THEORETICAL FRAMEWORK

Training is an act of increasing the knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific job related skill to the employee. The aim of training is to develop some specific skill in an individual. It is mostly a preparation to meet individuals’ present needs. It can thus be seen as a reactive process. Need for training:

To train the employees in the company culture pattern. To train the employee to increase his quantity and quality of output. This may involve improvement in work methods or skills. To train employee for promotion to higher jobs. To train the bright but dronish employee in the formation of his goals. This may involve instructions in initiative and drive. To train employee towards better job adjustment and high morale. To reduce supervision, wastage and accidents. Development of effective work habits and methods of work should contribute towards a reduction in the accident rate, less supervision and wastage of material.

• • • • •

Principles of training: The most important objective is to create learning environment in organization so that the member of organization continuously learns and acquires competencies. In order to make the learning environment effective certain principles need to be followed. Knowledge of results: Every employee in a learning situation wants to know what is expected of him and how well he is doing. He seeks information, appraisal and guidance about his progress and is made uneasy by the possibility that he may be making some serious error in his behaviour and not knowing that he is doing so. Knowledge of results affects learning in 2 ways: • • It provides the trainees basis for correcting his error It produces motivational effect on the trainee

Motivation:
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A motivated worker learns better than an unmotivated one. Until the worker has become convinced of the need of training and of the worthwhile ness of the returns the level of motivation will be low and learning will be slow. Reinforcement: In order for behaviour to be acquired, modified and sustained it must be rewarded. But reward should be distributed cautiously or discretely. Praising an inefficient and poor learner may disappoint good trainees. Principle of reinforcement also states that punishment is less effective than reward. Punishment tends to fix the undesirable behaviour rather than to eliminate it. It may also develop in the trainee a dislike for the punishment giver. However mild punishment is quite effective if administered immediately following the incorrect response. Similarly fairy immediate reinforcement should be provided for desirable behaviour. Supporting climate and practice: Practice makes a man perfect. In order that the trainee may not revert back to the old behaviour, it is essential that he practice the new learning daily. The internal environments of many organizations are hostile to this. Too often the trainee is not able to implement in his work place what he has learned during the training session. Part vs. Whole learning: This controversial issue is concerned with whether it is more efficient to practice a whole task all at once or whether sub tasks or component tasks should be mastered first before integrating them into the whole task performance. In a comprehensive literature review Naylor found that the answer to this question seemed to depend on the characteristics of the tasks which the trainees were attempting to master. Tasks were seen to differ in complexity (the difficulty of each of the separate task component viewed individually) and organization (the extent to which such tasks are interrelated). Naylor then suggested the following training principles: Given a task of relatively high organization, as task complexity increases whole learning becomes more efficient than part learning. Given a task if relatively low organization, as task complexity increases part learning becoming more efficient than whole.
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Transfer of learning: Transfer of learning from the training to the job would depend upon the extent to which there are identical elements in two. Thus if the devices used in training were similar to those on the job and there would be positive transfer of learning. This means that the trained employee would be superior in performance on the job to an untrained individual. But if the physical and psychological fidelities are wanting there would be negative transfer of learning. This means that the trained would display inferior performance on the job. If incorrect work methods are learned once, there may be considerable difficulty encountered in rejecting these methods. Criteria for setting training objective  Nature and size of the group to be trained  Roles and tasks to be coined out by the target group  Relevance, applicability and compatibility of training to the work situation  Existing and desired behaviour defined in terms of ratio, frequency, quality of interaction, repetitiveness, innovations, supervision etc.,
 Operational results to be achieved through training e.g., productivity cost, down time,

creativity, turnover etc.,  Identification of the behaviour where change is required  Indicators to be used in determining changes from existing to the desired level in terms of ratio and frequency. Methods of training On the job training: In this method the trainee is placed on a regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision the superior or an instructor. The trainee learns by observing and handling the job. Therefore it is called learning by doing. Several methods are used to provide on the job training e.g. Coaching, job rotation, commitment assignments etc., A popular form of the on the job training is Job Instruction Training (JIT) or step by step learning. It is widely used in the US to prepare supervisors. It

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appropriate for acquisition or improvement of motor skills and routine and repetitive operations JIT method provides immediate feedback, permits quick correction of errors and provides extra practice when required. But it needs skilled trainers and preparation in advance. Vestibule training: In this method a training centre called vestibule is set up and actual job conditions are duplicated or stimulated in it. Expert trainers are employed to provide training with the help of equipment and machines which are identical with those is used at the work place. Apprenticeship training: In this method, theoretical instruction and practical learning are provided to trainees in training institutes. In India the Government has established Industrial Training Institute for this purpose. Under the apprenticeship act 1962 employers in specified industries are required to train the prescribed number of persons in ‘designated trades’. The aim is to develop all round craftsmen. Generally a stipend is paid during the training period. Thus it is an “earn when you learn” scheme. Class room training: Under this method training is provided in company class rooms or in educational institutions. Lectures, case studies, group discussions and audio visual aids are used to explain knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and problem solving. Internship training: It is a joint of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide a good balance between theory and practice. Orientation training: Induction or orientation training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his supervisors and sub ordinates and with the rules and regulations of the organization.
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It is also known as pre job training. waste and inefficiency in the performance of the job. It is brief and informative. Employees may be taught the correct methods of handling equipment and machines used in a job. Remedial training: Such training is arranged to overcome the short comings in the behaviour and performance of old employees. Safety training: Training provided to minimize accidents and damage to machinery is known as safety training. Promotional training: It involves training of existing employees to enable them to perform higher level jobs. it involves instruction in the use of safety devices and in safety consciousness. employees have to be trained in the use of new methods and techniques. Such training helps to reduce accidents. With the passage of time employees may forgot some of the methods of doing work.Induction training creates self confidence in the employees. Short term refresher courses have become popular on account of rapid changes in technology and work methods. Some of the experienced employees might have picked up appropriate methods and styles of working. Refresher training: When existing techniques become obsolete due to the development of better techniques. Job training: It refers to the training provided with a view to increase the knowledge and skills of an employee for improving performance on the job. Refresher or re training is conducted to avoid obsolescence of knowledge and skills. Employees with potential are selected and they are given training before their promotion so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted. Such employees are identified and correct work 16 . Refresher training is designed to revive and refresh the knowledge and to update the skills of the existing employees.

Remedial training should be conducted by psychological experts.methods and procedures are taught to them. STEPS IN TRAINING PROGRAMME: Identify the training needs Preparing training programmers Preparing the learners Implementing training programme Performances try out Follow up actions RESEARCH OBJECTIVES OBJECTIVES: 17 . Process measure: Number of training conducted against the number of trainings targeted and also the training effectiveness.

 To evaluate the opinion of employees regarding training programmes offered at Pothys Clothing (p) Limited.1 NEED FOR THE STUDY Many companies go beyond training employees for specific job skills by offering programmes of general educational content. 18 .  To analyse the contribution of training towards the productivity of employees.The objectives of the study are: Primary:  To analyse the effectiveness of training and to identify its impact on the trainees.  To ascertain the satisfaction of employees towards the training programme. 6. Secondary:  To identify the training needs of employees.  To suggest measures to improve the effectiveness of training. The company’s rationale for such programmes will benefit the company in intangible ways through a change in employees’ attitudes.

 To study the problems faced by the workers during the training period.  To analyse the training outcome given to the workers.2 SCOPE OF THE STUDY Training is defined as “Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill”.The “need” for training should be documented along with the reasons behind it. skills. an organization may not be able to determine its training effectiveness.  To study the respondents satisfaction level before and after training. Without a clearly defined need. 6. 19 .  Ability of the workers to acquire knowledge. The term training refers to the acquisition of knowledge. The major need for the programme is to evaluate the effectiveness of the training by studying the existing training process in the company and to determine the factor like:  Improved interpersonal skills of the workers.

The effectives of the training will lead to increase in the productivity and makes healthy organisation. and performance. The study covers the effectiveness of training program in Pothys Clothing Private Limited. This hi-tech factory in an area spanning six acres laced with greenery and a lot of open space and is self sufficient in all fronts.000 pieces of shirts and trousers daily. Research methodology A research cannot be conducted abruptly. Training has specific goals of improving one's capability. To make the research systemized the researcher has to adopt certain methods. In order to find out the effectiveness of training. This facility manufactures 4. Pothys Clothing's fully integrated state of the art manufacturing facility was commissioned at Sriperumbudur near Chennai. capacity. Researcher has to proceed systematically in the already planned direction with the help of a number of steps in sequence. I used 75 workers of the company as my respondents who had undergone the training programme in the cutting department. 20 .and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.

Primary Data The primary data is collected from the employees of the company with the help of structured questionnaire and direct personal interview. The function of the research design into ensures that the required data are collected accurately and economically. type of data.4 DATA COLLECTION The sources of primary and secondary data are used for the collection of information for the study.3 RESEARCH DESIGN A research design is purely and simply the frame work of the plan for a study that given the collection and analysis of data. sampling plan and statistical tools used. 6. The questionnaire consisted of 22 questions.5 SAMPLE SIZE 21 . Descriptive research design was adopted for this study because the study is concerned with describing the characteristics. 6. Thus we can say Methodology is a tool which processes the data in to reliable information. productivity and satisfaction of training provided by the company to the workers. The components of the research methodology are research design. data collection.The methods adopted by the researcher for completing the study are called research methodology. In other words Research Methodology is simply the plan of action for a research which explains in detail how data is to be collected. 6. It was distributed among 75 respondents. The present chapter attempt to highlight the research adopted in this project. Secondary Data The secondary data about the company profile and other details were collected from the company web site and through personal discussion with the HR manager. Data becomes information only when a proper methodology is adopted. analysed and interpreted.

fractions of respondents choosing different answers are converted into percentages and interpretations are made. Chi-squared tests It is a non parametric test used most frequently to test the hypothesis. This test is done to find the dependence of one factor over the other. Percentage Analysis b. Formula: X^2 = £ (O-E) ^ 2 / E 22 . Formula: No of respondents % of Respondents = No of Total Respondents * 100 b. It is used to make easy comparisons of fractions. Weighted Average Method a. Chi-squared tests c.6 STATISTICAL TOOLS: The Statistical tools used here is: a. It gives each possible sample combination an equal probability of being chosen. In the study.The sample consists of 75 employees of the company who had undergone the training programme in the cutting department. It describes the discrepancy theory and observation. This aims at determining whether significant difference exists among groups of data or whether differences are due to sampling. SAMPLE DESIGN Simple random sampling is used where each sample has an equal chance of getting selected and all choices are independent of each other. 6. Percentage Analysis Percentage refers “for every hundred”.

the X^2 distribution is approximated by normal distribution. 23 . The weights assigned may be actual. it is skewed to the right • There is a different X^2 distribution for every number of degree of freedom • For degree of freedom exceeding 30. Weighted average = ∑ WiDi ∑ Wi 6.  Majority of respondents are hesitant in giving their responses whole heartedly.Where ‘E’ is the expected frequency ‘O’ is the observed frequency Degree of Freedom = (r-1) (c-1) Properties of Chi. or arbitrary. c. it is Zero or Positive • X^2 are not symmetrical.7 LIMITATION OF THE STUDY  Even though the respondents were available they were not willing to give their valuable responses because they were busy with their usual work. Weighted Average method Weighted average is used when the relative importance of the items is not the same.Square: • X^2 cannot be negative in value. Different weights are assigned to different and calculation is made.

 The opinion of the respondents may be biased. DATA ANALYSIS AND INTERPRETATION TABLE NO .1: AGE GROUP OF EMPLOYEES 24 .

CHART NO – 1 AGE GROUP OF EMPLOYEES 25 .S.NO 1 2 3 4 4 AGE 18 – 25 25 – 32 32 – 39 39 – 46 Above 46 TOTAL NO. 13% are fall under the age group of 32 to 39 years and 7% are fall under the age group of 39 to 46 years. 32% are fall under the age group of 25 to 32 years. OF RESPONDENTS 36 24 10 5 75 PERCENTAGE OF RESPONDENTS 48 32 13 7 100 INTERPRETATION 48% are fall under the age group of 18 to 25 years.

25 25 .NO GENDER NO.60 50 % of respondents 40 30 20 10 0 18 .39 Age 39 .46 13 7 0 Above 46 48 32 TABLE NO .32 32 .2: GENDER OF EMPLOYEES S. OF RESPONDENTS 26 PERCENTAGE OF RESPONDENTS .

CHART NO – 2 GENDER OF EMPLOYEES 27 .1 2 Male Female TOTAL 11 64 75 15 85 100 INTERPRETATION Majority of the respondents are female and 15% of the employees are male.

15 Female. 85 TABLE NO – 3: MARITAL STATUS OF THE EMPLOYEES S.Male. OF RESPONDENTS 35 PERCENTAGE OF RESPONDENTS 47 .NO 1 MARITAL STATUS Married 28 NO.

CHART NO – 3 MARITAL STATUS OF THE EMPLOYEES 29 .2 Unmarried TOTAL 40 75 53 100 INTERPRETATION 53% of the respondents are unmarried and 47% of the respondents are married.

47 Unmarried.NO 1 2 EDUCATIONAL QUALIFICATION 10 +2 30 NO OF RESPONDENTS 42 26 PERCENTAGE OF RESPONDENTS 56 35 .Married. 53 TABLE NO – 4: EDUCATIONAL QUALIFICATION OF THE EMPLOYEES S.

CHART NO – 4 EDUCATIONAL QUALIFICATION OF THE EMPLOYEES 31 .3 4 5 Diploma Degree Others TOTAL 7 75 9 0 0 100 INTERPRETATION 56% of the respondents are 10th standard qualified and 35% have studied 12th standard.

NO 1 2 3 EXPERIENCE Less than 1 year 1 – 2 years 2 – 3 years 32 Degree NO OF RESPONDENTS 26 22 14 PERCENTAGE OF RESPONDENTS 35 29 19 .60 50 % of respondents 40 30 20 10 56 35 9 0 >10 >+2 Diploma 0 Others 0 Educational qualification TABLE NO – 5: EXPERIENCE OF EMPLOYEES S.

29% are 1 to 2 years experienced. 12% are 3 to 4 years experienced and 5% are above 4 years. 19% are 2 to 3 years experienced.4 5 3 – 4 years Above 4 years TOTAL 9 4 75 12 5 100 INTERPRETATION 35% of the employees are less than 1 year experienced. CHART NO – 5 EXPERIENCE OF EMPLOYEES 33 .

3 years 3 .NO 1 INCOME Below 3000rs 34 NO OF RESPONDENTS 20 PERCENTAGE OF RESPONDENTS 27 .2 years 2 .35 30 % of respondents 35 29 19 12 5 25 20 15 10 5 0 Less than 1 .4 years Above 4 1 year years Experience TABLE NO – 6: INCOME OF THE EMPLOYEES S.

3000 and Rs.3000 and Rs. CHART NO – 6 INCOME OF THE EMPLOYEES 35 .4000 and only 9% of the respondents earn above Rs.3500.3000. followed by respondents who earn below Rs. 15% of the respondents earn between Rs.4000.2 3 4 3000rs – 3500rs 3500rs – 4000rs Above 4000rs TOTAL 37 11 7 75 49 15 9 100 INTERPRETATION 49% of the employees earn between Rs.

NO 1 2 OPTIONS Yes No 36 NO OF RESPONDENTS 75 - PERCENTAGE OF RESPONDENTS 100 0 .3500 3500 .4000 Above 4000 Income TABLE NO – 7: ATTENDING TRAINING PROGRAM S.50 45 40 % of respondents 35 30 25 20 15 10 5 0 Below 3000 27 49 15 9 3000 .

CHART NO – 7 ATTENDING TRAINING PROGRAM 37 .TOTAL 75 100 INTERPRETATION All the employees have attended the training program in the organization.

NO 1 2 OPTIONS Internal resource person External resource person 38 NO OF RESPONDENTS 45 21 PERCENTAGE OF RESPONDENTS 60 28 .100 100 90 80 % of respondents 70 60 50 40 30 20 10 0 Yes No 0 TABLE NO – 8: PERSON CONDUCTING TRAINING PROGRAM S.

CHART NO – 8 PERSON CONDUCTING TRAINING PROGRAM 39 . 28% says that training is conducted by external resource person and 12% says that training is conducted by both internal and external persons.3 Both TOTAL 9 75 12 100 INTERPRETATION 60% of the employees say that training is conducted by internal resource person.

NO 1 2 OPTIONS Strongly agree Agree 40 NO OF RESPONDENTS 54 13 PERCENTAGE OF RESPONDENTS 72 17 .70 60 % of respondents 50 40 30 20 10 0 60 28 12 Internal resource person External resource person Both TABLE NO – 9: OPPORTUNITY TO LEARN FROM TRAINING PROGRAM S.

17% agree that training is an excellent opportunity to learn and 11% neither agree nor disagree that training is an excellent opportunity to learn. CHART NO – 9 OPPORTUNITY TO LEARN FROM TRAINING PROGRAM 41 .3 4 5 Neither agree nor disagree Disagree Strongly disagree TOTAL 8 75 11 0 0 100 INTERPRETATION 72% of the employees strongly agree that training is an excellent opportunity to learn.

80 70 % of respondents 60 50 40 30 20 10 0 72 17 11 0 0 Strongly disagree Strongly agree Agree Neither agree nor disagree Disagree TABLE NO – 10: WHETHER TRAINING CONTENT MATCHES JOB PROFILE S.NO 1 2 OPTIONS Yes No NO OF RESPONDENTS 75 0 PERCENTAGE OF RESPONDENTS 100 - 42 .

CHART NO – 10 WHETHER TRAINING CONTENT MATCHES JOB PROFILE 43 .TOTAL 75 100 INTERPRETATION All the respondents feel that training contents match job requirements.

100 100 90 80 % of respondents 70 60 50 40 30 20 10 0 Yes No 0 TABLE NO – 11: FREQUENCY OF ORGANISING TRAINING PROGRAM S.NO 1 2 OPTIONS Once in a year Six months 44 NO OF RESPONDENTS 48 27 PERCENTAGE OF RESPONDENTS 64 36 .

3 4 Three months One month TOTAL 75 0 0 100 INTERPRETATION 64% of the employees say that training program is conducted once in a year and 36% of the employees say that training program is conducted in six months. CHART NO – 11 FREQUENCY OF ORGANISING TRAINING PROGRAM 45 .

NO 1 OPTIONS Highly satisfied 46 NO OF RESPONDENTS 37 PERCENTAGE OF RESPONDENTS 49 .70 60 % of respondents 50 40 30 20 10 0 64 36 0 Once in a year 0 Six months Three months One month TABLE NO – 12: LEVEL OF SATISFACTION TOWARDS DURATION OF TRAINING PROGRAM S.

28% of the employees are satisfied with the duration of the training program. CHART NO – 12 LEVEL OF SATISFACTION TOWARDS DURATION OF TRAINING PROGRAM 47 .2 3 4 5 Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied TOTAL 21 6 11 75 28 8 15 0 100 INTERPRETATION 49% of the employees are highly satisfied with the duration of the training program. 8% are neither satisfied nor dissatisfied with the duration of the training program and 15% are dissatisfied with the duration of the training program.

NO 1 2 3 OPTIONS Organisation Employee Both 48 NO OF RESPONDENTS 23 35 17 PERCENTAGE OF RESPONDENTS 31 47 23 .50 45 40 % of respondents 35 30 25 20 15 10 5 0 49 28 15 8 0 Highly satisfied Satisfied Neither Dissatisfied Highly satisfied dissatisfied nor dissatisfied TABLE NO – 13: RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM S.

CHART NO – 13 RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM 49 .TOTAL 75 100 INTERPRETATION 31% say that training is for the benefit of organization. 47% say that training is for the benefit of employee and 23% say that training is for the benefit of both.

47 50 % of respondents 40 30 20 10 0 Organisation Employee Both 31 23 TABLE NO – 14: PURPOSE OF GIVING TRAINING S.NO 1 OPTIONS Employee 50 NO OF RESPONDENTS 28 PERCENTAGE OF RESPONDENTS 37 .

CHART NO – 14 PURPOSE OF GIVING TRAINING 51 .2 Organisation TOTAL 47 75 63 100 INTERPRETATION 37% feel that training is given according to employees need and 63% feel that training is given according to organizations need.

70 60 50 % of respondents 37 40 30 20 10 0 Employee 63 Organisation TABLE NO – 15: THE COMPETENCE OF RESOURCE PERSON FOR THE TRAINING PROGRAM S.NO OPTIONS NO OF RESPONDENTS 52 PERCENTAGE OF RESPONDENTS .

1 2 Yes No TOTAL 63 12 75 84 16 100 INTERPRETATION 84% says that competent person handle training sessions and 16% says that competent person doesn’t handle training sessions. CHART NO – 15 THE COMPETENCE OF RESOURCE PERSON FOR THE TRAINING PROGRAM 53 .

16 Yes. 84 TABLE NO – 16: REASON FOR PROVIDING TRAINING S.No.NO 1 2 OPTIONS To develop skills in current job Future development 54 NO OF RESPONDENTS 49 26 PERCENTAGE OF RESPONDENTS 65 35 .

TOTAL 75 100 INTERPRETATION 65% of the employees say that training is provided to develop skills in current job and 35% says that training is provided for future development. CHART NO – 16 REASON FOR PROVIDING TRAINING 55 .

NO 1 2 OPTIONS Strongly agree Agree 56 NO OF RESPONDENTS 31 29 PERCENTAGE OF RESPONDENTS 41 39 . 35 To develop skills in current job.Future development. 65 TABLE NO -17: GIVEN ENOUGH PRACTICE DURING TRAINING S.

3 4 5 Neutral Disagree Strongly disagree TOTAL 10 5 75 13 7 0 100 INTERPRETATION 41% says that enough practice is given during the training session. 39% says that enough practice is given during the training session. CHART NO – 17 GIVEN ENOUGH PRACTICE DURING TRAINING 57 . 13% says that enough practice is given during the training session and 7% says that enough practice is given during the training session.

NO 1 2 OPTIONS Yes No NO OF RESPONDENTS 75 - PERCENTAGE OF RESPONDENTS 100 0 58 .45 40 35 % of respondents 30 25 20 15 10 5 0 41 39 13 7 0 Strongly agree Agree Neutral Disagree Strongly disagree TABLE NO -18: THE AVAILABILITY OF TRAINING MATERIALS S.

CHART NO -18 THE AVAILABILITY OF TRAINING MATERIALS 59 .TOTAL 75 100 INTERPRETATION All the respondents say that they are provided with sufficient training materials.

100 100 90 80 70 % of respondents 60 50 40 30 20 10 0 Yes No 0 TABLE NO – 19: IMPROVING THE SKILL DUE TO TRAINING PROGRAM S.NO 1 OPTIONS Yes 60 NO OF RESPONDENTS 75 PERCENTAGE OF RESPONDENTS 100 .

CHART NO – 19 IMPROVING THE SKILL DUE TO TRAINING PROGRAM 61 .2 No TOTAL 75 0 100 INTERPRETATION All employees say that training helps them in improving their skill.

NO 1 OPTIONS Very high 62 NO OF RESPONDENTS 38 PERCENTAGE OF RESPONDENTS 51 .100 100 90 80 % of respondents 70 60 50 40 30 20 10 0 Yes No 0 TABLE NO -20: THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM S.

2 3 4 5

High Moderate Low Very low TOTAL

28 9 75

37 12 0 0 100

INTERPRETATION 51% had high involvement in training, 37% had high involvement in training and 12% had moderate involvement in training.

CHART NO – 20 THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM

63

60 50 % of respondents 40 30 20 10 Very high 0 12 0 High Moderate Low 0 Very low 51 37

TABLE NO – 21: SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

S.NO 1 2

OPTIONS Highly satisfied Satisfied
64

NO OF RESPONDENTS 57 13

PERCENTAGE OF RESPONDENTS 76 17

3 4 5

Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied TOTAL

5 75

7 0 0 100

INTERPRETATION 76% are highly satisfied with the infrastructure of training programme, 17% are satisfied with the infrastructure of training programme and 7% are neither satisfied nor dissatisfied with the infrastructure of training programme.

CHART NO – 21 SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

65

80 70 % of respondents 60 50 40 30 20 10 0

76

17 7 0 Highly satisfied Satisfied 0 Neither Dissatisfied Highly satisfied nor dissatisfied dissatisfied

TABLE NO -22: PRACTICAL SESSION HELD IN TRAINING PROGRAMME

S.NO 1 2

OPTIONS Yes No

NO OF RESPONDENTS 75 -

PERCENTAGE OF RESPONDENTS 100 0

66

CHART NO – 22 PRACTICAL SESSION HELD IN TRAINING PROGRAMME 67 .TOTAL 75 100 INTERPRETATION 100% of employees said that there are real time practices and practical session held in the training.

NO 1 2 OPTIONS Yes No 68 NO OF RESPONDENTS 69 6 PERCENTAGE OF RESPONDENTS 92 8 .100 90 80 % of respondents 70 60 50 40 30 20 10 0 100 0 Yes No TABLE NO – 23: RELATIONSHIP OF TRAINING AND PRODUCTIVITY S.

TOTAL 75 100 INTERPRETATION 92% says that productivity increases after training sessions and 8% says that productivity doesn’t increases after training session. CHART NO – 23 RELATIONSHIP OF TRAINING AND PRODUCTIVITY 69 .

8 Yes. 92 TABLE NO – 24: PARTICIPATION LEVEL DURING TRAINING SESSIONS S.NO 1 OPTIONS Yes 70 NO OF RESPONDENTS 67 PERCENTAGE OF RESPONDENTS 89 .No.

CHART NO – 24 PARTICIPATION LEVEL DURING TRAINING SESSIONS 71 .2 No TOTAL 8 75 11 100 INTERPRETATION 89% says that they are allowed to participate and implement their ideas during training session and 11% says they are not allowed to participate and implement their ideas during training session.

NO 1 OPTIONS Yes 72 NO OF RESPONDENTS 67 PERCENTAGE OF RESPONDENTS 89 .No. 11 Yes. 89 TABLE NO -25: LEVEL OF FEEDBACK RECEIVED S.

CHART NO – 25 LEVEL OF FEEDBACK RECEIVED 73 .2 No TOTAL 8 75 11 100 INTERPRETATION 89% says that feedback is received after training sessions and 11% says that feedback is not received after training sessions.

90 80 70 % of respondents 60 50 40 30 20 10 0 89 11 Yes No TABLE NO – 26: THE OVERALL SATISFACTION OF TRAINING PROGRAMME S.NO 1 OPTIONS Excellent 74 NO OF RESPONDENTS 48 PERCENTAGE OF RESPONDENTS 64 .

19% says well about the overall satisfaction of training programme. 7% says neutral about the overall satisfaction of training programme and 11% says average about the overall satisfaction of training programme.2 3 4 5 Good Neutral Average Bad TOTAL 14 5 8 75 19 6 11 0 100 INTERPRETATION 64% says excellent about the overall satisfaction of training programme. CHART NO – 26 THE OVERALL SATISFACTION OF TRAINING PROGRAMME 75 .

NO 1 OPTIONS Improvement is 76 NO OF RESPONDENTS 46 PERCENTAGE OF RESPONDENTS 62 .70 60 50 % of respondents 40 30 20 10 0 64 19 7 11 0 Excellent Good Neutral Average Poor TABLE NO – 27: OPINION ABOUT THE IMPACT OF TRAINING S.

CHART NO – 27 OPINION ABOUT THE IMPACT OF TRAINING 77 . And 25% of employees said that training can able to achieve targets.technical skill 2 3 Can able to achieve targets Deduction of errors in work TOTAL 19 10 75 25 13 100 INTERPRETATION 62% of employees said that training improve the technical skill. And the remaining 13% said that training helps to deduct errors in work.

NO 1 OPTIONS Clear defined training policy 78 NO OF RESPONDENTS 28 PERCENTAGE OF RESPONDENTS 37 .70 60 50 40 30 20 10 0 62 % of respondents 25 13 Improvement is technical skill Can able to achieve Deduction of errors targets in work TABLE NO – 28: STEP TO IMPROVE THE TRAINING IN EFFECTIVE MANNER S.

2 3 Well defined training objective and scope Effective training periods 10 6 13 8 4 5 Good Practice and feedback Self Development TOTAL 26 5 75 35 7 100 INTERPRETATION 37% of the employees say that training is effective by clearly defined the training policy. 35% are good practice and feed back and 7% of employees are to improve the self development programs. 8% are well effective training periods. 13% of employees are well defined the training objective and scope. CHART NO – 28 STEPS TO IMPROVE THE TRAINING IN EFFECTIVE MANNER 79 .

80 .40 35 % of respondents 30 25 20 15 10 5 0 37 35 13 8 7 Clear defined Well defined training training policy objective and scope Effective training periods Good Self practice and development feedback CHI SQUARE ANALYSIS NULL HYPOTHESIS: HO: There is no significant relationship between the gender and training needs. ALTERNATE HYPOTHESIS: H1: There is significant relationship between gender and training needs.

163 Tabulated value = 3.89 -1.163 Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1 Level of significance: 5% Calculated value = 1.572 3.106 23.894 -1.572 3.089 1.89 40.TABLE NO – 6.1 Employee perceptions on the training needs Training content Male Employee 6 Gender Female 22 TOTAL 43 Organisation 5 42 32 TOTAL 11 64 75 Calculation of chi square O 6 22 5 42 TOTAL E 4.84 Conclusion: 81 .518 0.873 0.10 (O-E) 1.583 (O-E)2/E 0.149 0.89 1.893 (O-E)2 3.89 6.6.587 3.

2 Employee perceptions on reason for providing training program 82 .6.Since CV < TV. we accept null hypothesis and hence there is no significant relationship between the gender and training needs. CHI SQUARE ANALYSIS NULL HYPOTHESIS: HO: There is no significant relationship between gender and providing training program. ALTERNATE HYPOTHESIS: H1: There is significant relationship between gender and providing training program. TABLE NO – 6.

034 0.41 1.689 Tabulated value = 3.370 0.19 41.089 0.19 -1.19 1. we accept null hypothesis and hence there is no significant relationship between the gender and providing training program.84 Conclusion: Since CV < TV.19 (O-E) -1.81 3.196 0.Providing training program To develop skills in current job Future development 5 Male 6 Gender Female 43 TOTAL 49 21 26 TOTAL 11 64 75 Calculation of chi square O 6 43 5 21 TOTAL E 7.41 (O-E)2/E 0.19 1.81 22.193 (O-E)2 1.41 1.689 Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1 Level of significance: 5% Calculated value = 0. 83 .41 1.

36 Overall satisfactio n 48 84 .3 Overall satisfaction of the training program Reasons Excellent (5) Good (4) 14 Neutral (3) 5 Average (2) 8 Poor (1) 0 weighted average 4.6.WEIGHTED AVERAGE TABLE NO – 6.

36 ~4 Conclusion: Most of the employees say that the overall satisfaction of the training programme is good.61 Opportunity to learn 54 85 .4 Opportunity to learn from training program Weightage SA (5) A (4) 13 N (3) 8 SDA (2) 0 DA (1) 0 weighted average 4.+(Xn*Wn) N = 327/75 = 4.Formula: Weighted average = (X1*W1)+(X2*W2)+……….6. WEIGHTED AVERAGE TABLE NO – 6.

WEIGHTED AVERAGE TABLE NO – 6.+(Xn*Wn) N = 346/75 = 4.5 Enough practice during training program Weightage SA (5) A (4) 29 N (3) 10 SDA (2) 5 DA (1) 0 weighted average 4.6.15 Enough practice during training 31 86 .Formula: Weighted average = (X1*W1)+(X2*W2)+……….61 ~5 Conclusion: Most of the employees are strongly agree that training is an opportunity to learn.

Majority of the employees agree that training is necessary and they strongly agree that training is an opportunity to learn. FINDINGS • • Among 75 respondents.3500.+(Xn*Wn) N = 311/75 = 4. most of them are in the age group of 18 – 25. Most of the employees working in this organization have experience of less than 1 year and 49% of the respondents earn between Rs.15 ~4 Conclusion: Most of the employees agree that enough practice is given to them during the training program. None of the respondents are diploma holders or graduates. Majority of the respondents are female and most of them are unmarried. • • • All the employees have attended the training program in Pothys Clothing (p) Limited.3000 and Rs.Formula: Weighted average = (X1*W1)+(X2*W2)+………. 87 • .

• All the employees have told that feedback is always received after training sessions held by the Pothys Clothing (P) Limited. 88 . • Most of the employees feel that training is given according to organizations need and says that competent resource person handled training sessions. • Most of the employees feel that training improve their skill and they had high involvement in training. • • Almost all the employees have stated that training leads to increase in productivity. • Majority of the respondents have stated that the overall satisfaction of the training programme is excellent. • The employees have very well understood that training is for the benefit of candidates. • Majority of the employees have stated that the infrastructure of the training is too good and also the overall training performance is good. • Most of the respondents say that they are highly satisfied with the level of satisfaction towards duration of training program conducted by Pothys Clothing (P) Limited. Few of the employees feel that they are not allowed to participate and implement their ideas during training sessions. • Majority of the employees say that training is provided to develop skills in current job and enough practice and sufficient training material is given during the training session.• Majority of the employees have stated that the duration of the training programme is satisfactory and the training content matches the job requirements.

• The employees should be made to realize that training is for their benefit and also its Importance. • Training should be given according to the needs of the employees and they must be permitted to participate in determining the training needs.SUGGESTIONS & RECOMMENDATIONS • First-of-all the company should make aware of the training policies to all employees irrespective of the category. 89 .

90 .• The number of training programmes will be effective if it is handled by external faculty members. • All employees should be given a chance to let their opinions open and the best of it shall be implemented. • Training may motivate the employees to get higher production for employers and higher incentives for employees. • The duration of the training program should be according to the convenience of the employees. • Training programmes should be still motivational to achieve 100% effectiveness. The study reveals that the training programmes are really effective and directed towards the objectives. The number of training programmes and their duration will be more effective if it is increased. The study also reveals that the training programmes are evaluated and the employees participate in programmes with high enthusiasm and readiness to implement it in their work. CONCLUSION The employees are highly satisfied with the training system of Pothys Clothing (P) Limited.

91 . The suggestions already given may be implemented then it will have the positive impact and beneficial both for the company and employees.The company is making continuous effort to update the knowledge and skills of employees.

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