You are on page 1of 47

CONTENTS S. NO PARTICULARS PAGE.

NO

INDUSTRY PROFILE

1-11

INTRODUCTION TO COMPANY PROFILE 12-14

FUNCTIIONAL DEPRTMENTS

15-16

PRODUCT AND SERVICES PROFILE

18-47

5 6

RESEARCH IN FUNCTIONAL AREA CONCLUSION

48-53 53-60

INTRODUCTION

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness. Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

Training and development encompasses three main activities: training, education, and development. Graven, Cosine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: This activity is both focused upon, and evaluated against, the job that an individual currently holds. This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. This activity focuses upon the activities that the organization employing the individual, or team based. Training is successful not only with good training design and training objectives but also with the readiness and willingness of the trainees. For the training to be successful, three things are required: Motivation Knowledge, Skills, and Attitudes (KSAs) Expectations towards Training

Expected Performance is directly proportional to the multiplication of motivation, required KSAs, and expectations towards training i.e. If the trainee is not motivated to learn, no learning is likely to occur no matter how good the training methods are, or how talented the trainees are. Therefore, it is important to intervene before training and provide them the information about the learning outcome that they can expect and how the learning outcome will help in achieving the objectives. This increases the motivation to learn and to be successful in training.

Positive expectations matter a lot in a training program. If the trainee perceives the training as waste of time, and waste of resources, no learning is likely to occur. No learning is possible with negative perception. On the other hand, if the trainee believes and expects that the training would help him to improve upon his professional skills and would further help him in achieving his personal goals, the probability of training to meet the objective increases.

It is important that the selected trainees should have the right KSAs for the training because even if the methods and contents of the training is good but the candidates do not have the right KSAs, the training program will fail. Also the training methods would not be effective if the candidates are lacking the desired skills. Before, proper selection technique is must that would ensure that hired have the requisite KSAs to be successful in training.

OBJECTIVES OF THE STUDY

PRIMARIY OBECTIVE: To study about the training facilities provided in the organization to the employees.

SECONDERY OBCETIVES: To study the nature of training imparted. To find the level of satisfaction in the organization. To identify the deficiencies of the training program if any. To know whether effective training could change the employee attitude towards work and increase productivity. To analyze whether training effectiveness is effective.

SCOPE OF THE STUDY This study is conducted for understanding the effectiveness of training among the employees in the organization.

It also highlights to identify the major dissatisfaction areas in the working environment. This study is used for finding out the successiveness and main drawback and to make suggestion to overcome the difficulties in the training program prepared by the company.

COMPANY PROFILE MERCURY FITTINGS PVT LTD

Mercury Fittings Pvt. Ltd., is one of the leading manufactures of pipe and tube fittings components of brass and steel and automobile parts. Mercury Fittings Pvt.Ltd., having established in 1983, have developed to a full fledged manufacturing unit with annual capacity of more than 10 million components. We are producing large varieties of compression filltings, flare type fittings and high pressure couplings for hydraulic, pneumatic and refrigeration application, in strict compliance of BS, IS, and SAE specifications in various ranges and also we are manufacturing machined components as per the customer's requirements. We have developed to a full-fledged manufacturing unit for precision and machined components supplying to all leading OEM groups of customers namely M/s. Cummins India Ltd., Pune, Caterpillar India Ltd., Tiruvellore, Hindustan Power Plus Ltd., Brakes India, ELGI Equipments ... We do own the rare privilege of being the self certified supplier to all leading earch movers and automobile manufactures. Our field activities are not confined to the customers in India. We have been exporting Automobile products to M/s. Michex International Inc, USA since 1999. Mercury Fittings Pvt. Ltd., have established Quality Assurance Laboratory, which is responsible for inspection of components. The above provides a general description of the company

OLIVE TYPE Elbow Connector TEE

FERRULE TYPE Elbow Connector

FLAIR TYPE Elbow TEE Connectors

HOSE FITTINGS Elbow connector

FORGED AND MACHINED COMPONENTS TO CUSTOMER DRAWING.

FORGED AND MACHINED COMPONENTS TO CUSTOMER DRAWING.

Pipe Line Fittings

FUNCTIONAOL DEPARTMENT: HR DEPARTMENT Requiretment Salary dispatch Performance Training Induction ACCOUNTS DEPARTMENTS General ledger Main cash Petty cash Balance sheet

PRODUCTION DEPARTMENT Raw material into finish goods

PURCHASE DEPARTMENT Raw material Consumable SALES DEPARTMENT Asper schedule dispatch NEW PRODUCT DEVELOPMENT DEPARTMENT To develop new products as per the standards 9

MAINTENANCE Machinery to ensure smoth function EDP Coumputer hardware and software AWARDS

South Pacific Viscose, acknowledged our timely delivery of project order for PCO-6 expansion without any penalty, July 2008.

P.T Indo - Bharat Rayon appreciated our hard work in delivering them MSFE 6 Project order on time without any penalty, 2007.

Thai Rayon Public Company Limited, Bangkok, Thailand acknowledged our service in their multistage flash evaporator, August 2006.

P.T Indo - Bharat Rayon tremendously acknowledged our service delivery in their multistage flash evaporator, December 2005.

We earned accolade and further work specifications from South Pacific Viscose, May 2003, with the seamless supply and servicing of items for the multistage evaporator plant suitable for high end spin bath solutions. The items included evaporator heaters, tube sheets, dish ends and vessels.

P.T Indo - Bharat Rayon tremendously acknowledged our service delivery in their multistage flash evaporator, April 2003.

10

We have successfully carried out fabrication and rubber lining work for Jayshree Chemicals Limited, June 2002. The work included the supply of primary cell components, mercury inlet box, brine inlet box, brine outlet box, vertical decomposers, primary cell covers, troughs and vacuum degassifier MSRL pipes.

DCW Limited, June 2000, accredited the quality services by Arul Rubber in the consistent supply of MSRL cell components, MSRL pipes and fittings for 20 years.

P.T South Pacific Viscose, April 2000, placed further specifications and work orders due to our quality services for their multistage flash evaporator plant suitable for extreme spin bath solutions.

P.T Indo Bharat Rayon, August 1999, placed more work orders for their multistage flash evaporator.

SIV Industries Limited, January 1997, congratulated the team's operations on the MSFE heaters for the client's viscose staple fiber plant.

Grasim Industries Limited, September 1997, applauded Arul Rubbers for its consistent handling of very tough operations in MSFE heaters, tube plates and dish ends.

Indian Rayon and Industries Limited, August 1996, complimented the team on their effort while reducing the downtime of complex equipments like vapor vessels and spin bath sand filters.

Grasim Industries Limited, October 1996, highlighted the commitment shown by the team while developing new chemicals under critical operations.

11

Grasim Industries Limited, January 1995, witnessed the team's versatility and skills under complex operations in developing new chemicals.

SIV Industries Limited, March 1995, complimented Mr. Vajravel for heading a team who developed various rubber linings to withstand acidic factors and live steam temperature for heater shells which was the first of its kind in India.

Ballarpur Industries Limited, June 1994, highlighted the Arul Rubbers team for handling mission critical services in side channels and flanges for mercury cells.

Kerala Minerals and Metals Limited congratulated the team for its success in making their client's operations very successful by carrying out white natural rubber lining operations for their sand mill rotor and stator. Moreover, the Arul Rubbers team also performed tasks in the rubber lining of their slurry storage tanks.

12

PRODUCT AND SERVICES PROFILE

Sae Fittings Pipe Tee, Clevis, Cock Pipe Plug Olive Type Elbow Connector Tee Ferrule Type Elbow Connector Flair Type Elbow Tee Connectors Hose Fittings Elbow Connector Forged and Machined Components to Customer Drawing. Forged and Machined Components to Customer Drannwing. Pipe Line Fittings International Clients : M/s. Michex International Inc. USA Beaumanor Engineering Ltd, U.K National Clients : M/s Cummins India Ltd., Pune Caterpillar India Ltd., Tiruvellore ( Earliest while Hindustan Motors Ltd.,) Hindustan PowerPlus Ltd., Hosur Brakes India Ltd., Chennai L & T Demag Ltd., Chennai Elgi Equipments Ltd., Coimbatore Lakshmi Machine Works Ltd., Coimbatore Simpson & Co Ltd. Product Benefits Allow system miniaturisation and maximum luminaire design freedom Lamp lengths enable easy fitting into ceiling module systems Offers higher efficiencies and energy savings compared with TL-D lamps Virtually constant lumen level with excellent lumen maintenance Good colour rendering

13

LIMITATIONS OF THE STUDY

Due to the paucity of time only 50 samples were used for the study. The findings of the study will be applicable only to this company. The findings of the study are purely based on the opinion of the employees, so they may be biased.

During the break and lunch hour an meet to employees.

TRAINING AND DEVELOPMENT

DEFINITION OF TRAIDNING AND DEVELOPMENT: In todays fast moving world, organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through HRD. Employee training is a specialized and is one of the fundamental operative functions for HRM. Training is an organized activity for increasing the knowledge and people for a definite purpose. It involves systematic procedures for transferring technical knowledge to the employee so as to increase their knowledge and skills for doing specific jobs with proficiency. Training. Training is a short-term process utilizing a systematic and org process by which a non-managerial person acquires technical knowledge and skills for a 14

definite purpose. It refers to instructions. It is designed primarily for nonmanagers. It is for short duration for a specific job-related purpose. Training is a process of learning a sequence of programmed behavior. It is application of knowledge , it gives people an awareness PF rules and procedures, to guide the behavior. IMPORTANCE OF TRAINING

The importance of training with reference to industry, make employee more effective and productive. Training is actively and intimately connected with all the personal or managerial activities. It is an integral part of the whole management program, with all its many activities functionally inter-related. Trained employee make a better and economical use of materials and

equipment, therefore wastage and spoilage are lessened; the need for constant supervision is reduced. The importance of Training is a widely accepted problem solving device.

PRINCIPLES OF TRAINING The following principles can help to make training more effective. PRINCIPLES OF CLEAR OBJECTIVE The objective and scope of training program should be clearly defined. A comparison of operational requirement and existing skills will help to determine the specific training needs to employee. PRINCIPLES OF TRAINING POLICY A clearly defined training policy serves as the guide for designing and implementing training programs. 15

PRINCIPLES OF MOTIVATION Employees tend to be most responsive to training program when they feel the need to learn. Therefore, training must be related to the needs and problems of the trainees as well as to their abilities and aptitudes.

PRINCIPLES OF REINFORCEMENT Learning is more effective when there is reinforcement in the form of rewards and punishment.

PRINCIPLES OF ORGANIZED MATERIAL Training materials should be properly organized. The training section in consultation with supervisors should prepare training.

PRINCIPLES OF LEARNING PERIODS Learning takes time and teaching in segments is better then in one go. Several short sessions spread over a long period enable the trainee to learn, reinforced and review.

PRINCIPLES OF PREPARING THE INSTRUCTOR The instructor or trainer is the key figure in a training program. The trainer should not only be a good teacher but must know the subject and the job also.

PRINCIPLES OF FEED BACK Trainees should be provided information on how much they have learn and how will they are doing. Self graded tests and programmed learning can be used to provide feedback. 16

PRINCIPLES OF PRACTICE Practice makes a man perfect therefore trainer should be allowed continuous practice.

PRINCIPLES OF APPROPRIATE TECHNIQUE The methods and processes of training should be related directly to the needs and objectives of the organization.

17

OBJECTIVES OF TRAINING

To increase the knowledge of workers in doing specific jobs. To increase the productivity. To reduce number of accidents by providing safety training to workers. To bring about changes in attitudes of the workers. To improve overall performance of the organization. To prepare workers for higher jobs by developing advanced skills in them.

SCOPE OF TRAINING The scope of training is wide and comprehensive. The productivity improvement can be done with effective training.

In a world of changing values and rapidly increasing transformation, rigid statement about the field of training is to be revised. Training varies with changing opportunities, technologies and situations. It also increase with growing knowledge and experience. A training officer should therefore increase his training program that would be cohesive to the well being of the workers and the productivity of the concerned industry. This study intends to evaluate the effectiveness of training program prevalent in the organization. Through this researcher can give sufficient method to improve the effectiveness of training system.

18

BENEFITS OF TRAINING A well planned & executed training program should result in the following benefits: Reduction in Wastage & spoilage. Improvement in method of work. Reduction in learning time. Reduction in supervising burden. Reduction in machine breakage & maintenance costs. Reduction in accident rate. Improvement in quality of products. Improvement in production rate. Improvement in morale & reduction in grievances. Improvement in efficiency & production. Reduction in manpower obsolescence. Enabling the org to provide increased financial incentives, opportunity for internal promotion & raising of pay rates. Personal growth, Wider awareness among participants enlarged skill.

19

DIFFERENCE Training:

BETWEEN

TRAINING

&

DEVELOPMENT

It is a short term process It utilizes systematic and organized procedure Managerial personnel acquire Skill of training sub-ordinates. Non Managerial personnel acquire technical skill and knowledge for a definite purpose

It is primarily related with the job and technical skill learning

Development: It is a long term process It too utilizes systematic and organized procedures Managerial personnel get conceptual and theoretical knowledge and skill or managing. It is rarely used. Non Managerial personnel acquire technical skill and knowledge for a long term purpose. It is mainly useful for long term management development process.

20

TRAINING AND DEVELOPMENT Training is concerned with imparting and developing specific skills for a particular purpose. FLIPPO has defined training as the act of increasing the skills of an employee for doing a particular job. Thus training is a process of learning a sequenceprogrammed behavior. This behavior being programmed is relevant to a specific phenomenon that is a job. In earlier practice, training programmers focused more on operation for improved performance in a particular job. Most of the trainees used to be from operative levels like mechanics, machine operators and other kinds of skilled workers. When the problems if supervision increased, step were taken to training supervisors for better supervision. Gradually the problems increased in other areas like human relation besides the technical aspects of the job. Similarly problems were also experienced in management group also, that how managers could change their approach and attitude in order to face new challenges. This required a total change in utilizing the concept of training beyond operative level of supervisory and management groups. People in the management group have to perform more variety of jobs because of their vertical and horizontal movement in the organization. Therefore managers should be trained and developed to handle a variety of jobs.

ROLE OF TRAINING AND DEVELOPMENT No organizations have a choice of whether to train its employees or not. The only choice is that of methods. The primary concern of organization is its viability and efficiency. There is no continuous environmental pressure for efficiency and if the organization does not respond to this pressure, it may find itself rapidly losing whatever share of market it has training imparts skills and knowledge to the employees in order

21

that they contribute to the organizations efficiency and be able to scope up with the pressures of changing environment. Bass has defined three factors, which necessitates continuous training in an organization. They are technical advances, organizational complexity and human relation. All these factors are related to each other. Thus training can play the following roles in an organizations. INCREASE IN EFFICIENCY Training plays an active role in increasing efficiency of employees in an organization. Though an employee can learn more things while he is put on a job he can do much better of he learn how to do the job. This becomes important especially in the context of changing technology because the old method of working may not be relevant. INCREASE IN MORALE OF EMPLOYEES Morale is mental condition of an individual or group, which determines the willingness to co-operative. High morale is evidence by employee enthusiasm, voluntary confirmation with the regulation and willingness to co-operative with others to achieve organizational objectives. BETTER HUMAN RELATIONS Training attempts to increase the quality of human relations in an organization. Growing complexity of organizations has led to various human problems like alienation, inter personnel and inter group problems. Suitable human relations training can overcome many of these problems. Many techniques have been developed through which people can be trained and developed to tack problems of social and psychological nature. REDUCED SUPERVISION Trained employees require less supervision. They require more autonomy and freedom, which can be given if the employees are trained properly to handle their jobs without the help of supervision. With reduced supervision, a manager can increase his span if management. This may result in to lesser number of intermediate levels in the organizations, which can save much cost to the organization. 22

INCREASED FLEXIBILITY

ORGANIZATIONAL

VIABILITY

AND

Trained people are necessary to maintain organizational viability and flexibility. Viability relates to survival of the organization during bad days and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making shortterm adjustment with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the position vacated by key personnel. In fact, there is no greater organizational asset than trained and motivated personnel because these people can turn the other assets into productive whole.

ASSESSING TRAINING AND DEVELOPMENT NEEDS Need for training and development arises to maintain the match between employees capacity and their job requirements in terms of knowledge, skills and attitudes. Knowledge refers to the possession of information, facts and techniques of a particular field. Skills refers to the proficiency required to use the knowledge to do work. Attitudes refer to the persistent tendency to feel and behave in a favorable and unfavorable way towards a person, objectives or ideas. TRADITIONAL DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian 23 AND MODERN APPROACH OF TRAINING AND

Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. Training and development encompasses three main activities: training, education, and development. Graven, Cosine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: TRAINING: This activity is both focused upon, and evaluated against, the job that an individual currently holds. EDUCATION: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. DEVELOPMENT: This activity focuses upon the activities that the organization employing the individual, or team based. Training is successful not only with good training design and training objectives but also with the readiness and willingness of the trainees. For the training to be successful, three things are required: Motivation Knowledge, Skills, and Attitudes (KSAs) Expectations towards Training Expected Performance is directly proportional to the multiplication of motivation, required KSAs, and expectations towards training i.e.

24

MOTIVATION: If the trainee is not motivated to learn, no learning is likely to occur no matter how good the training methods are, or how talented the trainees are. Therefore, it is important to intervene before training and provide them the information about the learning outcome that they can expect and how the learning outcome will help in achieving the objectives. This increases the motivation to learn and to be successful in training. EXPECTATIONS: Positive expectations matter a lot in a training program. If the trainee perceives the training as waste of time, and waste of resources, no learning is likely to occur. No learning is possible with negative perception. On the other hand, if the trainee believes and expects that the training would help him to improve upon his professional skills and would further help him in achieving his personal goals, the probability of training to meet the objective increases. KNOWLEDGE, SKILLS AND ATTITUDES (KSA): It is important that the selected trainees should have the right KSAs for the training because even if the methods and contents of the training is good but the candidates do not have the right KSAs, the training program will fail. Also the training methods would not be effective if the candidates are lacking the desired skills. Before, proper selection technique is must that would ensure that hired have the requisite KSAs to be successful in training. TRAINING AND DEVELOPMENT OBJECTIVES: The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. INDIVIDUAL OBJECTIVES:

25

Help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

ORGANIZATIONAL OBJECTIVES: Assist the organization with its primary objective by bringing individual effectiveness. FUNCTIONAL OBJECTIVES: Maintain the departments contribution at a level suitable to the organizations needs. SOCIETAL OBJECTIVES: Ensure that an organization is ethically and socially responsible to the needs and challenges of the society. THE SYSTEM MODEL OF TRAINING: The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows: ANALYSE AND IDENTIFY: The training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. DESIGN: Design and provide training to meet identified needs. This step structuring the contents. 26 requires

developing objectives of training, identifying the learning steps, sequencing and

DEVELOP: This phase requires listing the activities in the training program that will assist the

participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. IMPLEMENTING: It is the hardest part of the system because one wrong step can lead to the failure of whole training program. EVALUATING: Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

METHODS OF TRAINING:

27

The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING: On-the-job training is given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically three methods: JOB ROTATION: In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job.

COACHING: Coaching develops operating skill as well managerial skills of trainee. In this, an experience superior plays the role of instructor. He sets some mutually agreed goals and tells the trainee what to do, suggest how to do, assess the progress and corrects errors. The coach helps the trainee to meet the goals through periodic review of his improvement and suggesting modification in behavior where needed. The objective of coaching is not only guiding a subordinate to perform his immediate performance but also provides him diversified work so that he may grow and progress. APPRENTICESHIP: Apprenticeship is one of the on job training methods. In this method, the trainee is put under the supervision and guidance of a superior person who is highly experienced in that particular field. The apprentice learns the skills needed to perform his job in actual 28

work situation. Now-a-days, many organizations are taking trainees into the organization as apprentices under the apprenticeship act. This method is used from a long time. Those who wanted to acquire skills and knowledge, work under experienced and skilled person. It is a very exhausting method of one the job training methods. OFF THE JOB TRAINING: It is given outside the actual work place. LECTURES/CONFERENCES: This approach is well adapted to convey specific information, rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method. FILMS: It can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized.

SIMULATION EXERCISE: Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play.

CASES: Present an in depth description of a particular problem an employee might encounter on the job. The employee attempts to find and analyze the problem, evaluate alternative courses of action & decide what course of action would be most satisfactory. EXPERIMENTAL EXERCISES: 29

These are usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions.

VESTIBULE TRAINING: Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job. ROLE PLAY: It is just like acting out a given role as in a stage play. In this method of training, the trainees are required to enact defined roles on the basis of oral or written description of a particular situation.

MANAGEMENT GAMES: The game is devised on a model of a business situation. The trainees are divided into groups who represent the management of competing companies. They make decisions just like these are made in real-life situations. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. The game goes on in several rounds to take the time dimension into account. IN-BASKET EXERCISE: It is also known as In-tray method of training. The trainee is presented With a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & are asked to take decisions on these within a

30

stipulated time. The decisions taken by the trainees are compared with one another. The trainees are provided feedback on their performance. INDUCTION TRAINING: Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training: Learning about the duties of the job Meeting new colleagues Seeing the layout the premises Learning the values and aims of the business Learning about the internal workings and policies of the business

Evaluation of training programme Evaluation of training means measuring the effectiveness of a training program. Evaluation helps in defining the learning outcomes more sharply, remove unnecessary training content, and ensure that the training method meets the training needs of the learners and consequently of the business. This effectiveness is as much about short-term retention as about the long-term retention and application by learners. Today most organizations talk about measuring the effectiveness of the training programs. While most traditional institutions have mechanisms in place where they measure the effectiveness of the classroom training programs, most modern day training programs are still not evaluated objectively or accurately. 31

The first stage of evaluation is done at the end of the training. The purpose of evaluation is to ensure the training achieves its objective. It identifies that what effects training has on the individual. Its gives the answer of do's trainee does anything differently from what she or he used to of doing before the training? Second face of evaluation aimed at longer term and wider impact of the training. It gives the answer of how much of the training has retain and used by the trainee at the work place after a period of time. The period of time could be a few weeks, some months or even longer. The training can be evaluated by two types of method. QUALITATIVE METHODS: INTERVIEWING: After the completion of a training programme, the trainees can be interviewed. If the training event was an external event, the departmental manager can conduct the interview. The interview could be either structured or unstructured. In a structured interview, the manager should have a list of prepared questions that he may ask to the staff that were part of the training program. In an unstructured interview, the manager may ask an open question, Tell me about the recent training programme you have attended and listen to the responses. Supplementary questions may be asked when required. The answers should be recorded. OBSERVATION: The departmental manager may observe the member of staff whether there is a change in his or her performance. For example, a member has attended a time management training programme, the manager may observe the way he or she priorities the work, to see if there is a change. FOCUS GROUP: The group of trainees can have meet and have a discussion before and after the training programme. There should be a train facilitator to facilitate the group. The change in group after the training should be recorded. 32

SELF REFLECTION: The trainees may keep a diary and make note about how he or she is progressing during the training programme. After the completion of training, a trained person can review the diary and come to a decision about the impact of training programme.

CASE STUDY: A particular department or location can be monitored for a particular time to study the result of training. COMMENTS FROM ATTITUDE AND TRAINING SURVEYS: A questionnaire can be given to trainee regarding the training programme. The outcome of the answers given by the trainee may reflect the impact of training programme. QUANTITATIVE METHODS: PRE TEST AND POST TEST: A test of trainees can be taken before and after the training. For example, a secretary may have a test to see that how fast she could take down the dictation. After the test, the secretaries join a training programme to improve her performance. At the end of that course, another test could be taken to see the improvement in taking dictation. The improved speed would be the impact of the training programme. CALCULATING THE EFFECT: Some significant areas like employees turnover, absenteeism and performance can be examined to see if there has been any improvement after training. COSTS BENEFIT ANALYSIS: The cost benefit analysis should be carried out at two separate times. During the development of training programme, the cost and benefits of the training should be estimated and actual coast and benefits are analyzed at the end of the company. 33

RESEARCH METHODOLOGY

The validity of any research is based on the systematic method of data collection and analysis. AREA OF STUDY The study was conducted at MERCURY FITTINGS PVT LTD employees.

AIM OF STUDY The aim of the study is to study about the Training and Development. Sampling Methods Sampling method was used to collect pertinent data and respondents were selected randomly. Sample Size Field service technique was employed to collect primary data from employees. Sampling Technique 34 50

The respondents were selected by using simple random sampling methods from selected employees. DATA COLLECTION The presents study raised both primary as well as secondary data.

Primary Data It is the first hand information, which is being collected by the researcher, or the assistant is called the primary data. In this study the primary data was collected through structured questionnaire and field survey technique was employed to collect the primary data from the 50 selected sample respondents of employees. MERCURY FITTINGS PVT LTD

Secondary Data Besides the primary data the secondary data was collected from the company profiles, records, magazines, annual reports and so on.

TOOLS FOR DATA COLLECTION Questionnaire was the main tool for collecting the data. Hence pain has been taken to construct the questionnaire in a systematic way by covering adequate and relevant question to ensure in achieving research objectives. DATA ANALYSIS

35

The data collected from the primary source was arranged sequentially and tabulated in a systemized order. TOOLS FOR ANALYSIS Data collected through questionnaire were tabulated. In order to analysis and interpretation of data simples statistical tools like percentage analysis and chisquare analysis were used. STATISTICAL TOOLS USED: Collected data were analyzed by using Percentage analysis Chi-Square Correlation

PERCENTAGE ANALYSIS: Percentage refers to a special kind of ratio. Percentage is used in making comparison between two or more series of data. No of Respondents Percentage (%) = --------------------------- x 100 Total Respondents

CHI-SQUARE: X-Square is one of the simplest and most widely used non-parametric tests. The quantity chi-square describes the magnitude of the discrepancy between

theory and observation. Chi-Square X = [(O-E) /E]

36

CORRELATION: Correlation is a statistical measurement of the relationship between two

variables. Possible correlations range from +1 to 1. A zero correlation indicates that there is no relationship between the variables. A correlation of 1 indicates a perfect negative correlation, meaning that as one variable goes up, the other goes down. A correlation of +1 indicates a perfect positive correlation, meaning that both variables move in the same direction together. DATA ANALYSIS AND INTERPRETATION

TABLE NO: 1 AGE GROUP OF THE RESPONDENTS

S.NO

Age 1 18-20 2 21-30 3 31-40 4 ABOVE 41

No of Respondents 8 13 21 8

percentage 16% 26% 42% 16%

TOTAL

50

100

Sources of data 37

Inference From the above table it is clear that 42% of the respondents belong to the age group between 31-40 yrs, 26% belong to the age group between 21-30 yrs, 16% belong to the age group between between 18-20 yrs. above 41 yrs and remaining 16% belong to the age group

TABLE NO: 2 SEX OF THE RESPONDENTS

S. No

Sex 1 Male 2 Female

No of Respondents 36 14

percentage 72% 28%

Total

50

100

Sources of data

Inference From the above table it is clear that 28% of the respondents are female. 72% of the respondents are male and

38

TABLE NO: 3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

S. No

Educational Qualification 1 HSLC 2 ITI 3 DIPLOMA 4 U.G 5 P.G Total

No of Respondents 7 18 13 7 5 50

Percentage 14% 36% 26% 14% 10% 100%

Sources of data

Inference From the above table it is clear that 14% of the respondents have completed U.G degree, 10% of them have completed in P.G degree, 36% of them have completed in

39

Diploma, -% of them have completed in H.S.L.C and 26% of them have completed in I.T.I.

TABLE NO: 4

WORK EXPERIENCE OF THE RESPONDENTS

S. No

Work Experience 1 1 yrs 2 1-5 yrs 3 5-10 yrs 4 10-15 yrs 5 Above 15 yrs

No of Respondents 13 17 8 7 5

percentage 26% 34% 16% 14% 10%

Total

50

100

Sources of data

40

Inference From the above table it is clear that 10% of the respondents have 5-10 yrs of them have respondents 1-5 yrs of

experience, 14% of the respondents above 15 yrs of experience, 16% of them have respondents 10-15 yrs of experience, 34 % of experience and the remaining 26% of the respondents is 1 yrs.

OPINION OF THE RESPONDENTS FOR THE FOLLOWING STATEMENTS

OPINION OF THE RESPONDENTS FOR THE FOLLOWING STATEMENTS TABLE NO: 5 IS YOUR WORK SIMPLIFIED AFTER THE TRAINING

S. No

Opinion 1 Yes 2 No

No of Respondents 44 6

Percentage 88% 12%

Total

50

100%

Sources of data

41

Inference From the above table it is clear that 12% of the respondents replied that training to simplification of the work and the remaining, 88% of them replied negatively.

OPINION OF THE RESPONDENTS FOR THE FOLLOWING STATEMENTS TABLE NO: 6 SATISFACTION WITH THE CURRENT LEVEL OF TRAINING AND DEVELOPMENT

S. No

Opinion 1 Strongly Agree 2 Agree 3 Neither or Nor 4 Disagree 5 Strongly Disagree

No of Respondents 8 30 12 0

Percentage 16% 60% 24% 0

Total

50

100

Sources of data

42

Inference From the above table it is clear that 0% of the respondents agree that there is satisfaction with current level of training and development, 0% of them strongly agree, 24% of them disagree,60% of them strongly disagree and 16% them neither or nor..

APPENDIX A STUDY ON TRAINING AND DEVELOPMENT 1. 2. 3. 4. 5. 6. Name Age Marital Status Monthly income Education Level Working Level : : : : : :

7.Has your company organizes a training and development programme? Yes( ) no( ) 8.if your organization identifies the training needs for the employees? Yes( ) No( ) 9. on an average,how much time did it used to take for training and development programme? -one month -two month -three month 10.how much training programs has been made in the past one year? -one Two Three 43

11.do you have any training programs in the coming financial year? Yes No 12.do your top management take feed back? Yes No 13,are office conditions comfortable? Yes No 14.do you satisfy with orgasnisational training and development programme? Yes No 15.the training programmes at mercury fittings are detailed to strategies & business plans of organization? A)Strongly agree b)agree c)indifference d)disagree e)strongly disagree 16.To what extent the induction training gives an important to the organization? a)to great extent b)to satisfactory level c)to little level d)no importance 17.introduction training provides an exellent opportunity for new comers comprehensively about the organization? A)Strongly agree b)agree c)indifference d)disagree e)strongly disagree 18.how often are you satisfier with the number of training progamme conducted in the calendar year? -monthly -quarterly -haly yearly -annually 19.does training programme conducted after completion of performance? A)Strongly agree b)agree c)indifference d)disagree e)strongly disagree 20.what is the impact of the training programme your personality development? A)Good impact b)average c)no impact d)negative impact 21.how often do you feel that the training programmes conducted help in developing leadership qualities? 44

A)Almost always b)quality frequently d)Almost never

c)seldom

22.There is well desingned and widely shared training policy in the company? A)strongly agree b)agree c)neutral d)dis agree 23.To what extend did the training programmes help to build positieve interpersonal relation? A)To a great extent b)moderate c)to some extent d)very little 24. How often does training programmes help boost in the self morale of employee all the work place? A)Almost always b)quality frequently c)seldom d)Almost never 25.To what extend does the training programme help in discipline job responsibility and reducing errors and wastages at the work place? A)To a great extent b)moderate c)to some extent d)very little

45

CONCLUTION

The purpose of this thesis was exploring and understanding the relation between job performance and well-being. It has been fulfilled by using the environmental stressors as tools,meaning that the authors have proposed the possible link between job-related wellbeading and job performance.

Due to the fact that each worker has different characteristics, it can be assumed that there is not one way of handling the issue of increasing the performance and well-being of employees by their manager.

46

SUGGETION

The company, though it is giving good training, still has to improve soft skills training to give more satisfaction and release the stress of employees. my suggetion is that the training period defenitely has some motivational values among the employees. They should be trained to work without stress to increase their productivity.

BIBLIOGRAPHY: 1.INDUSGTRIAL AND ORGANIZAIONAL PSYLOGY.ENGLEWOOD CLIFFS. 2.OGANIZATIONAL BEHAVIOUR.N.J.PRENTICE-HALL. 3.HUMAN RESOURSES MANAGEMENT.ASWATAPA.

47