1.

1 INTRODUCTION

TRAINING AND DEVELOPMENT

In an International level, every organization has the training and development as appoint of its
function. The organization must motivate the employees and trainees in positive way to obtain
the goal of the organization. In our India the training and development plays a vital role in
growth of the organization .Of each organization take part in the economic development of the
country.

Definition

‘A manager develops people. How well or how poorly subordinates develop themselves in
their work depends on the way a manager manages. A manager: Directs people or misdirects
them; Brings out what is in them or stifles them; Strengthens their integrity or corrupts them;
Trains them to stand upright and strong or deforms them. Every manager does these things
knowingly or not. A manager may do them well, or may do them wretchedly, but always
does them’.

—Peter F. Drucker

MEANING

Training is a process of learning a sequence of programme behavior. it is an application of

knowledge .It gives people an awareness of rules and procedures to guide personal behavior.
Development is a relational and rational process. It covers not only those activities, which
improve its performance, but also those, which about the growth of the productivity, helps
individual in the progress towards maturity and actualization of this potential capabilities.

Reasons behind Training

 Increase the use of technology

 Arising labours turnover
 Promotion within the organization
 Needs of additional hands with increased production of product and services
 New employees need of training because of inexperience.
 Old employees need of training for refreshing

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  Reduce working time ,Supervision, spoil Wastage, Produce and improve production
and reduce learning time
 Reduce grievances, accident rates and raising morale.

Training and Development Process

Determining training needs

Decide the purpose of training

Choosing appropriate/Suitable training

Evaluating training effectiveness

Essentials of Good Training Programme

 Clear purpose
 Training needs
 Relevance
 Individual differences
 Appropriate incentives
 Management support
 Balance between theory practice
METHODS AND TECHNIQUES OF TRAINING

Some of the methods and techniques of training as follows:

 On the job training

 Off the job training

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ON-THE-JOB TRAINING

Under this method, the workers are given training at his workplace by his immediate
supervisor. They include learning by doing.

1. Coaching

The supervisor gives direct instruction and guidance to the training. He demonstrates how to
do the job. The advantage here is greater for minimum adjustment after training.

2. Job Rotation

In this method the trainee is periodically rotated from job to job. The purpose is to broaden
his outlook and give a general background view of the organization.

3. External Agency:

The trainee is periodically gets the training form the same type of external agency.

4. Supervisors Development

“Supervisor development” or management development is a systematic and continuous of

learning and growth, it is designed to create behavioral change in executives by cultivating
their mental abilities and latent potential.

Skills and Knowledge

 Technical Skill
 Human Skill
 Conceptual Skill
Methods of executive development

A large variety of techniques are employed for the training and development of executives.
These techniques may be classified into the following categories.

1. On-the-job Methods

 Position rotation
 Special projects and task forces
 Committee assignments

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2. Off-the job Methods

 Case study
 Role playing
Special Projects

A special project is a highly flexible training device. Under it, a trainee is assigned a project
closely related to his job. For instance trainee will study the problem and make
recommendations.

By performing the special assignment he learns work procedure and organizational

relationships. Sometimes a task force is created consisting of several executives from
different functional areas. The trainee not only acquires knowledge about the assigned tasks
but also learn how to work with others.

Committee Assignments

In this technique committee is constituted to study solve specific problems. Trainees with
different viewpoints are included in the committee. By participating in committee meetings
and discussion, every member gets an opportunity to learn from others. Committee
assignments help executives in acquiring general background and a wider perspective.

Case study

Under this method the trainees are given a problem to discuss and analysis study is a written
account of a real life business event or an imaginary one. Case studies are extensively used in
training personal management, law, marketing, business policy and human relations.

Case discussion increases the trainee’s power of observation and analysis. They learn that is
not single answer to a particular problem.

Role Playing

Under it is a conflict which is artificially created and the trainees are assigned different roles
to play. No dialogue is given beforehand. The role players then act out their parts
spontaneously. For example, a trainee may play the role of a salesman and make a
presentation to a purchasing agent.

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1.2 INDUSTRY PROFILE

TRACTOR IN INDIA

India is the world's largest manufacturer of tractors with 29% of world's output in 2013; it is
also the world's largest tractor market. Above, tractors adapted for different functions in
various parts of India.

Tractors in India is a major industry and significant contributor to its agriculture output
gains. In 1947, as India gained independence from British colonial empire, the level of
agriculture mechanisation was low. The socialist oriented five-year plans of the 1950s and
'60s aggressively promoted rural mechanisation via joint ventures and tie-ups between local
industrialists and international tractor manufacturers. Despite these efforts, the first three
decades after independence local production of 4-wheel tractors grew slowly. By the late
1980s tractor production was nearly 140,000 units per year, and a prevalence rate of less than
2 per 1,000 farmers.

After economic reforms of 1991, the pace of change increased and by late 1990s with
production approached 270,000 per year. In early 2000s, India overtook the United States as
the world's largest producer of four-wheel tractors. FAO estimated, in 1999, that of total
agricultural area in India, less than 50% is under mechanised land preparation, indicating
large opportunities still exist for agricultural mechanisation.

In 2013, India produced 619,000 tractors accounting for 29% of world's output, as the world's
largest producer and market for tractors. India currently has 16 domestic and 4 multinational
corporations manufacturing tractors.

HISTORY OF TRACTORS IN INDIA

1945 to 1960

War surplus tractors and bulldozers were imported for land reclamation and cultivation in
mid-1940s. In 1947 central and state tractor organisations were set up to develop and promote
the supply and use of tractors in agriculture and up to 1960, the demand was met entirely
through imports. There were 8,500 tractors in use in 1951, 20,000 in 1955 and 37,000 by
1960.

1961 to 1970

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Local production began in 1961 with five manufacturers(Eicher, Gujarat Tractors, TAFE,
Escorts, M&M) producing a total of 880 units per year. By 1965 this had increased to over
5000 units per year and the total in use had risen to over 52,000. By 1970 annual production
had exceeded 20,000 units with over 146,000 units working in the country.

1971 to 1980

Six new manufacturers were established during this period although three companies
(Kirloskar Tractors, Harsha Tractors and Pittie Tractors) did not survive. HMT, a large public
sector unit, began manufacturing Agricultural Tractors in 1972 under the HMT brand name
with technology acquired from Zetor of the Czech Republic. Escorts Ltd. began local
manufacture of Ford tractors in 1971 in collaboration with Ford, UK and total production
climbed steadily to 33,000 in 1975-76

1981 to 1990

A further five manufacturers(Auto Tractors, Haryana Tractors, United Auto Tractors, Asian
Tractors, VST Tillers) began production during this period but only Last one survived in the
increasingly competitive market place. Annual production exceeded 75,000 units by 1985
and reached 140,000 in 1990 when the total in use was about 1.2 million. Then India - a net
importer up to the mid-seventies - became an exporter in the 1980s mainly to countries in
Africa.

1991 to 1997

Since 1992, it has not been necessary to obtain an industrial license for tractor manufacture in
India. By 1997 annual production exceeded 255,000 units and the national tractor population
had passed the two million mark. India now emerged as one of the world leaders in wheeled
tractor production.

1997 to 1999

Five new manufacturers started production in this period. In 1998 Bajaj Tempo, later
renamed Force Motors, began tractor production in Pune. In April of the same year New
Holland Tractor (India) Ltd launched production of 70 hp tractors with matching equipment
by investing $US 75 million in a state-of-the-art plant at Greater Noida in Uttar Pradesh state
with an initial capacity of 35000 units per year. Also during this time, Larsen and Toubro
established a joint venture with John Deere, USA for the manufacture of 35-65 hp tractors at
a plant in Pune, Maharashtra. And Greeves Ltd began producing tractors under similar

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arrangements with Deutz-Fahr of Italy. CASE now Case IH looking to develop a joint
venture in India went into discussions with various Indian companies and in 1999 settled with
New Holland Pvt Ltd. India for manufacturing CASE brand tractors and harvesting
equipment at New Holland's facility.

1999 to present

Facing market saturation in the traditional markets of the north west (Punjab, Haryana,
Western Uttar Pradesh) tractors sales began a slow and slight decline. By 2002 sales went
below 200,000. Manufacturers expanded into eastern and southern India markets in an
attempt to reverse the decline, and began exploring the potential for overseas markets.

In 2013, India produced 619,000 tractors accounting for 29% of world's output. It is the
world's largest producer and market for tractors. India currently has 16 domestic and 4
multinational corporations manufacturing tractors.

Mahindra tractor has the largest share of Indian tractor market.

Tractors are getting widespread acceptance in India. Kotaks and ICRA reports estimate that
nearly 4.3 million tractors were in operation, and 1 in 20 rural households owned a tractor in
2011. They project that the market will grow at 7% to 8% per year, and only 19% of Indian
rural farming households that can afford a tractor have as yet purchased a unit. Designs that
allow multifunctional use, adapted to local needs and rural constraints, are experiencing
higher demands. Five companies account for over 80% of the market share - Mahindra and
Mahindra (largest at 40% share) closely followed by TAFE with 24%) and rest with Escorts,
ITL-Sonalika, and John Deere.

CURRENT MANUFACTURERS OF TRACTORS IN INDIA

ACE Tractors

Action Construction Equipment Limited (ACE) began manufacturing of Tractors in 2009 by

launching two models in HP categories. At present it is manufacturing 3 models by
introducing HP models in 2011. And also manufactured crains, harvester etc

In Oct.2013 Ace Tractors reached a milestone of selling 2000 tractors in India and Nepal.

ACE has its manufacturing plants in Faridabad (Haryana), Kashipur/Bajpur (Uttrakhand).

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Agri-King Tractors and Equipments Pvt. Ltd

Established in 2010 at Majholi, Himachal Pradesh in Northern India, Agri King produces
three models of tractors. The Agri King T44 40 HP model, Agri King T54 50 HP model, and
Agri King 20-55 50 HP model with improved 24 speed synchro-mesh transmission. And all
featuring Kirloskar engines.

Angad Tractors
Main article: SAS Motors Limited

Balwan Tractors, Force Motors Ltd

Force motors is the manufacturer of Balwan tractor series based at Pune, Maharastra.

Captain Tractors Pvt. Ltd

Founded in May 1994 and located in Rajkot, India, Captain Tractors manufactures mini-
tractors under the Captain brand.

Crossword Agro Industries

Located in Rajkot, India, Crossword manufactures small tractors under the Nissan, Atmak
and Captain brand names.

Eicher
Main article: Eicher Motors

In 1949, Eicher GoodEarth, was set up in India with technical collaboration with Gebr.
Eicher a of Germany, imported and sold about 1500 tractors in India. On 24 April 1959
Eicher came out with the first locally assembled tractor from its Faridabad factory and in a
period from 1965 to 1974 became the first fully manufactured (100% indigenisation) tractor
in India. In December 1987 Eicher Tractors went public and in June 2005 Eicher Motors
Limited sold Eicher Tractors & Engines to a subsidiary of TAFE called TAFE Motors and
Tractors Limited.

Eicher also produced tractors under the Euro Power and Eicher Valtra brands under license
from Valtra, an AGCO brand

Escorts
Main article: Escorts Group

Escorts began local manufacture of Ford tractors in 1971 in collaboration with Ford, UK and
total production climbed steadily to 33,000 in 1975, reaching 71,000 by 1980. Ford (Ford -

8
New Holland) was sold in 1992. Ford Motor Company proper quit the tractors business, but
the name was allowed to continue as per agreement until 2000, when Escorts relabelled its
Ford models under the Escort brand. Escort manufactures produces construction and
agriculture tractors in the 08-75 HP range and has already sold over 600,000 tractors. Its
tractors are marketed under three brand names, Escort, Powertrac and Farmtrac.

Farmer Tractor

Based in Rajkot, Gujarat, Farmer Tractor is focused on the production the Farmer
Tractor DI 1200, using a Greaves four stroke, direct injection, 12 HP diesel engine. [15]

HMT Tractors
Main article: Hindustan Machine Tools

HMT is a large public sector unit and began manufacturing Agricultural Tractors in 1972
under the HMT brand name with technology acquired from Zetor of the Czech Republic. It
manufactures its tractors in Pinjore, Panchkula in a large factory that also manufactures
machine-tools, and Hyderabad It has a capacity of 20,000 tractors per annum. In the
Machine-tool company is a large foundry. It produces tractors in a range from 25 HP to 75
HP. HMT has also exported tractors to the USA under the Zebra brand, which were marketed
by Zetor distributors and dealers there. The company is controlled by the Ministry of Heavy
industry that provides to the public its financial performance.

Indo Farm

Indo Farm Equipment Limited is an ISO certified company located in Himachal Pradesh and
is into manufacturing of world-class tractors, cranes, engines, diesel gensets and has now
recently launched Harvester Combine Agricom 1070 for wetland paddy harvesting.
Incorporated in 1994, and has over two decades of experience in manufacturing and
marketing of various engineering products.

Indo Farm commenced commercial production of tractors in October 2000 at its plant located
at Baddi in District Solan, Himachal Pradesh. Spread over an area of 34 acres, the plant
started with the production of a single model. Within a decade of successful operations Indo
Farm grew to a company having models in the range of 30 HP, 38 HP, 42 HP, 48 HP, 50 HP,
52 HP, 55 HP, 60 HP, 65 HP, 75 HP and 90 HP with many variants. Within a year of its
operations, the company had successfully indigenized the engine components, manufacturing
and assembly processes, and accordingly stopped import of engines. In 2008, the company
diversified into manufacturing and marketing of Pick-N-Carry cranes of 9 tonnes - 20 tonnes
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capacity and has recently commenced production of mobile tower cranes too. Engines being
the company's core competence area, it is now making engines for generator sets that are
exported overseas.

John Deere

In 2000, John Deere set up production in a joint venture with Larsen & Toubro Ltd
in Sanaswadi, in a rural area near Pune, Maharashtra. It was known as L&T John Deere
Private Ltd, and manufactured tractors under the L&T - John Deere name for sale in India,
and under the John Deere name for worldwide sales.

In 2005, Deere & Company acquired nearly all the remaining shares in this joint venture. The
new enterprise, is known as John Deere Equipment Private Limited. The factory currently
produces tractors in of 35, 38, 40, 42,45, 50, 55, 65, 75 and 89 HP capacities for domestic
markets and for export to the USA, Mexico, Turkey, North and South Africa, and South East
Asia. Pune factory started to produce new 55 to 75 Hp 5003 series tractors for European
market in 2008.

John Deere India Private Limited is a subsidiary of Deere & Company, USA in India. Its
factory, located at Sanaswadi, Pune, manufactures 5000 Series agricultural tractors. The
Indian operations of Deere & Company include a technology center located at Magarpatta
City Pune and John Deere Water Vadodara. The technology center provides services in the
areas of Information technology, engineering, supply management, embedded systems and
technical authoring for company’s operations world wide. John Deere Water, formed by the
acquisitions of Plastro Irrigation Systems, T-Systems International, and Roberts Irrigation
Products.

Mahindra Gujarat Tractor Limited (MGTL)

Main article: Mahindra Gujarat

The company popularly known as Gujarat Tractors and its popular 60 hp model Hindustan
60 was originally part of Birla group's Hindustan Motors established in 1959 as Tractors
and Bulldozers Private Ltd and imported tractors. Manufacturing began in 1963, in
collaboration Motokov-Praha (Zetor) of Czechoslovakia, and was known as Hindustan
Tractors & Bulldozers Ltd In 1967, it became Hindustan Tractors Ltd. The tractors were
based on the Zetor tractor design and sold under the Hindustan brand. In 1978, the Gujarat,
Indian government formed Gujarat Tractors from the ailing company. In 1999, Mahindra
Tractors purchased 60% of the company, and in 2001, completed purchasing the rest of the

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company, renaming it [[Mahindra Gujarat|Mahindra Gujarat Tractors Ltd] thus becoming part
of Mahindra Group. The company is engaged in manufacturing of tractors in a range of 30-
60 hp which are marketed under Farmplus and Shaktimaan brand.

Mahindra Gujarat Tractor Limited (MGTL) has its Head Office at Vadodara. MGTL is an
ISO 9001:2008 and OHSAS18001:2007 certified company. The company has a very good
marketing network across India having 13 area offices and around 225 dealers.

Mahindra Tractors
Main article: Mahindra Tractors

Mahindra Tractors is an international farm equipment manufacturer of Mahindra &

Mahindra. In 2010, Mahindra became the largest selling tractor in the world. Mahindra's
largest consumer base is in India, but with sales also focusing on China, North America and a
growing base in Australia. The company is the largest manufacturer with about 25% of the
market in India and has the capacity to build 150,000 tractors a year.

In 1963, M&M formed a joint venture with International Harvester to manufacture tractors
carrying the Mahindra nameplate for the Indian market. Mahindra purchased the rights
from International Harvester to manufacture their British designed International B-275 model
which was also sold in USA as McCormick International. Mahindra Tractors sold about
85,000 units annually making it one of the largest tractor producers in the world.[5] To
expand into the growing tractor market in China, Mahindra acquired majority stake in
Jiangling.

Its sales in Gujarat are under the label Mahindra Gujarat and its sales in Punjab are under the
label Swaraj. In 1999, Mahindra purchased 100% of Gujarat Tractors from the Government
of Gujarat ?? and Mahindra purchased a 64.6% stake in Swaraj in 2004.

Mahindra Tractors started manufacturing 15HP tractor under the brand name Yuvraj in
Rajkot in 2011. The plant in Rajkot is set up jointly by Deepak Diesel Pvt Ltd and Mahindra
& Mahindra. The plant has a maximum capacity of 30000 tractors per year.

Mars Group

Originally established in 1976, the MARS Group is engaged in manufacturing/marketing of

dump trucks, loaders, foggers, and agricultural tractors and attachments. Based in Lucknow,
U.P., it began manufacturing two mini-tractor models under the Marshal name in 2005,
Captain DI 2600 of 25 HP and Trishul MT DI 625 10 HP.

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TAFE

Tractors and Farm Equipment Limited (TAFE) is the second largest tractor manufacturer
in India. The company established in 1961 to manufacture and market Massey
Ferguson tractors and related farm equipment in India. It is part of Amalgamations
Group based in Chennai with Mallika Srinivasan as the Chairman of the
company.AGCO also owns 24% stake in TAFE. Tractors are built and sold in India under
both the TAFE and Massey Ferguson brands, and exported under both brands as well. In
2005, TAFE bought the Eicher Motors tractor and engine division. Tafe is the secons

VST Tillers

VST Tillers was set up in 1965 in Bangalore, India. In collaboration with Mitsubishi
Agricultural Machinery of Japan, they manufacture 18HP tractors under various brands,
including Mitsubishi-Shakti', Shakti, Eurotrac-VST and Euro-Trac. They have been
exported to Asia, the Middle East, Europe and the US

PREVIOUS INDIAN TRACTOR COMPANIES

Tractor companies that did not survive and were not acquired by other companies are:

Auto Tractors Ltd., Pratapgarh

Established in 1979, Auto Tractors Ltd. (ATL) had a manufacturing plant at Pratapgarh, Uttar
Pradesh, and were making tractors with 28 bhp (21 kW) Leyland engines. It was established
with 40% state money and the remainder an IDBI Bank loan. Production began in September
1981, but with severe supply problems and an outmoded product they only produced 2,380
tractors in their nearly ten years of existence. This was less than the projected production for
the first two years alone The company and assets were sold to automaker Sipani in 1991, who
focused on producing diesel tractor engines (at over five times the rate of ATL themselves)
but built some tractors as well.

After having been liquidated, the last of the company assets were offered for sale by the Uttar
Pradesh state government in 2008.

Asian Tractors Ltd

Began building tractors in 1989 from their own designs.

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Ford Tractors
See also: Fordson tractor

Main article: New Holland Ag

Ford (formerly Ford Tractor Division) began producing Ford Tractors in India in 1972 with a
tie up with Escorts. In 1986 Ford acquired New Holland and tractor operations was
transferred to Ford-New Holland and made into an independent corporation. In
1991, Fiat began an arranged purchase of Ford-New Holland that was completed in 1993,
ending Ford Motor Company's long history of tractor production. The deal required that New
Holland/FIAT stop using the Ford name. New Holland India Pvt Ltd began production of
tractors in India in 1998.

Harsha Tractors

In 1975, Harsha Tractors Ltd began manufacturing tractors in conjunction

with Motoimport of Russia. Tractor production never amounted to much, and has since
ceased.

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1.3 COMPANY PROFILE

Tractors and Farm Equipment Limited (TAFE), is an Indian tractor major incorporated in
1960 at Chennai, with an annual turnover of INR 93 billion (2014-15). The third-largest
tractor manufacturer in the world and the second largest in India by volumes, TAFE wields
about 25% market share of the Indian tractor industry with a sale of over 150,000 tractors
(domestic and international) annually.TAFE's partnership with AGCO Corporation and the
Massey Ferguson brand for over 55 years is a stellar example of its commitment to building
long-term relationships with its stakeholders, through fair and ethical business practices.

TAFE has earned the trust of customers through its range of products that are widely
acclaimed for its quality and low cost of operation. A strong distribution network of over
1000 dealers effectively backs TAFE's three iconic tractor brands of Massey Ferguson, TAFE
and Eicher. TAFE exports tractors, both in partnership with AGCO and independently,
powering farms in over 100 countries which includes developed countries in Europe and the
Americas.

Besides tractors, TAFE and its subsidiaries have diverse business interests in areas such as
farm-machinery, diesel engines and gensets, engineering plastics, gears and transmission
components, batteries, hydraulic pumps and cylinders, passenger vehicle franchises and
plantations.From a humble beginning with just one tractor model in 1961, TAFE today is
recognized as a high quality mass-manufacturer with an extensive product range to meet the
expectations of every farmer and every farm mechanization need.

TAFE's R&D facilities are centers of excellence renowned for their innovative design and
engineering expertise and have been recognized by the Department of Scientific and
Industrial Research, Government of India. Extensive research and testing ensures that TAFE's
products meet its exacting performance standard.

TAFE's plant at Turkey manufactures a range of tractors for distribution in Turkey through
AGCO's dealer network, while another new facility has been setup at China to cater to
TAFE's ever growing global sourcing needs and value addition to its Indian and worldwide
operations. TAFE acquired Eicher's tractors, gears and transmission components and engines
business in 2005 through a wholly owned subsidiary, TAFE Motors and Tractors Limited
(TMTL).With six tractor plants, an engines plant, two gears and transmission components

14
plants, two engineering plastics units, two facilities for hydraulic pumps and cylinders and
one batteries plant besides other facilities, TAFE employs over 2500 engineers apart from a
number of specialists in other disciplines.

TAFE believes in sound corporate governance and is reputed for being a consistent profit-
making company and ethical business practices. TAFE's commitment to CSR involves
contribution to the environment and society while facilitating growth of all stakeholders with
equal fervor, embodying the role of a responsible corporate citizen. TAFE's social focus has
been significant since inception and it contributes towards education, healthcare, agriculture,
community development and supporting traditional art forms.

TAFE is committed to the Total Quality Movement (TQM). In the recent past various plants
of TAFE have garnered, three 'TPM Excellence Awards' from the Japan Institute of Plant
Management, the 'Frost & Sullivan - IMEA Award' for significant progress towards reliable
processes, the 'Regional Contributor Award' for quality supplies from Toyota Motor
Company, Japan, and the 'Manufacturing Supply Chain Operational Excellence -
Automobiles Award' at the second Asia Manufacturing Supply Chain Summit for its supply
chain transformation, as well as a number of other regional awards for TPM excellence. Its
tractor plants are certified under ISO 9001 and under ISO 14001 for their environment
friendly operations.

Vision

The philosophy that drives TAFE was first enunciated by its CMD in 1992. "To us in TAFE,
Excellence is not something that we engineer, inspect and input into our tractors. It is an
innate desire to attain the best that comes from within each of us. It defines our lives at work
and at home and ripples out into the world around us" (Source: Corporate Film-1992).

This inspired TAFE to evolve its Vision & Values in 1999, through a company-wide
participative exercise with external facilitation from IIM, Bangalore. The Vision & Values
statement captures key elements of TAFE's culture, strengths and aspirations. Subsequently,
Warwick Manufacturing Group (WMG), UK, facilitated each element of the V&V being
linked to CSFs of the company to translate 'Vision' to 'Reality' through a Vision to Reality
Plan (VTRP) that forms basis of the company's Business Plan.

15
To achieve the distinction of being the first choice among the farming community of India
and ensure a growing presence in international markets through setting leadership standards
of performance and customer care in the agricultural machinery business.

TAFE - Cultivating the World

Type Privately held company

Industry Agriculture, Manufacturing

Founded 1960

Founder(Group) S. Anantharamakrishnan

Headquarters Chennai, Tamil Nadu, India

Area served Worldwide

Key people Mallika Srinivasan

(Chairman & CEO)

Products TAFE, Massey Ferguson and Eicher Tractors, Farm Machinery,

Diesel Engines and Gensets, Batteries, Gears & Transmission
Components, Engineering Plastics, Hydraulic Pumps & Cylinders,

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 Vehicle Franchises and Plantations.

Revenue INR 93 Billion (2014-15)

Number of 5000-10000
employees

Parent Amalgamations Group

Subsidiaries TMTL - TAFE Motors and Tractors Limited

TAL - TAFE Access Limited
TRL - TAFE Reach Limited
TAFE International - TractorVe Tanm E Kiprani San Ve Tic Limited
Skt
TAFE Tractors Changshu Company Limited

Website TAFE.com

Core Values

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1.4 NEED OF THE STUDY

The need for training and development has growth in particular at a high rate. These are
several responsible for the growing needs of training and development in an organization.

 Change in work methods or products produced.

 Labour shortage, necessitating the upgrading of some employees.

 Promotion or transfer of individual employees.

 Ensures availability of necessary skills and these could be a pool of talent from which

to promote from.

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1.5 OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE

 The primary objective of my study at TAFE ltd. is to study on training and

development towards employees.

SECONDARY OBJECTIVE

 To study the various programs provides to employees.

 To understand the satisfaction level of the employees towards training program.

 To study the importance of training in maintaining good human relation.

 To understand the importance of training in acquiring the skills and efficiency of

employees.

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1.6 SCOPE OF THE STUDY

The study aimed to find out effectiveness of training and development programs on the
employees at TAFE Private Limited. To enable employees developing skills, knowledge,
awareness and technical expertise to improve their performance in existing jobs and prepare
them to shoulder additional responsibilities in line with company goals through development
,training process.

 The study will provide information on the specific sectors like

a) Different types of training provides in the organization.

 It helps to know the merits and demerits of training and development program in
TAFE Private Limited.
 It provides the platform to improve training program
 It helps the organization to know the effectiveness training program through the
Performance of the employees .

 It helps to maintain the department’s contribution at a level suitable to the

organizational needs.

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2.1 REVIEW OF LITERATURE

MILKOVICH AND BUREAOU

Training is a systematic process of changing the behavior, knowledge and motivation of

present employees to improve the match between employee’s characteristics and employment
requirements.

Nanda (`1976) conducted a study in ICF Chennai on training programme. He selected

respondents through accidencitial sampling.

SethuRaman (1974) studies the impact of short term training programme for supervisor. All
15 members and engineering unit Bangalore who had attended supervisory training
programme were interviewed.

Paul Davison conducted a study on HR development services at MRF in year 1982.The study
was conducted with some objectives.

MAJOR FINDINGS OF THE STUDY AS FOLLOWS:

Training has to be imparted to supervisor in following areas. Production, housekeeping,

supervisors lacked desired qualities in these areas.

Nathniel Sarkar (1988) conducted a study on HRD programme in BHEL; Trichy.To

respondents were selected through simple random.

Raja Sekaran(1991) conducted study on the identification of training needs at BHEL. The
study revealed that the following areas have been identical by more than 50% of the
respondents where the need for training to develop their personality ,communication skills
,leadership qualities, transaction analysis, industrial relations ,positive thinking and
motivation are found essential.

L.A.Kennedsam(1994) conducted a study on HR development for executive at BHEL,

Trichy 60% of the respondents were selected through systematic random sampling and
finding of study.

Hamblin (1974) conducted a study on training programme at FORD. The feedback on the
effects of a training programme and to assess the value of training in the light of that
information.

21
TRAINING AND DEVELOPMENT:

According to the Michel Armstrong, “Training is systematic development of the knowledge,

skills and attitudes required by an individual to perform adequately a given task or job”.
(Source: A Handbook of Human Resource Management Practice, Kogan Page, 8th Ed., 2001)

According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of
an employee for doing a particular job.”(Source: Personnel Management, McGraw Hill; 6th
Edition, 1984) The term ‘training’ indicates the process involved in improving the aptitudes,
skills and abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need training to
perform their duties effectively’.

(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata
Mcgraw-Hill Publishing CompanyLimited, 2000, p.189)

The principal objective of training is to make sure the availability of a skilled and willing
workforce to the organization. In addition to that, there are four other objectives: Individual,
Organizational, Functional, and Social.

• Individual Objectives – These objectives are helpful to employees in achieving their

personal goals, which in turn, enhances the individual contribution to the organization.

• Organizational Objectives – Organizational objectives assists the organization with its

primary objective by bringing individual effectiveness.

• Functional Objectives – Functional objectives are maintaining the department’s

contribution at a level suitable to the organization’s needs.

• Social Objectives – Social objectives ensures that the organization is ethically and socially
responsible to the needs and challenges of the society. Further, the additional objectives are
as follows:

• To prepare the employees both new and old to meet the present as well as the changing
requirements of the job and the organization.

• To impart the basic knowledge and skill in the new entrants that they need for an intelligent
performance of a definite job.

22
• To prepare the employees for higher level tasks.

• To assist the employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they will
need in their particular fields.

• To build up a second line of competent officers and prepare them to occupy more
responsible positions.

• To ensure smooth and efficient working of the departments.

• To ensure economical output of required quality.

DEVELOPMENT:

Employee Development Programs are designed to meet specific objectives, which contribute
to both employee and organizational effectiveness. There are several steps in the process of
management development. These includes reviewing organizational objectives, evaluating
the organization’s current management resources, determining individual needs, designing
and implementing development programs and evaluating the effectiveness of these programs
and measuring the impact of training on participants quality of work life. In Simple way, it
can be denoted as per the following formula.

Employee Development = Employee Education + Employee Skills +

Training Effectiveness + Employee Quality of work life

There are various authors who shared their views regarding the role of training and
development in different

OBJECTIVES OF TRAINING AND DEVELOPMENT

 Training objectivities is to improve the workers performance on the current job and also
prepare them for an intend job
 Training helps to provide mastery in new methods and machines.
 Training objectives is to improve the defective ways of doing work and to teach
current methods and behaviour patterns.
 The objectives of development are to improve their performance in job and also
improve personality and skills.

23
REVIEW OF PUBLISHED ARTICLES

A number of articles relating to qualitative characteristics of financial reporting Information

have been published at the national and international levels in several Journals. However, a
few of the articles reviewed by the researcher have been listed below.

Stanga (1980) tested the level of perceived relevance and reliability of numerous items using
different measurement bases. Findings showed that not only was there no trade-off between
relevance and reliability, but that the two characteristics were actually positively correlated.

Kahl and Belkaoui (1981) examined the overall extent of disclosure by 70 banks located in
18 countries. Their results indicated that the extent of disclosure was different among the
countries examined, and that there was a positive relationship between size of the bank and
the level of disclosure indicated.

Mc and Stanga (1983) found that the two qualitative characteristics (relevance and
reliability) are not independent of each other, that is, perceived relevance by users is
dependent on the perceived level of reliability and participants did not perceive that a trade-
off existed when the measurement basis was changed.

Zeghal (1984) attempted to determine the effect of timeliness on the information content of
interim and annual reports using Beaver‟s (1968) definitions of information relative stock
return variability and relative volume of transactions. Results show that accounting reports
with shorter delay have higher information content than those with longer delay. He also
founds that the effect of delay on information content is higher in the case of interim rather
than annual reports.

Duncan and Moores (1988) researched the perceived relevance and reliability of current
cost accounting, compared with historical cost accounting, and found that current cost
accounting is both more relevant and more reliable. That is, no trade-off exists.

Kennedy et al. (1995) examine the security of qualitative characteristic from viewpoint of
preparers, auditors and users of financial information. The result of their research showed that
preparers and users of accounting information as compared to auditors give more emphasis
on relevance. In relation of reliability there was no meaningful difference, although the
auditors from subset of reliability had more tendencies on objectivity quality. Generally from
auditors‟ viewpoint, compared to relevance, reliability has much more importance.

24
Basu (1997) presented a measure of conservatism using the approach of who regresses
earnings on returns and allows the return coefficient to vary with the sign of the return to
capture the differential timeliness with which earnings reflect good versus bad economic
news (i.e. the asymmetrical timeliness of earnings in reflecting economic news).The
estimated incremental coefficient on negative returns (incremental to the coefficient on
positive returns), the Base coefficient, his conservatism measure. He found that in Australia,
there is a positive relation between the cost of debt contracting and accounting conservatism.
This relationship is robust for controlling for other incentives for conservatism. He suggests
that the preference of the IASB/FASB for neutral accounting is not necessarily substantiated,
as conservatism is considered a cost effective contracting mechanism in a financial reporting
environment that adopted the measurement perspective in an early stage.

Haw and Wu (2000) examined the relation between firm performance and the timing of
annual report released by listed Chinese firms for the period from the year 1994 to the year
1997. They found that good news firms release their annual reports earlier than bad news
firms, and loss firms release their annual reports the latest.

Ahmed (2003) examines the reports long delays in reporting to shareholders in three South
Asian countries namely India, Pakistan and Bangladesh. He used a large sample of 558
company annual reports for the year 1997-1998 comprising 115 reports from Bangladesh,
226 reports from India and 217 reports from the Pakistan. He finds that the total lag between
the financial year end and holding the annual general meeting is, on average, 220 days, 164
days and 179 days in Bangladesh, India and Pakistan, respectively. He came to conclude that,
did not find any association between corporate characteristics and timely reporting.

Leventis and Weetman (2004) argued that the decision of whether to report in a more timely
fashion is akin to voluntary disclosure and apply general disclosure theories of Diamond
(1996) to the issue of timeliness. They find that proprietary costs, information cost savings
and the extent of favorable or unfavorable news disclosures contained in the information are
all factors influencing reporting the reporting lag of Greek listed companies. Although
corporate size was found to be statistically insignificant, whether or not the firm underwent a
public issue of shares, change in profitability, industry concentration and the number of
remarks in audit reports were found to be significant determinants of financial reporting
timeliness.

25
Hirst et al. (2004) investigated whether differences in the way in which commercial banks
measure and report comprehensive income cause systematic variation in bank analysts‟
investment risk assessments and valuation judgments. They found out that the valuation
judgments of analysts distinguish between banks with different levels of risk only when fair
value changes are measured completely (full fair value accounting) and included in a separate
comprehensive income statement.

Michael and Silvia (2006) observe that the tentative proposals feature an asset liability
approach relying on measurement at fair values or at allocated consideration amounts. Based
on conceptual, analytical, and empirical evidence, he come to concludes that the current
proposals conflict with (i) qualitative characteristics of information, (ii) objectives of
financial reporting, and (iii) current and emerging regulatory framework. Main results show
that the fair value approach yields more severe conflicts than the allocated consideration
amount approach. The proposals ambivalently prefer relevance over reliability and can give
rise to adverse incentives for investment decisions and earnings management.

Jenice (2006) examined the usefulness (relevance and timeliness) of earnings announcements
in two emerging markets, the Johannesburg Stock Exchange (JSE) and the Bolsa Mexicana
de Valores Stock Exchange (BMV). A weighted least-squares regression is used to test the
association of book values of earnings and equity with firm market value. He found that, on
JSE and BMV, earnings and/or book value of equity are value relevant in explaining stock
prices. He also found that this association is greater in 2000 as compared to 1998 on the
BMV. Regarding timeliness, those found that earnings announcements are accompanied by
unusually different returns on JSE, but not on BMV. Market infrastructure, specifically
insider-trading rules, may explain BMV results. He suggested that accounting and market
infrastructure interact and that such interaction is valuable input to the Financial Accounting
Standards Board (FASB) and International Accounting Standards Board (IASB) in their
deliberations regarding one set of accounting regulations for all countries.

Daske and Günther (2006) point out that the quality of the financial statements of Austrian,
German and Swiss firms which had already adopted internationally recognized standards
(IFRS or U.S. GAAP). They provide evidence that disclosure quality increased significantly
under IFRS in the three European countries and this result holds for firms which voluntarily
adopted IFRS or U.S. GAAP as well as for firms which mandatorily adopted such standards
in response to the requirements of specific stock market segment

26
3.1 RESEARCH DESIGN

‘Research Design’ means the exact nature of Research work in a systematic manner. It
involves the information about the research work in view of the framework of the study,
availability of various data, observations, analysis ,sampling etc.,

Descriptive Research Design:

The researcher has followed the descriptive research by using primary and secondary data
collections.

Descriptive studies try to discover answers to the questions who, what, when, where and
sometimes how the researcher attempts to describe or define a subject, often by creating
profile of a group of problems. People or events such studies may involve the collection of
data and the creation of distribution of the number of times the researcher observes a single
event or characteristics or they may involve relating the interaction of two or more variables.

3.2 SOURCES OF DATA

The Researcher have collected the primary data by using questionnaire and secondary data
from company magazine

SAMPLING:

Once the Researcher has clearly specified the problem and developed an appropriate design
and data collection instruments, the next step in research process is to select those elements
from which the information will be collected. Following sampling methods may collect the
required information in any scientific enquiry.

3.3 SAMPLE SIZE:

The researcher takes the sample size as 100

3.4 SAMPLING METHOD

The researcher has followed stratified Random sampling method in this project

 Percentage method

27
Sample Design

Sample Element : Employees

Sample Size : 100 samples

Sample Test : Percentage Method

Sample Media : Questionnaire

3.5 TOOLS FOR DATA ANALYSIS

 Percentage Method

1. PERCENTAGE METHOD:

A percentage is another way of expressing a proportion. A percentage is equal to the

proportion times 100. A percentage frequency distribution is a display of data that specified
the percentage of observations that exist for each data point or grouping of data points.

In this project Percentage method test was used.

Formula:

No of Respondent

Percentage of Respondent = × 100

Total no. of Respondents

28
3.6 LIMITATIONS OF THE STUDY

 The study has confined only to the employees of TAFE Private Limited, Chennai.

 The sample size was restricted to only 100, keeping into account the various
constraints such as time, cost, and availability of respondents. If it were increased,
many more varied answers and suggestions would have been expected.

 Employees in different shifts were not accessible; as such ideal opinion could not be
collected. All limitations of samples survey open to this study also.

 The time period given to the project is very short.

29
 TABLE NO: 4.1.1

UNDERSTANDED IN TRAINING

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Learning 65 65%
Enhancement 25 25%
Sharing Information 05 5%
All the above 05 5%

INTERPRETATION

From the below table showing that the employees are good at observing and understanding
the training which shows 65% of employees have understood through learining and 25%
observe in enhancement and 5% in sharing the information and all the above,because the
quality through is very efficient.

CHART NO: 4.2.1

UNDERSTANDED IN TRAINING

5%
Learning 5%

Enhancement

25%
Sharing
information
All the above
65%

30
 TABLE NO: 4.1.2

IMPORTANT TRAINING PROGRAMME

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Safety 15 15%
Quality 48 48%
5S 22 22%
TPM 15 15%

INTERPRETATION

From the table showing that the important training which is mostly preferred by the
employees is quality of showing 48% and 22% for 5S and 15% for Total Productivr
management and safety gets among the employees side , because the employees are more
comfortable in participating the specific training named” quality”

CHART NO: 4.2.2

IMPORTANT TRAINING PROGRAMME

15% 15%

Safety
quality
22% TPM
5S

48%

31
 TABLE NO: 4.1.3

SUPPORT LEVEL FROM YOUR REPORTING OFFICER

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Highly satisfied 54 54%

Satisfied 28 28%
Neither or nor 15 15%
Dissatisfied 3 3%

INTERPRETATION

From the above table showing 54% of employees are more satisfied by the support that
gained by their reporting officer and 28% of employees are satisfied, and 15% of employees
says neither or nor and 3% of employees are not satisfied with their reporting officers
support,because the training is successful so that the employees are satisfied in getting the
support from their reporting officer.

CHART NO: 4.2.2

IMPORTANT TRAINING PROGRAMME

3%

15%
Highly satisfied

Satisfied

Neither or nor
54%

Dissatisfied 28%

32
 TABLE NO: 4.1.4

METHOD OF TRAINING PROGRAMME WHICH IMPROVED

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Easy handling 85 85%

Accessing of material 7 7%
In new machine 8 8%

INTERPRETATION

From the table shows most of that is 85% employees says easy handling of material that
improved them in working condition and 7% of employees prefer accessing of material and
8% employees says training in new machines improved them because they have practiced
frequently in machine shop which they learned in training.

CHART NO: 4.2.4

METHOD OF TRAINING PROGRAMME WHICH IMPROVED

7%
8%
Accessing of material

In new machine

Easy handling

85%

33
 TABLE NO: 4.1.5

REVIEW AFTER THE LEARNING PROCESS

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Highly satisfied 75 75%

Satisfied 17 17%
Neither or nor 5 5%
Dissatisfied 3 3%

INTERPRETATION

From the table shows 75% of employees are highly satisfied in reviewing after the learning
that process and 17% of employees are satisfied and 5% of employees said neither or nor and
3% are not satisfied in the review of learning,because the organisation takes feedback of the
aim of reaching the higher satisfaction of the employees.

CHART NO: 4.2.5

REVIEW AFTER THE LEARNING PROCESS

3%

5%

17%
Highly satisfied
Satisfied
Neither or nor
Dissatisfied

75%

34
 TABLE NO: 4.1.6

EVALUATION OF TRAINING TIME

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Immediate after training 58 58%

After 15 days 30 30%
After 1 month 10 10%
Cant say 2 2%

INTERPRETATION

From the table shows that 58% of employees said they evaluated inmmediately after the
training and some of 30% of employees evaluated after 15days they said and 10% of
employees said they evaluate after 1 month and 2% of employees told that they cant
say,because the organisation observe about the employee performance to work efficiently.

CHART NO: 4.2.6

EVALUATION OF TRAINING TIME

2%

10%

Immediate after training

After 15 days

30% After 1 month

58% Cant say

35
 TABLE NO: 4.1.7

SATISFACTION IN ORGANISATIONAL TRAINING AND DEVELOPMENT

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Highly satisfied 89 89%

Satisfied 6 6%
Neither or nor 4 4%
Dissatisfied 1 1%

INTERPRETATION

From the table shows the employees of 89% are highly satisfied with their organisational
training and development and 6% of employees are satisfied and neither and nor are preferred
by 4% of employees and 1% of employees are dissatisfied with their organisational training
and development because they mainly concerned on the employee welfare and satisfaction
for the better ment in organisation.

CHART NO: 4.2.7

SATISFACTION IN ORGANISATIONAL TRAINING AND DEVELOPMENT

1%

4%
6%

Highly satisfied
Satisfied
Neither or nor
Dissatisfied

89%

36
 TABLE NO: 4.1.8

AGREE THAT TRAINING AND DEVELOPMENT WILL INCREASE YOUR

PERFORMANCE

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Completely agree 91 91%

Agree 8 8%
Disagree 1 1%

INTERPRETATION

From the above table 91% of employees completely agree for the training and development
will increase their performance and 8% of employees agreed in the statement and 1%
disagree in their statement,because the training that given to the employees are more effective
that increases their performance in the organisation.

CHART NO: 4.2.8

AGREE THAT TRAINING AND DEVELOPMENT WILL INCREASE YOUR

PERFORMANCE

1%

8%

Completely agree
Agree
Disagree

91%

37
 TABLE NO: 4.1.9

TRAINED CATEGORY OF TRAINING METHOD

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Off the job 13 13%

On the job 17 17%
Both 70 70%

INTERPRETATION

From the above table shows 70% of the employees stated both the “on the job “ and “off the
training methods undergone and 13% of employees mentioned “off the job thetraining” and
17% of employees stated”on the job training,the most of the employees are encouraged to
learn the new things that’s why they undergone both the training method.

CHART NO: 4.2.9

TRAINED CATEGORY OF TRAINING METHOD

13%

17% Off the job

On the job
Both

70%

38
 TABLE NO: 4.1.10

TRAINING METHOD IN WHICH YOU UNDERGONE AMOUNG “OFF THE JOB

TRAINING”

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Lectures method 46 46%

Coaching 38 38%
other 26 26%

INTERPRETATION

From the above table shows 46% of the employees stated lectures method in among off the
job training methods undergone and 38% of employees mentioned “ coaching method in off
the job trainin and 26% of employees stated other training method because,the most of the
employees are interested in lectures method as the company has skilled internal trainer in the
organisation.

CHART NO: 4.2.10

TRAINING METHOD IN WHICH YOU UNDERGONE AMOUNG “OF THE JOB

TRAINING”

24%

Lectures method
42%
Coaching

other

34%

39
 TABLE NO: 4.1.11

ENHANCEMENT IN PRODUCTIVITY AND PERFOEMANCE

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Completely agree 71 71%

Agree 18 18%
Disagree 11 11%

INTERPRETATION

From the above table shows 71% of the employees stated they completely agree with the
enhancement in their productivity snd performance and 18% of employees mentioned they
just agree with the statement and 11% of employees stated they totally disagreed with the
statement because most of the respondents concerned with the material handling and
efficient production department

CHART NO: 4.2.11

ENHANCEMENT IN PRODUCTIVITY AND PERFOEMANCE

11%

18%
Completely agree
Agree
Disagree

71%

40
 TABLE NO: 4.1.12

TYPE OF TRAINING PROGRAMME WHICH YOU UNDERGONE

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Internal 58 58%
External 32 32%
Both 9 9%
None 1 1%

INTERPRETATION

From the above table shows 58% of the employees stated internal training methods
undergone and 32% of employees mentioned they have undergone external training and 9%
of employees said both the internal and external training had undergone and 1% of employee
are not undergone any of the training as the internal environment of the organisation the
most of the employees have choosen internal training method.

CHART NO: 4.2.12

TYPE OF TRAINING PROGRAMME WHICH YOU UNDERGONE

1%

9%

Internal
External
32% Both
58% None

41
 TABLE NO: 4.1.13

TYPE OF” ON THE JOB TRAINING” PROGRAMME WHICH YOU UNDERGONE

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Job rotation 56 56%

Coaching 40 40%
Other 4 4%

INTERPRETATION

From the above table shows 70% of the employees stated both the “on the job “ and “off the
training methods undergone and 13% of employees mentioned “off the job thetraining” and
17% of employees stated”on the job training,the most of the employees are encouraged to
learn the new things that’s why they undergone both the training method.

CHART NO: 4.2.13

TYPE OF” ON THE JOB TRAINING” PROGRAMME WHICH YOU UNDERGONE

4%

Job rotation
Coaching
40% Other

56%

42
 TABLE NO: 4.1.14

HIGHLY EFFECTIVE PROGRAMME

PARTICULARS NO. OF RESPONDENTS % OF RESPONDENTS

Video training 0 0%
Classroom training 33 33%
On the job training 67 67%

INTERPRETATION

From the above pie chart we can say that 33% of employees respondent that need classroom
training and 67% of employees respondent they need on the job training,because the on the
job training are more in effective by applying the training in gaining by the pratical
knowledge.

CHART NO: 4.2.14

HIGHLY EFFECTIVE PROGRAMME

0%

Classroom
training 33%

on the job
training

Video
training
67%

43
 TABLE NO: 4.1.15

QUALITY OF MATERIAL

PARTICULARS NO.OF.RESPONDENTS NO.OF.PERCENTAGE

Very good 53 53%
Good 24 24%
Neutral 14 14%
Bad 9 9%

INTERPRETATION

From the above pie chart we can say that 53% of employees respondent that they have given
very good material and 24% of respondents are said that they have the material was good
and 14% of respondents are neutral and 9% are said bad because the material which are
issued are rich in quality that easily understandable.

CHART NO:4.2.15

QUALITY OF MATERIAL

9%

14%

Very good
Good
53%
Neutral
Bad 24%

44
5.1 FINDINGS

After analysing and interpreting the data, certain findings have been drawn to make it clear
about “ training and development” organised in the company.

 Most of the respondents are of the opinion that the company is committed in
promoting the training and Development programmes is good.which shows that
company should focus more on these aspects.
 Most of the respondents are highly satisfied with the training programme conducted in
the company.
 The employees of TAFE Pvt.Ltd.,shows great interest for the training and
development programme ,which indicate they all strive for the quality of the
company.
 The majority of the respondents believe that training and development programmes is
increasing their knowledge and performance to the employees.
 Most of the respondents feels that training and development programmes have
moderately increased the skills & talents towards assigned job.
 Survey reveals that most of the employees satisfied with the training programmes
conducted by the organisation which is helpful for the practical work.
 It is also observed that majority of the majority of the employees are satisfied with
the facilities, types, methods, arrangements etc.given for the employees.
 Most of the employees are satisfied with the method of training specially 5S and
safety training.
 The majority of the respondents feels that the feedback collected by the company has
been revised properly for the next training programmes.
 The most of the employees said they have given good material in training period.

45
5.2 SUGGESTIONS

 Training should be provided in order to improve the employee’s performance.

 After training program the employee’s performance should be checked and rewarded.
 Every employee can be given a reference book in order to recall the training events
happened throughout the year.
 Conduct relevant programs to the employees from bottom to top level.
 New innovative games can be included in order to increase employee’s interest in
training programs.

46
5.3 CONCLUSION

The employee in the organisation works for the betterment of the organisation and
so.TRACTORS AND FARM EQUIPMENT Pvt.Ltd Chennai.To make-work
effectivelythe concerned department should organise training and development programmes.

 The study concluded that the overall activities at .TRACTORS AND FARM
EQUIPMENT Pvt.Ltd Chennai. Is good and it can also achieve the level of
excelleance in the future by making some possible changes in its process.
 Employees benefit by attending training and development programmes in the
organisation.
 The company lays good foundation for career growth of the employees through
training and development programmes.
 It is more important to increase the satisfaction level of employees regarding the
training and development.
 SIt also helped to understand the motivation and morale driven up the traing and
development.
 The introduction of new or innovative process of training program to the existing
level will surely help this organisation to reach greater heights in the years to come.

I conclude that hrough proper training an employee canbecome multi skilled and this I have
practically noticed through my analysis .thus training endeavors to impart knowledge,skills
and attitudes necessary to perform job related task.

I have found out that because of the training employees are more able to perform their work
very effectively.By imparting suitable training to employees the company achieves the target
of:

i. High quality
ii. Timely delivery
iii. Reliability
iv. Value of money
v. Customer satisfaction.

47
BIBLIOGRAPHY

BOOKS:

 Michel Armstrong,8th edition 2001,HR Management and Practice

 D.D.Sharma 2001, marketing research.
 Tamil Nadu Transport Corporation Kumbakonam Profile
 Personal Management, C.B.Memoria
 Josh.M.1961, Training Industry, Bombay TATA Institute School of work.
 Kothrai.C.,2001 research Methodology
 S.C.Gupta and V.K.Kapoor, Fundamental of Statistics
 S.P.Gupta, Statistical Methods

WEBSITES:

www.vakilsearch.c

www.humanresources.com

www.google.com

www.slideshare.net

REFERENCES:

[1] P. Subba Rao (2009), “Essentials of Human Resource management and Industrial
Relations”, Himalaya Publication House, 3rd Revised & Enlarged Edition.

[2] Michel Armstrong (2001), “A Handbook of Human Resource Management Practice”,

Kogan Page, 8th Editon.

[3] Mamoria, C. B. (1995), “Personnel Management (Management of Human resources)”,

Himalaya Publishing House, Bombay.

[4] Chaudhuri, Manodip Ray. “Employ Training Grooming for a better tomorrow”. HRM
Review, Vol.4, No.1, January 2004.

[5] Dwivedi, R. S. (2001), “Managing Human Resources-Personnel Management in Indian

Enterprises”, New Delhi: Galgotia Publishing Company, New Delhi.

48
[6] Aswathappa, K. (2000), “Human resource and Personnel Management”, Tata Mcgraw-
Hill Publishing Company Limited, New Delhi.

[7] Guna Seelan Rethinam, Maimunah Ismail (2008) “Constructs of Quality of Work Life: A
Perspective of Information and Technology Professionals”, University Putra Malaysia,
Malaysia.

[8] ZHU Su-li,LONG Li-rong (2008), “TheTreadmill Effect on the Utility of Quality of
Working Life”, Wuhan University of Technology, P.R.China.

[9] Chao, Chih Yang Huang, Yi Li Lin, Chih Wei, “The Relationship between Leadership
Behavior of a Principal and Quality of Work Life of Teachers in an Industrial Vocational
High School in Taiwan”.

49
QUESTIONNAIRE

Dear Sir/Madam, I am doing a research work on Employees Training & Development. I

would request you to kindly spare some time to fill up this questionnaire.

Name -----------------------------------------

Age -----------------------------------------

Department ------------------------------------------

Years of Experience ------------------------------------------

1. What do you understand by training?

a) Learnin-
b) Enhancement
c) Sharing Information
d) All the above

2. Which one of the following is very important in your training programme?

a) Safety
b) Quality
c) 5S
d) Total productive management

3. What is your opinion regarding the support of reporting officer?

a) Highly satisfied
b) Satisfied
c) Neither or nor
d) Dissatisfied

4. Which one of the Following tool may help you to improve your training programme?

a) Easy handling
b) Accessing the material
c) In new machines

50
5.What will be your review after the learning process?

a) Highly satisfied
b) Satisfied
c) Neither or nor
d) Dissatisfied

6.What should be the ideal time to evaluate the training?

a) Immediate after training

b) After 15 days
c) After 1 month
d) Can’t say

7. Are you satisfied with your organisational training and development programme?

a) Highly satisfied
b) Satisfied
c) Neither or nor
d) Dissatisfied

8. Do you think training and development programme will increase your performance and
motivation?

a) Completely agree
b) Agree
c) Disagree

9.From the following training methods under which training method you have trained?

a) On the job
b) Off the job
c) Both

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10. If you trained off the job training methods then from the following method which method
you had undergone ?

a) Leactures method
b) Coaching
c) Other

11. Training is must for the enhancement productivity and performance?Do you agree with
this statement?

a) Completely agree
b) Agree
c) Dissagree

12.From the following training programs which type of training program you have
undergone?

a) Internal
b) External
c) Both
d) None

13.If you trained on the job training methods then from the following method which method
you had undergone ?

a) Job rotation
b) Coaching
c) Other

14.What type of training programmes do you prefer effective?

a) Video Training
b) Classroom training
c) On The Job Training

15.what is the quality of material that issued by the organisation training programe ?

a) Very good c) Neutral

b) Good d) Bad

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