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Acknowledgement

I hereby express my sincere gratitude to the management


of Federal mogul goetze, Bahadurghar, Patiala for granting me
permission to undertake my training work in my prestigious
organization and acquiring me practical knowledge concerning

training and development department.

I want to express my gratitude to Mr. Mayank Sharma


(head training and development) who took pains to see that I
get facilities required for my project work.

I want express my sincerest thanks to Mr. Yogesh Gupta


(H.O.D) for allowing me to make project report at Federal Mogul
Goetze, Patiala.

I also acknowledge my thanks to all the other staff


members of GOETZE, Patiala, who have helped me at every step
in completing this report.

Kamaldeep kaur

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DECLARATION

I Kamaldeep Kaur , student of M.B.A. , studding at Collage of


Management & Technology, Patiala hereby declare that summer
training report on A STUDY ON TRAINING AND DEVELPOMENT
submitted to Punjabi University Patiala in partial fulfillment of

degree of Master of Business Administration.

The information and data given in this report is authentic to the


best of my knowledge.

This summer training report is not being submitted to any other


university for award of any other Degree, Diploma and
Fellowship.

(Kamaldeep Kaur)

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INTRODUCTION

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Federal-Mogul Goetze (India) Limited was
established in 1954 as a joint venture with
Goetze-Werke of Germany.

Goetze-Werke of Germany is now owned by


Federal-Mogul Corporation, a $6.3 billion global
company and one of the leading manufacturers
of automotive components in the world.

Federal-Mogul Goetze (India) Limited is the


largest manufacturer of pistons and piston rings
in India.

Production Piston rings 54.96


Capacity: Million
Pistons 13.57
Million
Turnover: Apr 06 - Dec 06 INR 4500
Million
Net Profit (after Apr 06 - Dec 06 INR (63.14)
tax): Million
Product Range: pistons, piston rings, cylinder
liners, light alloy castings,
sintered products

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HISTORY

1954 Incorporated as a JV with Goetze Werke


Ring & liner Patiala
1957
production
1958 Piston production as Patiala
escorts (Automotive
Division)
(Collaboration:Mahle)
Cast iron / Forged Patiala
1960 piston production
started
Pins / ring carrier Patiala
1968
production started
Piston / ring Bengaluru
1977
production started
Steel rings / Large Bengaluru
1982
bore locomotive piston
1985 Light alloy products Patiala
Auto thermic pistons Bengaluru
1989
production

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Moly coated / IKA / Patiala
1990
chrome oil rings
Large bore rings / Bengaluru
1992
pistons for battle tanks
Composite pistons / Bengaluru
1994
new ring foundry
1996 Escorts (Automotive Division) hived off into joint
venture with M/S Mahle, Germany
Goetze TP (India) Ltd. - Manufacturer of steel
1997
rings
Merger of Federal-Mogul sintered products Ltd.
2001
with Goetze (India) Ltd.
Merger of Escorts pistons activities with Goetze
2003
(India) Ltd.
2004 Introduction of chrome-ceramic rings
Technical collaboration for pistons with Federal-
2004
Mogul Corporation
Majority stakeholding acquisition by Federal-
2006
Mogul Corporation
Name changed "Goetze (India) Limited" to
2006
"Federal-Mogul Goetze (India) Limited"

MAIN PRODUCTS:

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Pistons (Produced by GOETZE Mahle Ltd.)
Piston pins (Produced by Suko pin plant)
Piston Rings (Produced by Goetze (India) Ltd.
Cylinder liners (Produced by Goetze (India) Ltd.)
Shock Absorbers (Produced by Goetze (India) Ltd.)

COLLABORATING COMPANIES:

MAHLE (Of West Germany)


GOETZE (Of West Germany)
SUKO (Of West Germany)

MAIN DEPARTMENTS:

a) Manufacturing Departments:
SUKO PIN PLANT
MAHLE PISTON MAKING SHOP (PMS I)
MAHLE PISTON MAKING SHOP (PMS II)
MAHLE FOUNDRY
GOETZE CYLINDER LINER SHOP
GOETZE RING MAKING SHOP
GOETZE SHOCK ABSORBER MAKING SHOP
GOETZE LIGHT ALLOY FOUNDRY
TOOL ROOM ( COMMON)

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b) Other Departments:
ADMINISTRATION
PERSONNEL AND TRAINING
FINANCE
GENERAL STORIES
PURCHASE
QUALITY ASSURANCE
TECHNICAL
ELECTRICAL
MAINTENANCE
INSPECTION

EML PERFORMANCE AT A GLANCE

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2013-2014 2014-2015 2015-2016
In Rs. In Rs. In Rs.
Sales 76,36,14,680 83,02,44,062 88,77,78,339

Cost of Goods 61,06,42,274 59,19,13,137 68,72,41,848


Sold

Nett. Profit 6,57,06,756 12,94,87,027 9,12,87,322

Fixed Assest 52,72,31,520 51,92,70,640 49,27,76,244


(Nett)

Total Current 9,31,13,826 12,92,33,183 11,43,67,773


Assets

Nett profit 8.60 15.60 10.28


Sales%

MANPOWER

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Piston Ring TOTAL
MANAGERS 90 47 137
SUPERVISORS 98 24 122
STAFF & WORKERS 1166 552 1718
TOTAL 1354 623 1977

CATEGORUES OF EMPLOYEES

There are mainly two categories of the workers i.e.


Monthly wages and Daily wages.

EMPLOYEES IN PERSONNEL DEPARTMENT

Managers 05

Staff Members 05

Total 10

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Members of Management Body

Chairman: Mr. Subramaniam


Directors:

Mr. Mukul Gupta


Mr. Mahindra Goyal
Mr. K.C.Sudarshan Pillai
Mr. Khalid Khan
Mr. Sunit Kapur
Mr. Janice.R.Maiden
Mr. Vinod Kumar Hans

Mr. Rajesh Sinha


Mr. Manish chadha

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A Conceptual framework

INTRODUCTION:

Training can be introduced simply as a process of


assisting a person for enhancing his efficiency and effectiveness
to a particular work area by getting more knowledge and
practices. Also training is important to establish specific skills,
abilities and knowledge to an employee. For an organization,
training and development are important as well as
organizational growth, because the organizational growth and
profit are also dependent on the training. But the training is not

a core of organizational development. It is a function of the


organizational development.

Training is different form education; particularly formal


education. The education is concerned mainly with
enhancement of knowledge, but the aims of training are
increasing knowledge while changing attitudes and
competences in good manner. Basically the education is
formulated within the framework and to syllabus, but the
training is not formed in to the frame and as well as syllabus. It

may differ from one employee to another, one group to


another, even the group in the same class. The reason for that

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can be mentioned as difference of attitudes and skills from one
person to another. Even the situation is that, after good training
programme, all different type skilled one group of employees

can get in to similar capacity, similar skilled group. That is an


advantage of the training.
In the field of Human Resources Management, Training
and Development is the field concern with organizational
activities which are aimed to bettering individual and group

performances in organizational settings. It has been known by


many names in the field HRM, such as employee development,
human resources development, learning and development etc.
Training is really developing employees capacities through
learning and practicing.
Training and Development is the framework for helping

employees to develop their personal and organizational skills,


knowledge, and abilities. The focus of all aspects of Human
Resource Development is on developing the most superior
workforce so that the organization and individual employees
can accomplish their work goals in service to customers.
All employees want to be valuable and remain
competitive in the labour market at all times, because they make
some demand for employees in the labour market. This can only
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be achieved through employee training and development.
Hence employees have a chance to negotiate as well as
employer has a good opportunity to select most suitable person

for his vacancy. Employees will always want to develop career-


enhancing skills, which will always lead to employee motivation.
There is no doubt that a well trained and developed staff will be
a valuable asset to the company and thereby increasing the
chances of his efficiency in discharging his or her duties.

Trainings in an organization can be mainly of two types;


Internal and External training sessions. Internal training involves
when training is organized in-house by the human resources
department or training department using either a senior staff or
any talented staff in the particular department as a resource
person.

On the other hand external training is normally arranged


outside the firm and is mostly organized by training institutes or
consultants. Whichever training, it is very important for all staff

and helps in building career positioning and preparing staff for


greater challenges in developing world. However the training is
costly. Because of that, people who work at firms do not receive
external trainings most of times. The cost is a major issue for the

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lack of training programmes in Sri Lanka. But nowadays, a new
concept has come with these trainings which is Trainers
through trainees. While training their employees in large

quantities, many countries use that method in present days to


reduce their training costs. The theory of this is, sending a little
group or an individual for a training programme under a
bonding agreement or without a bond. When they come back
to work, the externally trained employees train the employees

who have not participated for above training programme by


internal training programmes.
Employers of labour should enable employees to
pursue training and development in a direction that they choose
and are interested in, not just in company-assigned directions.
Companies should support learning, in general, and not just in

support of knowledge needed for the employee's current or


next anticipated job. It should be noted that the key factor is
keeping the employee interested, attending, engaged,
motivated and retained.
For every employee to perform well, especially Supervisors
and Managers, there is a need for constant training and
development. The right employee training, development and
education provides big payoffs for the employer in increased
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productivity, knowledge, loyalty, and contribution to general
growth of the firm. In most cases external trainings for instance
provide participants with the avenue to meet new set of people

in the same field and network. The meeting will give them the
chance to compare issues and find out what is obtainable in
each others environment. This for sure will introduce positive
changes where necessary.
It is not mentioned in any where that the employers,

managers and supervisors are not suitable for training


programmes. They also must be highly trained if they are
expected to do their best for the organization. Through that
they will have best abilities and competencies to manage the
organization. Training employees not only creates a more
positive corporate culture, but also add a value to its key

resources.

DEFINING TRAINING AND DEVELOPMENT:

Training and development is vital part of the human


resource development. It is assuming ever important role in
wake of the advancement of technology which has resulted in

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ever increasing competition, rise in customers expectation of
quality and service and a subsequent need to lower costs. It is
also become more important globally in order to prepare

workers for new jobs. In the current write up, we will focus more
on the emerging need of training and development, its

implications upon individuals and the employers.

TRAINING:

Training as the organized procedure by which people


learn knowledge and/or skill for a definite purpose. Training
refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organization acquire
and apply the knowledge, skills, abilities, and attitudes needed
by a particular job and organization.

DEVELOPMENT:

1. The act of developing or the state of being developed, as:


a. The application of techniques or technology to the
production of new goods or services.
b. The business of constructing buildings or otherwise altering
land for new uses.
2. A significant event, occurrence, or change: a news story
covering the latest developments in the scandal.

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3. A group of dwellings built by the same contractor: bought a
condo in a new development built by the river.
4. The organized activity of soliciting donations or grants;
fundraising.

TRAINING NEEDS
Training is necessary for improving the quality of work of
employees. Some other reasons for which training becomes
necessary are:

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Employment of inexperienced and new labor requires
detailed instructions for effective performance o the job.
People have not only to work , but work effectively with

the minimum of supervision,, minimum of cost, waste and


spoilage, and to produce quality goods and services.
Increasing us of fast changing techniques in production
and other operation required training into newer methods
for operatives.

Old employees need refreshed training to enable them to


keep abreast of changing techniques and the use of
sophisticated tools and equipments.
Training is necessary when a person has to move from one
job to another because of transfer, promotion or
demotion.

BENEFITS OF TRAINING & DEVELOPMENT

A well planned and well executed training programmer


should result in:

Reduction in waste and spoilage.

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Improvement in methods of work.
Reduction in learning time.
Reduction in supervisory burden.

Reduction in machine breakage and maintenance cost.


Reduction in accident rate.
Improvement in quality of production.
Improvement in production rates.
Improvement of morale and reduction in grievances.

Improvement in efficiency and productivity.


Reduction in manpower obsolescence.
Personal growth.

METHODS OF DETERMINING TRAINING &


DEVELOPMENT NEEDS:

Put in simplistic manner, these would mean: Job

requirements, employees present job skills and training needs.

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Thus, the total need can be determined by analyzing the
situation in respect of each skills and each member of the work
force. This can be done in following ways:

Analysis of an activity, problems, behaviors, organization


and performance.
Brain storming, buzzing.
Observation.

Problem clinic.
Research
Self analysis, Simulation, Skill inventory, Slip writing,
Studies, Surveys.
Test, Task force.

Questionnaire.
Workshop.

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To check whether Training &Development helps in increase
the employees professional knowledge and skills.

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To see whether employees has Awareness about
TRAINING & DEVELOPMENT
Management providing Training to employees as per their

job.
To see TRAINING & DEVELOPMENT helps in reduction of
cost of production and waste.

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RESEARCH WORK

RESEARCH METHODOLOGY:

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Research refers to search for knowledge in common or
a systematic effort to gain new knowledge. It is a pursuit of truth
with the help of steady, comparison and experiments.

The purpose of research is to discover answers to


questions through the application of scientific procedures.
Research methodology is a way to systematically solve the
research problems. Statistical analysis.

RESEARCH DESIGN: To achieve the objectives of the


research the data collected is at two types:

1) Primary data is collected by questionnaire, interview and


observations made by the student.

2) Secondary data is collected from the company records.

SAMPLING SIZE:

REPRESENTATIVE SAMPLING from all the departments and


categories of employees. Out of total strength (of all

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categories of employees) at FEDERAL MOGUL GOETZE INDIA
LTD, PATIALA. The sample size is 50 employees.

SAMPLING TECHNIQUE:

Random Sampling is one of the simplest forms of collecting


data from the total population. Under random sampling, each
member of the subset carries an equal opportunity of being
chosen as a part of the sampling process.

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1) TRAINING NEED FELT BY EMPLOYEES
(A) TO IMPROVE PROFESSIONAL KNOWLEDGE

Often 34
29
Sometimes 15
Never 01

35
30
25
20
15
10
5
0
Often Sometimes Never

Out of total sample, 97% felt need of training for improvement


in their professional knowledge.

(B) TO IMPROVE SKILLS

Often 19
30
Sometimes 30
Never 01
30
25
20
15
10
5
0
Often Sometimes Never

To improve their skills, 97% felt the need of training

on continuous basis.

A. TO IMPROVE BEHAVIOUR

30 Often 15
25
20 Sometimes 27
15
10 Never 08
5
0
Often Sometimes Never

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83% employees felt that the continuous training is
needed often or sometimes to improve their behavior while only
17% disagreed of such need.

2) AWARENESS ABOUT THE TRAINING FACULTY


AT GOETZE:

Yes 50
No Nil

100% sample have agreed to the fact that they are


aware of the training GOETZE. It indicates that the training
covers all the employees under its umbrella and the claim of
TRAINING & DEVELOPMENT department to impart training
to each employee holds true.

3) TRAINING TO EMPLOYEE AS PER THEIR NEED


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strongly
Strongly 5
Agree Agree 29
Disagree
Disagree 16

Only 10% of the employees strongly agree to the


fact that the training imparted is as per their need. Another 57%
too agree to the fact. But 33% say that the training conducted is
not specifically matching to their needs.

In interview too this fact was revealed that the


training need identification is not carried out specifically as per
individual employees need.

4) EMPLOYEES PARTICIPATION IN
IDENTIFICATION OF THEIR TRAINING NEEDS
33
Strongly 08
strongly Agree 35
Agree
Disagree
Disagree 07

In total 83% participants agreed that training need


identification is as per their needs whereas 13% disagreed to the
fact.

But an interesting finding came out during the


interview. A majority of the respondents revealed that their
participation in identification of training is just nominal. It was
made by HODs and supervisors themselves based on their
perception while the consultation with workers was hardly done.

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5) ARE OBJECTIVE AND EXPECTATION OF A
TRAINING PROGRAMME MADE CLEAR TO
PRIOR TO TRAINING

True 20

Partially true 20

Not true 10

TRUE
Partially true
Not true

Only 40% agreed with the true of this practice while

another 40% felt it was partially true. 20% said ik was never
done.

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6) CONSULATION WITH PARTICIPANT PRIOR TO
RECPMENDING HIM FOR TRAINING

True 20

Partially true 20

Not true 10

TRUE
Partially true
Not true

A majority of the participants i.e. 46% disagreed with the fast


that they were ever consulted prior to a training programmer.
And another 27% said it was true sometimes only. Of course
27% of employs agreed that they were consulted prior to
training.

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7) TRAINING PROGRAMME CONTENTS ARE
ACCORDING TO JOB REQUIREMENTS OF
EMPLOYEES

High satisfied 06

Satisfied 38

Below satisfied 06

Below sat

Sat

High sat

0 10 20 30 40

Whereas a large majority says it is almost true that the


contents of the training meet their job requirements only 13%
disagree to the statement.

It is clear that the existing programmer contents are


designed according to the needs of the participants.

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8) QUALITY OF TRAINING PROGRAMMES

High satisfied 06
Satisfied 38
Below satisfied 06
High sat
Sat
Below sat

As 70% of participants are satisfied with the quality


of training imparted to they and another 10% are highly
satisfied with the quality of training. However only 20%
grade the quality of training below satisfied.

9) TRAINING DURATION PER EMPLOYEE IS


SFFICIENT

Strongly agree 07
Strongly agree Agree 33
Agree
Disagree 10
Disagree

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80% of participants in total agree that the duration of
training imparted to them is sufficient. It shows that the claim of
training department of conducting training beyond target holds

true.

10) IN FACULTY TRAINING ARE BEST POSSIBLE

Strongly agree 07
Agree 33
Disagree 10
Strongly agree
Agree
Disagree

90% of participants agree and strongly agree that the


in faculty trainers are best possible in the organization. But in
interview it was admitted by the participants that the trainers
themselves need training to teach more professionally.

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11) TRAINING IS EFFECTIVE AT FEDERAL MOGUL

Strongly agree 07
14% 20%
Agree 33
Strongly agree
Agree Disagree 10
66% Disagree

20% strongly agree and 66% agree that the training


programmer is effective and useful for them. But 14% disagree
that training is effective.

12) EVER TRIED TO IMPLEMENT THE LEARNED


POINTS FROM TRAINING

12% Yes 44
No 06
Yes

88% No

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87% of participants say that they have tried to
implement some of the learned points and 12% say they have
not tried.

13) ORGANIZATIONAL CLIMATE IS CONDUCIVE IN


IMPLEMENTAING THE LEARNING POINTS

Strongly agree 08
Strongly agree Agree 21
Agree
Disagree 21
Disagree

43% of participants agree and another 14% strongly agree


that the organizational climate is conductive to implement the
learned points but a majority i.e. 43% say that the organizational
climate is not conductive.

At the time of interview too it was revealed that the


organizational climate is not so conductive to implement the
learned points.

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14) TRAINING IS JUST RELEXATION FROM
ROUTINE JOBS

Strongly agree 01
Agree 14
Disagree 35

Strongly agree
Agree
Disagree

While 30% of employees feel the training is just a relaxation


from the routine jobs, a majority 70% felt that training is a
platform for learning and development. They have shown a
serious approach towards training.

15) TRAINING AN INTRESTING EXPERIENCE

Always 21
Sometimes 28
Always Never 01
Sometimes
Never

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While 43% participants agree that it is always an
interesting experience to undergo a training programmer,
another 54% say it is sometimes. Only 3% dont feel training

interesting.

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STRENGTHS OF TRAINING FACULTY AT FEDERAL
MOGUL GOETZE INDIA LTD. PATIALA.

A separate training and development department headed


by a dynamic team of managers and staff.
TRAINING & DEVELOPMENT department functioning as
per QS-9000 procedures.

Well designed training programs.


Best in faculty training team.
Sufficient budget allotment by top management for
training and development.
Availability of resources for training and development such
as well furnished classroom, business games etc.
Utilization of every opportunity by TRAINING &
DEVELOPMENT department to train the employees as and
when arises.

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1. Small sample size: -
Due to limited time and finance the sample size

was restricted to 50 employees only as against a total


population of 3104.
2. Perception of participants: -
The result of this study is based on the responses
received from the participants. Here it is be noted that

each employee has his own perception about the training


which may deifier from actual training process.
3. Time limitations: -
As the time devoted by the participants for the study
work was limited, so it has been too a restriction to the
study.
4. Subjective of respondents: -
However, utmost care is taken to avoid subjective,
blankness and error; there is a limitation to it.

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1. Orienting employees towards training:
Some training programs and techniques needs to be
designed so that the higher management is able to
appreciate the benefits of training imparted to them and
their subordinates, supervisors be able to establish proper
link between their superiors and subordinates and workers
be able to understand the use of training for them and the
organization.

2. Motivating employees for training:


By introducing some incentives and linking
training with the career of employees can certainly
motivate the employees towards a sincere approach to

training.

3. Effective information flow between TRAINING


& DEVELOPMENT department and employees:

A direct communication between the TRAINING


& DEVELOPMENT department and the employees will
ensure a regular information flow among employees and
the department without delay.

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4. Ensure employees participation in their
training need identification:
Such methods needs to be devised at
departmental level so as to ensure that employees are
consulted are their training need identifications.

5. Adding new learning methods and techniques


to enhance training effectiveness:

Learning techniques that are interactive in nature,


practical in methodology and outdoor will certainty enhance the

existing training process.

6. Imparting training to trainers:

To enhance the teaching capabilities of in faculty


trainers they need to be trained by professional trainers in
teaching techniques more frequently.

7. Imparting training to enhance morale and


productivity of employees:

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Such programs needs to be designed which ill
enhance the morale and working atmosphere of employees and
thus increased productivity.

8. Imparting training on job satisfiedisfaction:

Employees need to be trained in finding


satisfiedisfaction in the job they are working on. This will
enhance output of employees.

9. Training employees for providing right


feedback:

Employees need to be aware of the need of feedback


of the training imparted to them so that can provide right
feedback.

10. Implementing the analyzed feedback


timely:

The analyzed needs to be implemented timely and

regularly to make changes in programs as per need. The

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benefits of feedback should be provided to employees and they
should be motivated to continue this useful exercise.

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TRAINING & DEVELOPMENT is a necessity for trainer and
trainee.

The training (the company) would want to make its staff


more efficient in the highly competition world. It would
want its employees to know the latest trends and
technologies and use them according to the company's
principles & objectives.

The trainees (staff) view TRAINING & DEVELOPMENT as a


stepping stone for enriching their career and fulfilling their
personnel needs. TRAINING & DEVELOPMENT is another
round of education for them, the knowledge for which is to
be applied later. So, its more of mutual necessity and
agreement between the companies & their respective
employees when it comes to TRAINING & DEVELOPMENT

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Das Gupta, A. 1974 Business and Management in India,
Vikas Publication House; Delhi.

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Wright, C. Report Writing, Wither by & co. England.
Gallagher, j. William, Report Writing for management,
Addison Wesley.

Kothari, C>R> 1989 Research Methodology, Method &


Techniques, Wiley Eastern limited: New Delhi.
Singh, D. and F.S. Chaudhary, 1986 Theory and Analysis of
Sample Survey Designs, Wiley Eastern: New Delhi

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Q1.To improves the professional knowledge?

a. Often b. sometimes c. never

Q2. To improve the skills?

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a. Often b.sometimes c. never

Q3. Awareness about the training faculty at geotze?

a. Yes b. No

Q4. Training to employees as per his needs?

a. Strongly agree b. agree c. disagree

Q5.Employees participation in identification of their training


needs.

a. Strongly agree b. agree c. disagree

Q6. Consultation with participant prior to recommending him


for training

a. True b. partially true c. not true

Q7. Training programme contents are according to job


requirements of employees?

a. High satisfied b. satisfied c. below satisfied

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Q8. Quality of training programme

a. High satisfied b. satisfied c. below satisfied

Q9 Training duration per employees is sufficient?

a. Strongly agree b. agree c. disagree

Q10. In faculty training are best possible?

a. Strongly agree b. agree c. disagree

Q11. Training effective at mogul?

a. Strongly agree b .agree c. disagree

Q12. Ever tried to implement the learned points Freon training?

a. Yes b. No

Q13. Organizational climate is conductive in implementing the


learning points

a. Strongly agree b. agree c. disagree

Q14. Training is just relaxation from routine jobs?

a. a. Strongly agree b. agree c. disagree

Q15. Training an interesting experience?

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a. Always b. sometimes c. never

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