Professional Documents
Culture Documents
Faculty guide
LIST OF TABLES
LIST OF CHARTS
I
INTRODUCTION 1
II
COMPANY PROFILE 2
III
RESEARCH OBJECTIVES 6
IV
REVIEW OF LITERATURE 7
V
RESEARCH METHODOLOGY 13
VI
DATA ANALYSIS AND 16
INTERPRETATION
VII
FINDINGS 60
VIII
SUGGESTIONS 61
IX
LIMITATIONS OF THE STUDY
X
CONCLUSION 62
XI
BIBLOGRAPHY 63
XII
ANNEXURE 64
LIST OF TABLES
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 ever increasing
competition, rise in customer’s 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. Noted management author Peter Drucker said
that the fastest growing industry would be training and development because of replacement on
industrial workers with knowledge workers. In United States, for example, according to one
estimate technology is de-skilling 75 % of the population. This is true for the developing nations
and for those who are on the threshold of development. In Japan for example, with increasing
number of women joining traditionally male jobs, training is required not only to impart
necessary job skills but also for preparing them for the physically demanding jobs. They are
trained in everything from sexual harassment policies to the necessary job skills.
Every organization is comprised of people acquiring their services, developing their skills,
motivating them to high levels of performance, and ensuring that they continue to maintain their
commitment to the organization are essential to achieving organization objectives. This is true
regardless of the type of organization Government, business, education, health, recreation or
social action. Getting and keeping good people is critical to the success of every organization.
Milkovich & Boudreau: Human resources management is a series of decision that affect the
relationship between employee and employer: it affects many constituencies and is intended to
influences the effectiveness of employee and employer.
We are currently study on effectiveness of training and development, to evaluate the study of
sample size of 50 has been taken for the survey in wheels India limited. Total sum of respondents
is 1000 and training program is to be formed in an effective manner. The study shows the full
implementation of the work and employees effectiveness on training program in wheels India
limited.
1
COMPANY PROFILE
COMPANY PROFILE
Wheels India Limited is company promoted by the TVS Group, India’s auto component
manufacturing. Starting with a bus service in 1911, the TVS Group has grown to become one of
India’s largest business houses with businesses in two wheelers, vehicle dealership & logistics
and auto component which had a turnover of over USD 7 Billion (FY 2012-13).
Wheels India (established in 1962) is one of the largest steel wheel manufacturers in the world.
The company hard turnover of USD 375 million (FY 2012-13) coming from the segments of
cars/UVs, commercial vehicles, tractors, single piece wheels and construction & earth mover
wheels. The company also manufactures air suspension kits for trucks and buses. With over 15%
of its turnover coming from Exports, particularly from the construction & earth mover equipment
segment, it is truly a global player in the auto component industry.
Wheels India started production of wheels for commercial vehicles in 1962 at our plant in PADI
Chennai. The company started the production of car and tractor wheels in PADI in 1965. In
1972, the company made a foray into the construction equipment sector with Hindustan Motors
(now CAT India). In 1982, the company opened its second facilities in Rampur for tractor
Wheels. Wheels India entered he wire wheels business in 1988 and entered the air suspension
market under the brand “WILRIDE”. In 1998, the company opened a facility in Pune to cater to
this growing automotive hub. Facilities manufactures Wheels for cars, trucks and busses.
The 2000s represented a decode of growing for the company and 2000 market its entry to the
earth mover market with 35” and 49” wheels. In 2005 the company started manufacturing forged
aluminum wheels to cater to the growing after market for truck and trailer manufactures. 2007
market the setup of 2 new facilities in Sriperumbudur for Big OEM wheels and BAWAL for
car wheels. In 2009 the company setup a new facility in PANTNAGAR to cater to the growing
truck and light commercial vehicle business.
Wheels India is a partner to various Global OMEs like Ford, Hyundai, Tata, Caterpillar, John
Deer, Komats u, Hyundai Heavy Industries, Case New Holland, Leyland, TAFE and
Suzuki. the company has won various awards which stand as a testament to its “quality First”
policies, to name a few –CAT SQEP Silver Ce rtification, Toyota Supplier Award for
Quality & Regional Construction Awards for Quality & Cost ’09 and Regional
Construction Award from Toyota in 2013 Global Supplier Convention.
The company believes that its future lies in partnering OMEs in their growth and providing
service to match. Wheels India has launched aftermarket brand “TVS WILGO” for catering
aftermarket need in 2012.
1.Market overview:
The Indian automotive component industry is small in size compared to the world market (INR
740, 0 billion). The industry has been experiencing a high growth rate of 27 percent over the
2
period 2001-06 and 13 percent over the period 2006-14, in year 2012-13 growth rate is 5.6%.
The quality of components made in India has improved significantly in the last decade and about
11 Indian auto component companies have won the Deming prize so far. Indian is estimated to
have the potential to become one of the top five auto component economies by 2025.
2.Export Scenario:
In 2012-13, automotive component exports from India were worth INR 582 billion and are
expected to reach INR 840 billion in 2016. While growth rate of exports has been 38 percent
during 2002-06, the export is growing by 24.4 percent during 2006-15. India exports a vast range
of automotive chassis and components. The major component categories that have shown a
healthy growth in exports are vehicle component and accessories, transmission shaft and cranks,
drive axles, starter motors, generators, and bumpers. The driving force behind India’s growing
automotive components exports in the past has been higher exports by Indian subsidiaries of
global OMEs and tier-l manufactures.
3.Key Product Categories and Segments for Exports:
The engine components segment is technology and capital intensive and is likely to be
dominated by the existing major firms in the short to medium term. Engine technology is
expected to move towards superior design (for optimal fuel consumption and lesser emission),
thus access to such technologies will be limited to the existing major firms. Among drive
transmission and steering components, the steering system are among the critical component of a
four-wheeler. The capital technology intensive nature of the segment acts as an entry barrier for
companies in the unorganized segment.
4.Major characteristics:
The Indian auto component industry is a thrust sector for India. The direct employment
generated by the medium and large firms in the organized sector is 2.5 lakhs. In terms of
location, over 70 percent of the automotive components companies are situated in either the
northern or western regions. Delhi, and Chennai have traditionally been the most important
clusters for the automotive components segment in India. The industry has 500 medium and
large key participants in auto component in the organized sector, along with 6000 ancillary units.
The unorganized sector predominantly caters to the aftermarket. Manufacturers in this sector
operate independently with little investment and on a small scale. They generally produce
component based on copied drawing and their quality is below average. Most component
required by the Indian automobile industry are manufactured locally. Import dependence is
estimated to the tune of 13.5 percent of the domestic demand.
5.Major Findings:
Major factors affecting the competitiveness & growth of the Indian auto component
manufacturers and exporters and challenges faced by the Indian auto component industry with
3
respect to input cost, quality, delivery schedule, scaling up operations and government policies.
Many of the top executive of the companies are increasingly buoyant about India’s prospects for
the next five years both in terms of exports and investment by Indian companies abroad.
6.Challenges faced by Indian auto component industry
1.Raw material prices: some of the challenges faced on raw material prices Include rising
prices, fluctuating prices, discriminatory higher pricing by the foreign vendors for Indian
component manufactures, custom free import of finished goods from ASEAN countries under
FTA.
2.Competitiveness: the south East Asian companies are over taking Indian auto-
component companies in competitiveness. Thailand and Korea apart from china are highly
competitive. The major threat to India’s export is expected to be from other Asian nation such as
Thailand and Taiwan.
4.Financial Related Issues: finance is always a key issue for any manufacturing
industry, Indian industry needs high level of foreign investment to conduct R&D and for high
productivity, but it is challenging for Indian auto component industry. Some other challenges are
delay in duty drawback and incentive, currency fluctuation and frequent changes in DEMP
rates.
6.Market Exposure: The small and medium companies in auto component sector do not
have enough resources to create awareness about their companies and product in even key
markets.
5
OBJECTIVES
OBJECTIVES OF THE STUDY
PRIMARY:
1. To find the effectiveness of training program imported by wheels India limited.
SECONDARY:
1. To find out the training method used by the firm.
2. To evaluate whether training program helps in increasing the productivity of the firm.
6
REVIEW OF LITERATURE
REVIEW OF LITERATURE
Definition of Training & Development:
“Training & Development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge.”
Need of Training:
Individual level –
• Diagnosis of present problems and future challenges
• Improve individual performance or fix up performance deficiency
• Improve skills or knowledge or any other problem
• To anticipate future skill- needs and prepare employee to handle more
challenging tasks
• To prepare for possible job transfers
Group level -
• To face any change in organization strategy at group levels
• When new products and services are launched
• To avoid scraps and accident rates
7
Identification of Training Methods:
Individual Training Needs Identification -
• Performance Appraisals
• Interviews
• Questionnaires
• Attitude Surveys
• Training Progress Feedback
• Work Sampling
• Rating Scales
Group Level Training Needs Identification -
• Organizational Goals and Objectives
• Personnel / Skills Inventories
• Organizational Climate Indices
• Efficiency Indices
• Exit Interviews
• MBO / Work Planning Systems
• Quality Circles
• Customer Satisfaction Survey
• Analysis of Current and Anticipated Changes
Benefits of Training Needs Identification:
• Trainers can be informed about the broader needs in advance
• Trainers Perception Gaps can be reduced between employees and their supervisors
Trainers can design course inputs closer to the specific needs of the participants
• Diagnosis of causes of performance deficiencies can be done
Methods of Training:
1.On the Job Trainings: These methods are generally applied on the workplace while
employees are actually working. Following are the on-the-job methods.
8
Advantages of On-the-Job Training:
• It is directly in the context of job
• It is often informal
• It is most effective because it is learning by experience
• It is least expensive
• Trainees are highly motivated
• It is free from artificial classroom situations
• Apprenticeships: Generally fresh graduates are put under the experienced employee
to learn the functions of job.
2.Off the Job Trainings: These are used away from work places while employees are not
working like classroom trainings, seminars etc. Following are the off-the-job methods.
9
Advantages of Off-the-Job Training:
• Trainers are usually experienced enough to train
• It is systematically organized
• Efficiently created programs may add lot of value
Disadvantages of Off-the-Job Training:
• It is not directly in the context of job
• It is often formal
• It is not based on experience
• It is least expensive
• Trainees may not be highly motivated
• It is more artificial in nature
Off the Job Training Methods:
• Classroom Lectures: It is a verbal lecture presentation by an instructor to a
large audience. Advantage – It can be used for large groups. Cost per trainee is low.
Disadvantages – Low popularity. It is not learning by practice. It is One-way
communication. No authentic feedback mechanism. Likely to boredom.
• Simulation: creating a real- life situation for decision- making and understanding
the actual job conditions give it. Following are some of the simulation methods of
trainings
6. R.K. SAHU: A practical treatise covering all facets of Training including: Managing
Training Function Training Needs Identification Aligning training with organizational goals
Designing Training Program Training Methodologies Delivery of Training Measuring Impact of
Training a masterpiece detailing all finer elements of Training with a practical approach.
7. DR.B. JANAKI RAMAN: The present book is an effort to blend training and
organizational strategic planning to present training management as a tool for enhanced
productivity.
8. ROLF.P. LYNTON: Training for Development has been regarded as the most
comprehensive work available to professionals in the field of training and development. The
authors focus on training not primarily as a source of new information, but rather as a means for
changing behavior for lasting improvement on the job.
12
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
RESEARCH -AN OVERVIEW:
Research is a scientific and systematic search for pertinent information on a specific topic.
the advanced learner's dictionary of current English lays down the meaning of research as "A
careful investigation or inquiry especially through search for new facts in any branch of
knowledge." Redman and Moray define research as "A systematized effort to gain new
knowledge." Research is an academic activity and as such the term should be used in a technical
sense. According to Clifford Woody, research comprises of defining and re-defining problems,
formulating hypothesis or suggested solution; collection, organizing and evaluating data; making
deduction and reaching conclusions; and at last, carefully testing the conclusions to determine
whether they fit the formulating hypothesis.
RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It is a
science of studying how research is done scientifically. The various steps that are generally
adopted by a researcher in studying the research problem along with the logic behind them are
studied. The researcher should know the research techniques, the research methodology, how to
develop certain tests, how to calculate the mean, median, mode or chi-square, how to apply a
particular research technique, which methods are relevant, and which are not, what would they
mean and indicate and why. Researchers should understand the assumptions underlying the
various techniques. Hence, Research methodology has various dimens ions and research method
constitute a part of research methodology.
RESEARCH DESIGN:
Research design is the decision regarding what, when, where, how much, by what means
concerning an inquiry or research study constitute a research design. It can be defined as the
arrangement of conditions for collection and analysis of data in a manner that aims to combine
the relevance to the research purpose to the economy procedure. Research design is needed
because it facilitates the smooth sailing of the various research operations, thereby making
research as efficient as possible yielding maximal information with minimal expenditure of
effort, time and money. In fact, research design has a great bearing on the reliability of the results
arrived at the end as such constitutes the firm foundation of the entire edifice of the research
work.
DATA COLLECTION:
There are two types of data:
13
Primary and Secondary
PRIMARY DATA are those which are collected a fresh and for the first time and thus happen to
be original in character.
SECONDARY DATA on the other hand, are those which have already been collected by
someone else and which have already Being passed through the statistical process. The methods
of collecting primary and secondary data differ since; primary data are to be originally collected,
while in case of secondary data, the nature of data collection work is merely that of complication.
RESEARCH INSTRUMENT:
QUESTIONNAIRE:
A questionnaire is sent to the persons concerned with the request to answer the question and
return the questionnaire. the questionnaire consists of many questions printed in a definite order
on a form or set of forms. The questionnaire is mail to respondents who are expected to read and
understand the questions and write down the reply in the space lent for the purpose in the
questionnaire itself. The respondents have to answer the questions on their own. In this study, a
questionnaire was collect data from the sample.
SAMPLING METHOD:
Sampling is the process of selecting a sufficient number of elements from the population, so
that a study of the sample and an understanding of its properties or characteristics would make it
possible for us to generalize such properties or characteristics to the population element. In this
study stratified sampling technique is used.
• Recruitment
14
• Selection
SAMPLE SIZE:
Total population size is = 1000
15
DATA INTERPRETATION AND DATA
ANALYSIS
TABLE – 1
16
CHART – 1
60
50
40 38%
Percentage
30 30%
No. of Respondent
20
16% 16%
10 19
15
8 8
0
21 - 30 31 - 40 41 - 50 Above 50
17
TABLE – 2
No. of
Particulars Respondents Percentage
(%)
Aware 25 50
Not Aware 25 50
Total 50 100
18
CHART – 2
80
70
60
50 50% 50%
40 Percentage
30 No. of Respontent
20
10 25 25
0
Aware Not Aware
19
TABLE – 3
No. of
Particular Respondents Percentage
(%)
Yes 25 50
No 25 50
Total 50 100
Inference: Above table states that 50% of the respondent said yes in
the training program is compulsory, 50% of the respondent said no
in the training program.
20
CHART – 3
85
50% 50%
75
65
55 Percentage
45
35 No. of
25 25
25 Respontents
15
5
Yes No
21
TABLE – 4
22
CHART – 4
Percentage
44% Yes
56% No
23
TABLE – 5
Inference: Above table states that 68% of the respondents said yes
for willingness to attend the training program, 32% of the
respondents said no for not willing to attend the training program.
24
CHART – 5
No. of
Respontents
No 16 32% Percentage
Yes 34 68%
0 20 40 60 80 100 120
25
TABLE – 6
No. of
Particular Respondents Percentage
(%)
Strongly agree 20 40
Agree 19 38
Dis- Agree 11 22
Total 50 100
26
CHART – 6
25
20 40% 38%
15
Percentage
20 22%
10 19 No. of Respontent
11
5
0
Strongly Agree Agree Dis-Agree
27
TABLE – 7
28
CHART – 7
40
35 36
30
25 24
22
20 N0.of Respondent
18 18
15 Percentage
11 12
10 9
5
0
On the job Off the job Audio visual All the above
method
29
TABLE – 8
No. of Percentage
Particular Respondents (%)
Agree 39 78
Dis-Agree 11 22
Total 50 100
30
CHART – 8
120
100
80 78%
Percentage
60
No. of Respontents
40
39 22%
20
11
0
Agree Dis-Agree
31
TABLE – 9
Inference: Above table states that 56% of the respondents did not
accepted and said false for the employee, employer relationship,
44% of the respondents accepted and said true for the employee,
employer relationship.
32
CHART – 9
30
25
56%
20 44%
Percentage
15 28
No. of Respontent
22
10
0
1 0
33
TABLE – 10
No. of Percentage
Particular Respondents (%)
Every month 19 38
Half yearly 16 32
Quarterly 7 14
Once in a year 8 16
Total 50 100
Inference: Above table states that 38% of the respondents stated the
duration of their training program is conducted at every month,
32% of the respondents stated half yearly period is conducted in
training program, 16% of the respondents stated once in a year is
conducted in training program, 14% of the respondents stated
quarterly period is conducted in training program.
34
CHART – 10
60
50
40 38%
32% Percentage
30
No. of Respondent
20
16%
14%
10 19 16
7 8
0
Every Half yearly Quarterly Once in a
month year
35
TABLE – 11
36
CHART – 11
60
50
40
36%
30 Percentage
28%
22% No. of Respondent
20
14%
10 18
11 14
7
0
Strongly Agree Strongly Dis-Agree
Agree dis- agree
37
TABLE – 12
Inference: Above table states that 60% of the respondents said yes
to the focus on team work in training program, 40% of the
respondents said no to the focus on team work in training program.
38
CHART – 12
35
30
60%
25
20 Percentage
40%
15 30 No. of Respondent
10 20
0
Yes No
39
TABLE – 13
Inference: Above table states that 58% of the respondents agree that
training and development program improves employee’s knowledge,
42% of the respondents dis-agree that training and development
program doesn't improves the employee’s knowledge.
40
CHART – 13
Percentage
42% Agree
58% Dis-Agree
41
TABLE – 14
42
CHART – 14
40
34%
35
28%
30
25 22%
20 17 No. of Respondent
16%
14
15
11 Percentage
10 8
0
Satisfied Dis-Agree Partially Partially Dis-
Satisfied Satisfied
43
TABLE – 15
44
Chart – 15
100%
100%
99% Percentage
No. of Respontent
98%
98% 18 17 15
97%
Absolutely False can't say
true
45
TABLE – 16
46
CHART – 16
60
36%
50
40 28%
30 Percentage
18% 18%
No. of Respondent
20
18
14
10 9 9
0
15 days 1 month 3 month 6 month
47
TABLE – 17
48
CHART – 17
45
40
35
30 28%
25
22% Percentage
20 20%
18% No. of Respondent
15
12%
10
14
11 10 9
5 6
0
Job rotation Coaching Job Committee internship
Instruction assignment training
49
TABLE – 18
50
CHART – 18
1.00
1.00
62% 38%
0.99
Percentage
0.99
No. of Respontent
0.98
31 19
0.98
0.97
Agree Dis-Agree
51
TABLE – 19
No. of
Particular Respondents Percentage
(%)
Excellent 14 28
Very Good 12 24
Average 14 28
Poor 10 20
Total 50 100
52
CHART – 19
30 28% 28%
24%
25
20%
20
14 14 No. of Respondent
15
12
10 Percentage
10
0
Excellent Very Good Average Poor
53
CHI-SQUARE TEST
PRIMARY OBJECTIVE
HYPOTHESIS
Null Hypothesis (H0): There is no significant different between age & opinion
regarding effectiveness of training program.
Alternative Hypothesis (H1): There is significant different between age &
opinion regarding effectiveness of training program.
54
Solution:
O E O-E (O – E)2
3 2.72 0.28 0.0784
3 2.56 0.44 0.1936
2 1.76 0.24 0.0576
0 0.96 -0.96 0.9216
2 5.1 -3.1 9.61
4 4.8 -0.8 0.64
7 3.3 3.7 13.69
2 1.8 0.2 0.04
10 6.46 3.54 12.5316
5 6.08 -1.08 1.1664
2 4.18 -2.18 4.7524
2 2.28 -0.28 0.0784
2 2.72 -0.72 0.5184
4 2.56 1.44 2.0736
0 1.76 -1.76 3.0976
2 0.96 1.04 1.0816
Total 50 50.5312
55
X 2 = E (O-E)2
E
= 50.5312
50
X 2 = 1.010624
Where, O= the frequencies observed
E= the frequencies expected
Calculated value = 1.010624
Degree of freedom = (r-1) (c-1)
= (4-1) (4-1)
=3x3
=9
At 5% Level of significance
Table value = 16.919
Calculated value < Table value
Hence H1 is accepted.
Conclusion:
Calculated value= 1.010624, Table value = 16.919,
Since table value is less than calculated value, H1 is accepted and H0 is rejected.
Therefore, there is no significant different between age & opinion regarding
effectiveness of training program.
56
Secondary objective
HYPOTHESIS
Null Hypothesis(H0): there is no significant different between age & opinion regarding
effectiveness of training program.
On the job 2 3 13 0 18
Audio 1 6 3 2 12
visual
method
Above all 2 1 2 4 9
Total 8 15 19 8 50
57
Solution:
O E O-E (O-E)2
2 2.88 -0.88 0.7744
3 1.76 1.24 1.5376
1 1.92 -0.92 0.8464
2 1.44 0.56 0.3136
3 5.4 -2.4 5.76
5 3.3 4.67 21.8089
6 3.6 2.4 5.76
1 2.7 -1.7 2.89
13 6.84 6.16 37.9456
1 4.18 -3.18 10.1124
3 4.56 -1.56 2.4336
2 3.42 -1.42 2.0164
0 2.88 -2.88 8.2944
2 1.76 0.24 0.5676
2 1.92 0.08 6.4
4 1.44 2.56 6.5536
Total 50 114.0229
58
X2 = E (O-E)2
E
= 114.0229
50
X2 =2.280458
Where, O = the frequencies observed
E = the frequencies expected
Calculated value = 2.280458
Degree of freedom = (r-1) (c-1)
= (4-1) (4-1)
=3x3
=9
At 5% Level of significance
Table value = 16.919
Calculated value < Table value
Hence H1 is accepted.
Conclusion:
Calculated value= 2.280458, Table value = 16.919,
Since table value is less than calculated value, H1 is accepted and H0 is rejected.
Therefore, there is no significant different between age & opinion regarding the
training method used by the firm of training program.
59
FINDINGS
FINDINGS:
4. Employees felt that training program is given to them immediately after recruitment.
6. Many of the employees strongly agree the training as a part of organization strategy.
9. Respondents believe that training program do not improve employee - employer relationship.
10. More employees stated the duration of their training program is conducted at every month.
11. Many of them strongly agree the productivity increase in qualitative and quantitative.
12. Many employees assumed yes for the training program focuses on team work.
13. Most of the respondents agree that training and development program improves e mployee’s
knowledge.
14. Most of the employees are satisfied with the effectiveness of training program.
15. Many assumed absolutely true for the feedback on training program as consideration.
16. Many employees assumed 3 months of time duration taken for completing a training
program.
18. Many respondents agreed that training given in organization is relevant to the firm need.
19. Most of the employees equally assured excellent and average for effectiveness of training
program.
60
SUGGESTION
Suggestions:
Based on the findings some suggestions are given to the company and to the employees.
• Greater awareness about the objectives of the training and development program must be
created among the trainees at the time of their nomination for the training so that it helps
the trainee easily understand and attain the objectives and goals of the program.
• Employees must be motivated to take up Training Programs regularly to update their
skills and learn new technique to perform their work effectively and efficiently.
• Objectives of the training program must be in line with the need of the trainees and must
be clearly explained to them so that they can be easily attained.
• Training Program must be conducted at frequent intervals to help the workers update
with new technologies and to improve their performance.
• Superior Quality of training materials and training aids provided to the trainee will
increased their involvement and participation for the training which in turn help in their
performances, effective communicates and to enhance good relationship among co-
workers.
• Trainers must extend their personal care and concern to create a friendly atmosphere and
always be ready to help the trainees in difficult situation.
• Organization must take efforts to see that trainees are provided with the best of facilities
bringing in new improvement with every training program.
61
CONCLUSION
CONCLUSION
62
BIBLOGRAPHY
BIBLOGRAPHY:
1. Training and Development: Enhancing Communication and Leadership Skills, by
Steven A. Beebe, Timothy P. MOTTE and K. David Roach,2012-
2. Employee Development on a Shoestring, (Halelly Azulay, 2012)
3. Telling Ain’t Training- 2nd Edition, by (Harold D. Stolovitch and Erica J. Keeps, 2011)-
4. Design for How People Learn (Voices That Matter), by (Julie Dirksen, 2011).
5. The Gamification of Learning and Instruction: Game-based Methods and Strategies for
Training and Education, by (Karl M. Kapp, 2011)
6.R.K. SAHU
7.DR.B. JANAKI RAMAN
8.ROLF.P. LYNTON
9.DEEPAK KUMAR BATACHARYA
63
ANNEXURE
A Study on training & development Undertaken in
WHEELS INDIA LIMITED
1. NAME:
OCCUPATION:
INCOME:
A) Aware, B) Not-Aware
A) YES, B) NO
A) YES, B) NO
64
A) On the job, B) Off the job, C) Audio visual method, D) All the above
A) Agree, B) Dis-Agree
A) True, B) False
11. Training method help to increase the productivity on both qualitatively, quantitatively?
A) YES, B) NO
13. Do you feel that training & development program improves employee’s knowledge?
A) Agree, B) Dis-Agree
15. Do you think your feedback on your training program is been taken into consideration?
65
A) Absolute True, B) False, C) Can't say
16. What is the time duration taken from completing a training program?
E) Internship training
18. Do you feel that the training given in organization is relevant to the firms need?
A) Agree, B) Dis-Agree
19. How will you rate the over All effectiveness of the training program?
20. Any suggestion that can be given to improve the training program in your firm?
ANS)
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