is quiet usual that enterprise giving them training absorb
them by offering suitable jobs.


23

5. Refresher training or Retraining
As the name implies, the refresher training is meant for the old employees
of the enterprises. The basic purpose of refresher training is to acquaint the existing
workforce with the latest methods of performing their jobs and improve their
efficiency further. In the words of Dale Yoder, retraining programmes are developed
to avoid personnel obsolescence. The skills with the existing employees become
obsolete because of technological changes and
because of the tendency of human beings to forget. Thus refresher training is essential
because of the following factors:
(a) The workers require training to bring them up-to-date with the knowledge and
skills and to relearn what they have forgotten.
(b) Rapid technological changes make even the qualified workers obsolete in course
of time because new technology is associated with new work-methods to use new
techniques in doing their jobs.
(c) Refresher training becomes necessary because many new jobs which are created
due to changes in the demand for goods and services are to be handled by the
existing employees.

6. Training for Promotion
The talented employees may be given adequate training to make them
eligible for promotion to higher jobs in the organisation. Promotion of an employee
means a significant change in his responsibilities and duties. Therefore, it is essential
that he is provided sufficient training to learn new skills to perform his new duties
efficiently. The purpose of training for promotion is to develop the existing
employees to make them fit for undertaking higher job responsibilities. This serves as
a motivating force to the employees.
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4.7 Methods of training
As shown in the figure , a wide range of training methods and techniques have
been developed over the years by various organisations and training experts different
training methods are suitable for different categories of personnel in the organisation:
managerial and non-managerial, technical, administrative, skilled unskilled, senior
junior and so on. Each organisation has to choose those methods and techniques of
training which are relevant for its training needs.

Chart No: 4.1


Methods of training
On the job training
Coaching
Understudy
Position rotation
Off the job training
Special lecture cum-
Dicussion
Conference
Case study
Sensitivity training
Special projects
Committee assignments
25

4.7.1 On-the-job training
On-the-job training is considered to be the most effective method of training the
operative personnel. Under this method, the worker is given training at the work place
his immediate supervisor. In other words, the worker learns in the actual work
environment. It is based on the principles of learning by doing.
On-the-job training is suitable for imparting skills that can be learnt in a relatively
short period of time. It has the chief advantages of strongly motivating the trainee to
learn. It is located in an artificial situation. It permits the trainee to learn on equipment
and in the work-environment. On-the-job training methods are relatively cheaper and
less time consuming. Another important factor about on-the-job training is that
supervisor play an important part in training the subordinates.
There are four methods on-the-job training described below:
i. Coaching: Under this method, the supervisor imparts job knowledge and skills to
his subordinates. The emphasis in coaching or instructing the subordinate is on
learning by doing. This method is very effective if the superior has sufficient time
to provide coaching to his subordinates.

ii. Understudy: The superior gives training to a subordinate as his understudy or
assistant. The subordinate learns through experience and observation. It prepares
the subordinate to assume the responsibilities of the superiors job in case the
superiors job in case the superior leaves the organisation.
The subordinate chosen for under-study is designated as the background and
his future depends upon what happens to is boss. The purpose of understudy is to
prepare someone to fill the vacancy caused by death, retirement, promotion, or
transfer of the superior.

iii. Position Rotation: The purpose of position rotation is to broaden the background
of the trainee in various positions. The trainee is periodically rotated from job to
26

job instead of sticking to one job so that he acquires a general background of
different jobs. However, rotation of a employee from one job to another should
not be done frequently. He should be allowed to stay on a job for a sufficient
period so that he may acquire the full knowledge of the job.
Job rotation is used by many organisation to develop all-round-workers. The
employees learn new skills and gain experience in handling different kinds of
jobs. They also come to know the interrelationship between different jobs. Job
rotation is also used to place employees on the right job and prepare them to
handle other jobs in case of need.


27

4.7.2 Off-the-job training
It requires the worker to undergo training for a specific period away from the
workplace. Off-the-job methods are concerned with both knowledge and skills in
doing certain jobs. The workers are free of tension of work when they are learning.
There are several off-the-job methods of training and development as described
below:
i. Special Lecture cum Discussion: Training through special lecture is also
known as class-room training. It is associated with imparting knowledge
than with skills. The special lectures may be delivered by some executives of
the organisation or specialists from vocational and professional institutes.
Many firms also follow the practise of inviting experts for special lectures for
the staff on matters like health, safety, productivity, quality, etc.
The lecture method can be used for providing instructions to large groups.
Thus, the cost per trainee is low. However it has certain limitations also. The
learners may be passive. It violates the principles of learning by doing and
constitutes one-way communication. But if the learners are permitted to ask
questions, they will provide feedback to the instructor. Lectures can easily be
combined with other techniques. Thus, a teacher may conduct a class by the
combined lecture-cum-discussion method. He may lecture only to add new
information that the group doesnt possess. Formal reading assignment may be
given, demonstration may be presented and video films may be shown along
with the lecture

ii. Conference training: A conference is a group meeting conducted according
to an organised plan in which the members seek to develop knowledge and
understanding, by oral participation. It is effective training device for persons
in the position of both conference members and conference leader. As a
member, a person can learn from others by comparing his opinions with those
28

of others. He learns to respect the viewpoints of others and also realises that is
there is more than one workable approach to any problem.

iii. Case study: The case method is a means of simulation experience in the
classroom. Under this method, the trainees are given a problem or case which
is more or less related to the concepts and principles already taught. They
analyse the problem and suggest solutions which are discussed in the class.
The instructor helps them reach a common solution to the problem. This
method gives the trainee an opportunity to apply his knowledge to the solution
of realistic problems.
Off-the-job methods are more relevant for the development of higher level
employees and executives. In addition to the above methods, sensitivity
training, seminars, special projects and committee assignments may also be
used for training and development of employees.

4.8Effectiveness of training
Training effectiveness is the degree to which trainees are able to learn and apply the
knowledge and skill acquired during the programme. It is influenced by the attitude,
interests, values and expectations of the trainees and the training environment. A
training programme is likely to be more effective when the trainees want to learn, are
involved in their jobs and have career plans. Contents of training programme, and the
ability of trainers also determine training effectiveness to a certain extent.
The following criteria may be used to measure effectiveness of training:
1. Reactions: Trainees reaction to the objectives, contents and methods of training
are good indicators of effectiveness. In case the trainees considered the
programme worthwhile and liked it, the training can be considered effective.
2. Learning: The extent to which the trainees have gained the desired knowledge
and skills during the training period is a useful basis of evaluating training
effectiveness.
29

3. Behaviour: Improvement in the job behaviour of the trainees reflects the manner
and extent to which the learning has been has been put for practise
4. Results: Productivity improvement, quality improvement, cost reduction, accident
reduction, reduction in labour turnover and absenteeism are the outcomes of
training of training which can be used for evaluating effectiveness.
30

CHAPTER V
DATA ANALYSIS AND INTERPRETATION:
Number of years worked by the employees
The more number of years the employee is retained in the organisation that means the
employees are satisfied with the work condition of the organisation which speaks well
about the organisation too.
TABLE NO 5.1: Number of years worked by the employees

OPINION RESPONDENTS PERCENTAGE
Less than one year 0 0
1-5 years 9 18
5-10 years 14 28
More than 15
years
27 34
TOTAL 50 100

It was found from the response that about 34 percent employees are employees who
have been working for more than 15 years, about 28 percent employees have been
working between 5-10 years and 18 percent have been for 1-5 years and there are no
employees who have been recruited recently that are less than one year.

CHART NO 5.1: Number of years worked by the employees
Less than one
year
0%
1-5 years
18%
5-10 years
28%
More than 15
years
54%
Less than one
year
1-5 years
31

Necessity of training program for developing the employees skills
Training plays an important role in developing the skills of the employees. Hence it is
necessary to know the impression of the employees regard conducting the training
program for developing their skills.

TABLE NO 5.2: Necessity of training program for developing the employees
skills



It was found that about 98 percent of the employee to great extent feel training is
necessary for developing their skills where about percent of the employees feel
training is not necessary.

CHART NO: 5.2: Necessity of training program for developing the employees
skills

Yes
98%
No
2%
Yes
No
OPINION RESPONDENTS PERCENTAGE
Yes 49 98
No 1 2
TOTAL 50 100
32

Duration of training program
In order to develop the potentiality of the employees training has to be conducted on a
regular basis. Hence survey was conducted to know how often training programs are
conducted by the organisation.
TABLE NO. 5.3: Duration of training program









It was found that training in the organisation is organised occasionally based on the
needs of the organisation. About 16 percent of the employees say they were trained
annually 84 percent and above employees are trained more than two years that is
occasionally.

CHART NO 5.3: Duration of training program

Quarterly
0%
Half yearly
16%
more than 2
years
84%
Quarterly
Half yearly
more than
2 years
OPINION RESPONDENTS PERCENTAGE
Half yearly 0 0
Annually 8 16
2 years and
more
42 84
TOTAL 50 100
33

Training technique used
Training techniques are usually of two types, which is on the job and off the job
training. It is necessary to know whether the employees prefer on the job or off the
job training program. Likewise the human resource department select the suitable
training program.

TABLE NO. 5.4: Training technique used
OPINION RESPONDENTS PERCENTAGE
On the job 13 26
Off the job 2 4
On the job and Off the
job
35 70
TOTAL 50 100

It was found from the response that the organisation uses about 26 percent of On-the-
job method and about 4 percent use Off-the-job training methods to train their
employees based on the requirements of the organisation.

CHART NO.5.4: Training techniques used

On the job
26%
Off the job
4%
On the job
and Off the
job
70%
On the job
Off the job
34

Most suitable method for training
The organisation while conducting a training program its first step is to identify the
most suitable training program. Hence there are various areas were training can be
imparted such as on the job, conference/discussion, coaching/lecture, programmed
instruction.

TABLE NO.5.5: Most suitable method for training
OPINION RESPONDENTS PERCENTAGE
On the job 27 54
Conference/discussion 14 28
Coaching/lecture 4 8
Programmed
instruction
5 10
TOTAL 50 100

It was found from the responses of the employees that to a great extent employees feel
On-the-job method is most suitable than other training programmes. There are few
employees who prefer conference/discussion method to some extent and every less
employees prefer programmed and coaching/discussion method
.
Chart No.5.5: Most suitable method for training

On the job
54%
Conferenc
e/discussio
n
28%
coaching/le
cture
8%
programm
ed
instruction
10%
On the job
Conference/di
scussion
coaching/lect
ure
programmed
instruction
35

Effectiveness of training programme in improving the employees on-the-job
efficiency after being trained
For success of a training program the organisation should evaluate the effectiveness of
the training program in regard to the job efficiency after training program being
imparted to the employees in the organisation.

TABLE NO.5.6: Effectiveness of training programme in improving the
employees on-the-job efficiency after being trained
OPINION RESPONDENTS PERCENTAGE
Yes 43 86
No 7 14
TOTAL 50 100

It was found from the response of the employees that the training programme
conducted in the organisation is effective. Since about 86 percent employees felt the
training programme was efficient and about 14 percent say it is not efficient.

CHART NO 5.6: Effectiveness of training program

Yes
86%
No
14%
Yes
No
36

Areas on which the training was conducted.
Training is used in regard to teaching of specific skills to the employees. So
necessary training is given to the employees to make them fully fit for the jobs they
are supposed to handle.

TABLE NO.5.7: Areas on which the training was conducted.
OPINION RESPONDENTS PERCENTAGE
Company related 11 22
Work related 16 32
Both company and work
related
23 46
TOTAL 50 100

It is inferred from the response from the employees that 46 percent of the employees
are trained on the topic both related to work and company. It is also seen that about 32
percent employees who are trained only regard the work and 22 percent employees
who are trained only regard the company

CHART NO.5.7: Areas in which training was conducted
11
16
23
0
5
10
15
20
25
Company related Work related Both company and work
related
37

Usefulness of training
Training and development not only helps to improve the job skills but also help to
improve various other criterias other than on-the-job efficiency. It helps in building a
better work condition that helps to work better by having good relationship with the
employer, motivates the candidates, and also guides to work in teams and become
leaders.
TABLE NO. 5.8: Usefulness of training
OPINION RESPONDENTS PERCENTAGE
Improve employee-employer
relation
9 18
Increase the motivational level
of the employees
7 14
Build team work and
leadership
6 12
All the above 28 56
TOTAL 50 100

It is found that about 56 percent employees feel training helps to improve employee-
employer relationship, increase motivational level of the employees and build team
work and leadership, 18 percent employees feel training is helpful for increasing
employee employer relationship and 14 percent employees feel training is helpful to
increase the motivational level and 12 percent employees feel training is helpful to
build team work and leadership.
CHART NO.5.8: Usefulness of training

0
10
20
30
38

Training practises which help the employees in improving their career.
Training imparted to the employees is not only a procedure that is followed. It is
process that helps an individual to improve personally as well as professionally by
improving their career by attaining the specific skills that are required to grow.
TABLE NO.5.9: Training practises which help the employees in improving their
career.


From the response of the employees, it is found that about 52 percent employees
strongly agree, 22 percent employees who moderately agree, 18 percent of the
employees keep it confidential by not revealing their views and 8 percent employees
moderately disagree and there are no employees who strongly disagree that training
practises help the employees in improving their career.

CHART NO.5.9: Training practises which help the employees in improving their
career

Strongly
agree
52%
Moderately
agree
22%
Cant say
18%
Moderately
disagree
8%
Strongly
disagree
0%
Strongly agree
Moderately
agree
Cant say
Moderately
disagree
OPINION RESPONDENT
S
PERCENTAGE
Strongly agree 26 52
Moderately agree 11 22
Cant say 9 18
Moderately disagree 4 8
Strongly disagree 0 0
TOTAL 50 100
39


Creative ideas raised during training period.
Training period is the learning period of any concept required for work. It is necessary
to have interactive sessions which bring in various positive and negative thoughts
regard the training program which in turn has an impact on the effectiveness of the
training program.

TABLE NO.5.10: Creative ideas rising during training period.





From the response of the employees there are about 76 percent of the employees who
get innovative ideas during training but there are about only 24 percent of the
employees who do not get any innovative idea during training.

CHART NO.5.10: Creative ideas rising during training period

Yes
76%
No
24%
Yes
No
OPINION RESPONDENTS PERCENTAGE
Yes 38 76
No 12 24
TOTAL 50 100
40

Last training programme was conducted for employees development needs
Training program conducted in the organisation may be for various reason like for
development needs, increasing the morale, build in team work, to even improve
employee-employer relationship.
TABLE NO.5.11: Last training programme was conducted for employees
development needs
OPINION RESPONDENTS PERCENTAGE
Strongly agree 24 58
Moderately agree 12 24
Cant say 14 28
Moderately
disagree
0 0
Strongly disagree 0 0
TOTAL 50 100

From the study done we found that about 58 percent employees strongly agree, 24
percent employees moderately agree, 28 percent employees say they are not able to
answer the question due to the policy of confidentiality, and there are no employees
who moderately disagree and strongly disagree that the last training was given for
their development.

CHART NO.5.11: Last training program was conducted for development needs

0
5
10
15
20
25
30
Strongly agree Moderately agree Can't say Moderately disagree Strongly disagree
41

Period of training session was sufficient for the learning
Every training program should be scheduled in organised manner. The first aspect of
organising the training program should include sufficient time constraint. It is
necessary to allot sufficient time for the employees to learn in the training period.
TABLE NO 5.12: Period of training session was sufficient for the learning










From the study done on the employees we found that about 18 employees strongly
agree, 21 employees moderately agree, 11 employees cant say because of the policy
of confidentiality, and there are no employees who moderately disagree and strongly
disagree the period of training session is sufficient for learning when training is
imparted in the organisation

CHART NO.5.12: Adequacy of the training period for learning

0
5
10
15
20
25
Moderately agree Can't say
OPINION RESPONDENTS PERCENTAGE
Strongly agree 18 36
Moderately agree 21 42
Cant say 11 22
Moderately
disagree
0 0
Strongly disagree 0 0
TOTAL 50 100
42

Training method used is effective in understanding of the subject
The training program method utilised should be effective in understanding the trained
concept which helps the employees work efficiently after the training is conducted.

TABLE NO.5.13: Training method used is effective in understanding of the
subject
OPINION RESPONDENTS PERCENTAGE
Strongly agree 17 34
Moderately agree 28 56
Cant say 5 10
Moderately disagree 0 0
Strongly disagree 0 0
TOTAL 50 100

From the response of the employees we found that about 34 percent employees
strongly agree, 56 percent employees moderately agree, 10 percent employees say
that they cannot answer the question due to the policy of confidentiality, and there are
no employee who moderately disagree and strongly disagree regard training method
used during the training ensure effective understanding of the subject.

CHART NO.5.13: Effectiveness of Training methods
0
5
10
15
20
25
30
Strongly agree Moderately agree can't say Moderately
disagree
Strongly disagree
43

Reduction of cost of human resources with the help of training
Training helps the organisation in the reduction of cost of human resource. It is
because when the employees are trained it helps them work efficiently and effectively
which results in no wastage was cost that is incurred.

TABLE NO.5.14: Reduction of cost of human resources with the help of training







From the study done we found that about 94 percent of the employees say yes and 6
percent employees say no for training practises helps the organisation to reduce costs
of human resource.

CHART NO.5.14: Reduction of cost of human resources with the help of training

Yes
94%
No
6%
Yes
No
OPINION RESPONDENTS PERCENTAGE
Yes 47 94
No 3 6
TOTAL 50 100
44

Maintain employee retention rate with the use of training activities.
Training when imparted to the employees help in developing their skills and improves
their individual work ability. Hence training practises help in maintaining the
retention rate in the organisation.

TABLE NO.5.15: Maintain employee retention rate with the use of training
activities.








From the study of responses of the employees we found that 82 percent employees
say yes and 18 percent of employees say no for training activities help the
organisation to maintain employee retention rate.

CHART NO.5.15: Maintain employee retention rate with the use of training
activities

Yes
82%
No
18%
Yes
No
OPINION RESPONDENTS PERCENTAGE
Yes 41 82
No 9 18
TOTAL 50 100
45

Effectiveness of training programme when the time limit is increased.
Time is the main factor when conducting the training program. Hence when the time
limit is decided it is necessary to make sure the adequacy of time to learn the aspects.
TABLE NO.5.16: Effectiveness of training programme when the time limit is
increased.








The response of employee states that there are 62 percent employees who strongly
agree, 20 percent employees moderately agree, 14 percent employees say cant say
and there are 1 percent employees who moderately disagree and 1 percent employees
who strongly disagree that the limit of training programme, if increased would make
it more effective.

CHART NO.5.16: Effectiveness of training program when time limit is
increased.

0
10
20
30
40
Strongly
agree
Moderately
agree
Can't say Moderately
disagree
Strongly
disagree
OPINION RESPONDENTS PERCENTAGE
Strongly agree 31 62
Moderately agree 10 20
Cant say 7 14
Moderately
disagree
1 2
Strongly disagree 1 2
TOTAL 50 100
46

Equipments used in training programme similar to the equipments found on
the job
Training process uses various equipments to make the training programme more
effective. It is necessary to use the equipment is used in work area as to help the
employees get a better idea regard the practical usage of the equipments.
TABLE NO.5.17: Equipments used in training programme similar to the
equipments found on the job







From the study of response of the employee we come to know that 6percent
employees who say not at all, 28 percent employees say rarely, and 62 percent of
employees say mostly, and about 4 percent employees say always that the
equipments used in the training programme are similar to the equipments found on
the job.

CHART NO.5.17: Similarity of equipments in training found in on the job





OPINION RESPONDENTS PERCENTAGE
Not at all 3 6
Rarely 14 28
Mostly 31 62
Always 2 4
TOTAL 50 100
Not at all
6%
Rarely
28%
Mostly
62%
Always
4%
Not at all
Rarely
Mostly
47

Training aids used are effectiveness in improving the overall effectiveness of the
programme
The training aids like the equipments used should have a positive impact on the
employees overall working conditions .This help them work efficiently with the aids
that are provided on the job.
TABLE NO.5.18: Training aids used are effectiveness in improving the overall
effectiveness of the program









From the response of the employees we infer that about 24 percent employees say
strongly agree, about 58 percent employees say moderately agree, about 18 percent
employees say cant say and no employee in the organisation says moderately
disagree or strongly disagree for training aids used in the organisation are effective in
improving the overall effectiveness of the programme.

CHART NO.5.18: Effectiveness of training aids

0
10
20
30
40
Strongly agree Moderately
agree
Can't say Morderately
disagree
Stronlgy
disagree
OPINION RESPONDENTS PERCENTAGE
Strongly agree 12 24
Moderately agree 29 58
Cant say 9 18
Moderately
disagree
0 0
Strongly disagree 0 0
TOTAL 50 100
48

Satisfaction of the training procedure
Training procedure when conducted requires satisfaction of the process. This is to
known whether the employees want changes or are satisfies with the present
procedure.

TABLE NO.5.19: Satisfaction of the training procedure







The study from the response of the employees we have found that 66 percent of the
employees say yes and 34 percent of employees say no for whether they were
satisfied with the training procedure of the organisation.

CHART NO.5.19: Satisfaction by the training procedure



Yes
66%
No
34%
Yes
No
OPINION RESPONDENTS PERCENTAGE
Yes 33 66
No 17 34
TOTAL 50 100
49

Number of training programs organised for the workers in the year are
sufficient
Organisation conducts training program as per the requirements of the organisation.
So it is necessary to provide sufficient training program to the employees for effective
programming of the organisation.
TABLE NO.5.20 Number of training programs organised for the workers in the
year are sufficient
OPINION RESPONDENTS PERCENTAGE
Strongly agree 12 24
Moderately agree 23 46
Cant say 9 18
Moderately
disagree
2 4
Strongly disagree 4 8
TOTAL 50 100

From the response of the employees we study that about 24 percent employees say
that they strongly agree, 46 percent employees moderately agree, 18 percent
employees say that cant say, 4 percent employees moderately disagree and 8 percent
employees strongly disagree regard the no of training programmes for the employees
it is sufficient or not.

CHART NO.5.20: Number of training programs conducted
0
10
20
30
Strongly agree Morderately
agree
can't say Morderately
disagree
Strongly
disagree
50

Provision of study material before the training process
It is sometimes the practise of the organisation to provide study material. It helps the
employees get a rough idea on what the concept is about what the areas of training are
about. It helps in boosting the confidence of the employees.

TABLE NO.5.21: Provision of study material before the training process
OPINION RESPONDENTS PERCENTAGE
Yes 14 28
No 36 72
TOTAL 50 100

We study from the response of the employees that 28 percent of employees say yes
and 72 percent of the employees say no for providing study material before the
training process

CHART NO.5.21: Provision of study material before training process

Yes
28%
No
72%
Yes
No
51

Increase in Rate of return on investments by providing training programs.
When training is provided the rate of investment is increased because the efficiency of
working condition is increased due to quality training program provided by the
organisation.
TABLE NO.5.22: Increase in Rate of return on investments by providing
training programs.
OPINION RESPONDENTS PERCENTAGE
Yes 14 28
No 36 72
TOTAL 50 100

From the study of response of the employees it is found that 70 percent of employees
say yes and 30 percent of employees say no for training programme facilitates the
organisation in increasing the return on investment.

CHART NO.5.22: Increase in rate of return on investment through training
programs

Yes
70%
No
30%
Yes
No
52

Participation of employees in determining training program they want to use.
In recent days it is in practise to involve the employee in deciding the training
program that they would want to undergo. This helps them to involve in the decision
making process and builds in employer and employee relationship.
TABLE NO.5.23: Participation of employees in determining training program
they want to use








From the study of response from the employees 18 percent employees say they
strongly agree, 8 percent employees say they moderately agree, 58 percent employees
say cant say, 2 percent employee says that he/she moderately agree and no employee
says that they strongly disagree for the whether employees in the organisation
participate in determining the training programme they want to use.
CHART NO.5.23: Participation of employees in determining the training
program

0
10
20
30
40
Strongly
agree
Moderately
agree
can't say Moderately
agree
Strongly
disagree
OPINION RESPONDENTS PERCENTAGE
Strongly agree 9 18
Moderately agree 4 8
Cant say 29 58
Moderately
disagree
1 2
Strongly disagree 0 0
TOTAL 50 100
53

Helpfulness of training program in identifying the action needed to take to
achieve employees goals
Survey was conducted to know helpfulness of training program in identifying the
action needed to take to achieve employees goals.
TABLE NO.5.24: Helpfulness of training program in identifying the action
needed to take to achieve employees goals






From the study of response from the employees 88 percent of employees agree and 12
percent of employees disagree for training programme helps them to identify the
action needed to take to achieve their goal.

CHART NO.5.24: Helpfulness of training program in ascertaining the action to
be taken to achieve goals

OPINION RESPONDENTS PERCENTAGE
Yes 44 88
No 6 12
TOTAL 50 100
Yes
88%
No
12%
Yes
No
54

Authority and responsibility of taking decisions after training programs are
provided.
When training is provided it boost the morale of the employee, which in turn helps to
get the authority and responsibility of decision making in the organisation.
TABLE NO.5.25: Authority and responsibility of taking decisions after training
programs are provided.






From the study of response we get know that about 84 percent of employees say yes
and about 16percent of the employees say no for training programme help them to
take the responsibility and authority to make decisions.

CHART NO.5.25: Authority and responsibility of taking decisions after training








OPINION RESPONDENTS PERCENTAGE
Yes 42 84
No 8 16
TOTAL 50 100
Yes
84%
No
16%
Yes
No
55

Expectation of the training program to be imparted to the employees
When training is imparted it is necessary to know the areas in which the employees
want to be trained. This helps in knowing the expectations of the employees in the
organisation.
TABLE NO.5.26: Expectation of the training program to be imparted to the
employees

From the study we learn that about 32 percent employees feel theory, 16 percent
employees feel practical knowledge and 52 percent employees feel both theory and
practical knowledge is required to be imparted in the training programmes conducted.

CHART NO.5.26: Expectation of the employees from training program


0
5
10
15
20
25
30
Theories Practical knowledge Theoriesand
practical knowledge
OPINION RESPONDENTS PERCENATGE
Theories 16 32
Practical knowledge 8 16
Theory and practical
knowledge
26 52
TOTAL 50 100
56

Evaluation to improve the training procedure
After every training program is conducted it is necessary to evaluate the training
program so far conducted. Hence it is mandatory to have feedback on the training
program conducted for better changes to be made in the upcoming program.
TABLE NO. 5.27 Evaluation to improve the training procedure






From the study of response we get to know that evaluation of the training procedure is
done since about 66 percent of the employees say yes and about 34 percent say no.

CHART NO.5.27: Evaluation of training procedure




OPINION RESPONDENTS PERCENTAGE
Yes 33 66
No 17 34
TOTAL 50 100
Yes
66%
No
34%
Yes
No
57

Rate of quality of the training programmes so far conducted
To know the satisfaction of the employees regard the training programs it is usual in
practise to rate the training program. It helps to know the expectation and also the
present situation regard the training program so far imparted.
TABLE NO.5.28: Rate of quality of the training programmes so far conducted






From the study of response regard the evaluation of the training programmes
conducted its found that about 2 percent employees feel it was excellent, 16 percent
of employees say was good, 50 percent employees say it is average, and 32 percent of
the employees say it was poor.

CHART NO.5.28: Rate of quality









OPINION RESPONDENTS PERCENTAGE
Excellent 1 2
Good 8 16
Average 25 50
Poor 16 32
TOTAL 50 100
Excellent
2%
Good
32%
Average
50%
Poor
16%
Excellent
Good
Average
Poor
58

Participation of the employees in the upcoming training programme
The attitude of employees towards the training program matters as to whether they are
willing to again participate in the upcoming programs that are conducted by the
organisation.
TABLE NO.5.29: Participation of the employees in the upcoming training
programme







From the study we infer that about 56 percent employees would like to attend the
upcoming training programmes ,about 14 percent employees would not like to attend
and about 30 percent employees are not sure of whether they would attend or not.

CHART NO.5.29: Participation in upcoming training programs

Yes
56%
No
14%
May be
30%
Yes
No
May be
OPINION RESPONDENTS PERCENTAGE
Yes 28 56
No 7 14
May be 15 30
TOTAL 50 100
59

FINDINGS
Through this study we get to certain findings based on the data analysed and
interpreted. They are as follows:
It is found that there are well experienced employees in the organisation who have
almost work experience more than 15years. As per survey done it is found they
are about 54 percent employees who fall in this category.
98percent of the employees feel it is necessary for the organisation to impart
training program
Training is organised occasionally as per the requirements of the employees and
needs of the organisation.
The technique used in LAMINA SUSPENSION PRODUCT LIMITED is both
on-the-job and off-the-job methods like conference, seminars, internship program,
and step by step instruction method.
The most suitable technique used is on-the-job method
About 86percent employees say that training programs were effective after they
have attended as it helped them increase efficiency in their job.
Most of the employees have been trained on both company as well a work related
topics
Larger group of employees felt that training helped in improving employer
employee relationship; increase the motivational level of the employees and builds
in team work and leadership.
There are about 52percent employees who strongly agree that training helps the
employees in improving their career.
About 76percent of employees get innovative ideas during training session as to
hoe to work efficiently and effectively with the acquired knowledge.
48percent of employees feel training programs conducted for their development
needs
About 21 employees out of 50 moderately agree that the duration of the training
program was sufficient
60

The training program conducted is moderately agreed for if is effective in
understanding the subject.
94percent employees feel cost of human resource is reduced through training
programs
The rate of retention can also be reduced as it is seen in the survey as about
82percent employees agree on it would maintain the retention rate.
The increase in the time limit of the training programme would be more effective
as 31 employees have agreed on it.
The equipments found during the training programme and during the on-the-job
working process are mostly similar and not always.
The employees moderately agree that the aids used in the training program
improve the effectiveness of the training program.
About 66percent employees feel that they are satisfied with the training procedure.
The employees moderately agree that the numbers of training programmes given
are sufficient.
72percent employees deny that there is any study material given prior the training
program
About 70percentemployees feel rate on investments are increased due to training
programs.
The employees are not willing to disclose as to whether they participate in
determining the training program they want.
88percent feel that training in the imparted training it helps them to identify the
action and achieve their goals.
The study tells us that about 84percent employees due to training have taken the
initiative to take up the responsibility and authority to make decisions under their
power.
The employees are expecting both theoretical as well as practical knowledge
about their work in the training program.
The organisation conducts evaluation for its training imparted and 66percent
employees agree on it.
61

The training given by the organisation is rated by the employees as average for the
training program so far conducted.
About 56percentof the people would like to attend the upcoming training
programs.

SUGGESTION
There are certain suggestions that I would want to suggest by studying the
effectiveness of training programs:

LAMINA SUSPENSION PRODUCT LIMITED being a manufacturing
company conducts training program on occasional basis it should be done
regularly. It is seen that there are no recent recruitment in the sample size;
hence it is required to get in efficient workers rather than effective workers
who would actively take part in the training program.
Take the advice of the employees as to what are their requirements and then
formulate a suitable training method.
The training method should be upgraded along with the work requirements of
the employees.
Use experienced and knowledgeable faculty for providing training programs
Every employee in the organization should be motivated to attend the training
programs conducted.
The quality of the training programs should be upgraded to good or excellent
as it presently stands at average
The study material should be provided before the training session.

CONCLUSION
We take the point of view that training leads to important for individuals and
teams, organisation, and society. The present review suggests that these benefits range
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from individual and team performance to the economic prosperity of a nation. To
understand these benefits of training, we adopted a multilevel, multidisciplinary, and
global perspective. We also included a discussion of how to maximize the benefits of
training. These factors include paying attention to needs assessment and pertaining
states of trainees, training design and delivery, training evaluation, and transfer of
training.