A STUDY ON TRAINING AND DEVELOPMENT

IN
ANANTHA P.V.C. PIPES PRIVATE LIMITED,
ANANTAPUR

A project report Submitted in partial fulfillment of the requirements for the

Degree of Master of Business Administration

By
D. VAHIDA
(Reg No: 0011820034)

Under the Guidance of

Dr. S.V. SUBBA REDDY,M.A. M.B.A. Ph. D.

DEPARTMENT OF BUSINESS MANAGEMENT

YOGI VEMANA UNIVERSITY

KADAPA – 516003
2018 -2020
 DECLARATION

I hereby declare that this Project Report titled “A STUDY ON TRINING AND
DEVELOPMENT” is my work to the best of my knowledge and belief. If contains no
material previously published or written by another person or substantial extent of the
material has not been accepted for the award of Degree or Diploma of any other institute or
university.

Date:

Place: Kadapa

D. VAHIDA

H.T.No. (0011820034)

YOGI VEMANA UNIVERSITY: KADAPA

 DEPARTMENT OF BUSINESS MANAGEMENT

CERTIFICATE

Certificate that his project report titled “A

STUDY ON TRAINING ANDDEVELOPMENT” is a bonafide work of Ms. D.
VAHIDA (0011820034) who carried out the work under my supervision in partial
fulfillment for the award of the Degree of Master of Business Administration during
2018-2020.

Head of the Department Project Guide

ACKNOWLEDGMENT

I take this opportunity to place on record my everlasting thanks and feeling of

gratitude to my project guide Dr. S.V. SUBBA REDDY,M.A. M.B.A. Ph. D. for his valuable
suggestions an inspiring guidance for completion of this project.
 I would to acknowledge and place on record my sincere sense of regard and gratitude
to Mr. V.SHIVA KUMAR REDDY, M.B.A, -HR of ANANTHA P.V.C. PIPES PRIVATE
LIMITED, ANANTAPUR for giving me an opportunity to carry out the project and
guidance.

I would also express my sincere gratitude to my parents, teachers, well-wishers and

friends for their supporting for completion of the project.

(D. VAHIDA)
 TABLE OF CONTENTS

CHAPTERNO TITLE PAGE NO

1 INTRODUCTION 1 – 18

2 INDUSTRY PROFILE AND COMPANY PROFILE 19-34

3 RESEARCH MEHODOLOGY 35-36

4 DATA ANALYSIS AND INTERPRETATION 37-50

5 FINDINGS, SUGGISTIONS & CONCLUSION 51-53

ANNEXURES Annexure-1 QUESTIONNARE, 54-55

Annexure-11 BIBLIOGRAPHY
INTRODUCTION

Two or more persons is makes an organization, it may be manufacturing firm, a

business concern, an insurance company and other institutions. It is through the combined
efforts of the people that monetary and material resources are utilized for organizational
objectives. Without human efforts organization cannot accomplish their objectives. It is a
manner of common knowledge at every organization, depends for its effective functioning,
not so much on its material or financial resources as on its material or financial resources as
on its poor importance factor, which determines profitability of an organization in a
competitive environment.

It is the personnel department, which effectively plans, controls, produces and

maintains adequate qualified working force of various personnel necessary for manning the
organization.

The employment function is continued and ends only when the enterprise ceases to
exist. The Primary function of personnel department is to select the right people to the right
time. Employees are an important segment of society and their life style influences society
very much.

HUMAN RESOURCE MANAGEMENT:

Human Resource Management is a Management function that helps manager to
recruit, select, train and develop organization members.
In simple sense, human resource management means employing people, developing
their resources, utilizing, maintaining and compensating their services in tune with the job
and organizational requirements with a view to contribute to the goals of the organization,
individual and the society.

DEFINITIONS:
1. Human Resource Management is “Concerned with the people dimensions in
management. Since every organization is made up of people, acquiring their services,
developing their skills, motivating them to high levels of performance and consuming
that they continue to maintain their commitment to the organization are essential to

1
 achieving organization objectives. This is true, regardless of the type of organization,
Government, Business, Education, Health recreation or social action.

2. According to J. Julius defined Personnel Management as “the field of management

which has to do with planning, organizing, directing and controlling the functions of
procuring, developing, maintaining and utilizing a labour force, such that the.
a). Objective for which the company is established are attained economically and
effectively.
b) Objectives of all levels of personnel are served to the highest possible degree, and
c) Objectives of society are duly considered & served.

3. According to Edwin. Filippo, “Management is planning, organizing, directing and

controlling of the procurement, development, compensation, integration, maintenance and
separation of human resources to the end of that individual, organizational & Social
Objectives are accomplished. Thus, Human Resource Management refers to a set of
programmers; functions and activities designed and carried out in order to maximize both
employees as well as organizational effectiveness.
Human Resource Management Objectives & Functions.
OBJECTIVE AND FUNCTIONS SUPPORTS
1 SOCIAL OBJECTIVES 1. Legal compliance
2. Benefits

2 Organizational Objectives 1. Human Resource Planning

2. Employee relations
3. Selection
4. Training & Development
5. Appraisal
6. Placement
7. Assessment
3 Functional Objectives 1. Appraisal
2. Placement
3. Assessment
4 Personal Objectives 1. Training & Development
2. Appraisal

2
 3. Placement
4. Compensation
5. Assessment

DEFINITION OF MANAGEMENT:-
Accorder to MARY PARKER defines the term management as “The art of getting things one
through others”.
According to JOHN. A. PEARCE & RICHARD. B. ROBINSON, “ Management is the
process of optimizing human, material and financial contributions for the achievement of
organizational goals”.

Management is concerned with the accomplishment of objectives by utilizing

Physical and financial resources through the efforts of human resources. Thus, human
resources are a crucial sub-system in the process of management.

DEFINITION OF HRM:
● According to LEON.C. MEGGINSON, defines the term human resources as “the total
knowledge, skills, creative abilities, talents and aptitudes of an organization work
force, as well as the value, attitude and beliefs of the individuals involved”.

NATURE & SCOPE OF HUMAN RESOURCES:

People in any organization manifest themselves, not only through individual
sections but also through group interactions. When individuals come to work place, they
come with not only technical’s skills, knowledge etc., but also with their personal feelings,
perception, desires, motives, attitudes, values etc.,
Therefore, employee management in an organization does mean management of
not only technical skills but also other factors of human resources.

MEANING:

3
 Human Resources Management means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job & organization
requirement.

OBJECTIVES OF HRM: -
The objectives of human resource management may be as follows.
● To create and utilize an able and motivated work force to accomplish the basic
organizational.
● To provide an opportunity for expression and voice in management.
● To provide fair, acceptance and efficient leadership.
● To provide facilities & conditions of work and creation of favourable atmosphere for
maintaining stability of employment.
● To maintain high employee morale and sound human relations by submitting and
improving the various conditions and facilities.
● To attain an effective utilization of human resources in the achievement of
organizational goals.
● To strengthen and appreciate the human assets continuously by providing training &
developmental programmers’.

BOARD OF DIRECTORS:-

4
 Sri. S.P.Y. REDDY locally well known industrialist with the base at Nandyal,
Kurnool District who has been successful entrepreneur and management. Is technically
qualified person with B.E. (Mechanical) from R.E.C. (Warangal) and with work experience
at BAARC (Bombay). He has daringly ventured and established industries in and around
Nandyal from 70’s. As years went of he has established most successfully the following
Nandi Group of companies.
● Nandi Milk
● Maha Nandi Mineral Waters
● Nandi Infosys
● Nandi online services
● Monarch Pipes Ltd
● Integrated thermos plastics Ltd
● Nandi P.V.C. Projects.
PROMOTER:
Sri. S. Sreedhar Reddy, A computer engineer and a student of IIM, Ahmedabad has
been entrusted the management of Monarch Pipes Ltd. Hampapuram and great assistance and
a young upcoming engineer and industrialist.

BRANCHES:
● PONDICHERY
● SALEM
● BELLARY
● MADURAI
● SANGLI
● VELLORE
● GOA
● YANAM

5
 Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goal. So every management has to develop the
organization through human resource development. Employee training is important slub-
system of human resource development. No organization can bet a candidate who matches
with the job and the organizational requirements. Hence training is important to develop the
employee and make him suitable to the job.
After an employee is selected, placed and introduced he or she must be provided with
training facilities. Dale S. Beach define training as “----------the organized procedure by
which people learn knowledge and for skill for a definite purpose.
In other words training improves, changes, moulds the employee’s knowledge, skill,
behavior, aptitude, and attitude towards the requirements of the job and organization.
Training refers to the teaching & Learning activities carried on for the primary purpose of
helping members of an organization to acquire and apply the knowledge, skills, abilities and
attitudes needed by a particular job & organization.
Thus training bridges the differences between job requirement & employee’s present
knowledge.
Nearly 50 percent of all jobs currently having done in the United States did not exist
half a century ago. It is becoming increasingly common for individual to “Change careers”
several times during their working lives. The probability of any young person learning a job
today & having those skills go basically unchanged during the forty or so years of his or her
career is extremely unlikely, may be even impossible. In a rapidly changing society,
employee training is not only an activity that is desirable but also an activity that an
organization must commit resources to if it is to maintain a variable and knowledgeable work
force.
The difference between training & development are discussed below.

TRAINING & DEVELOPMENT

Employee training is distinct form management development or executive
development. While the former refers to training given to employees in the area’s of
operations, technical & allied areas., the latter refers to developing an employee in the areas
of principles and techniques of management administration, organization and allied areas.
Following are the differences between training & development.
Sl.No Area Training Development
1. Content Technical Skills & Managerial & behavioral skills
6
 Knowledge. & knowledge.
2. Purpose Specific Job- related Conceptual and general
Knowledge.
3. Duration Short-term Long-term
4. For whom Mostly technical and non- Mostly for managerial
managerial Personnel Personnel.

Training develops human skills & efficiency. Trained employees would be a valuable
asset to an organization. Organizations efficiency productivity, progress & development to a
greater extend depend on training. Training is important, as it constitutes significant part of
management control. Here the main areas of influence of the study and suggestion demand.

7
Objective of the study:

● To study the training need analysis and implementation at Anantha P.V.C. Pipes Pvt.
Ltd.,

● To study and gain in-depth knowledge and understanding of Human Resource

practices in Anantha P.V.C. Pipes Pvt. Ltd.,

● To assess the function of Training and Development in Anantha P.V.C. Pipes Pvt.
Ltd.,

Need for the study:

Every organization needs to have experienced and well-trained employees to perform the
activities assigned to them. Training is a medium through which one can improve their
performance in the changing times; training is gaining importance as a pervasive HR
function. The success of any training program depends on the varied impact it has on people,
which helps in determining the effectiveness of their skills and abilities.

Hence training and development greatly effects motivational level of the individual to
perform more skillfully. Therefore the training and development has been selected as the
theme of the project.

Scope of the Study:

● The study is focused on Training and Development at Anantha P.V.C. Pipes Pvt.
Ltd.,. The study covers workers, non-management and management staff of Anantha
P.V.C. Pipes Pvt. Ltd.,

● Frequency of attending training sessions.

● How directly the training session are related to the job.

● Encouragement for training and development

8
INTRODUCTION TO TRAINING AND DEVELOPMENT

As a brief review of terms, training involves an expert working with learners

to transfer to them in certain areas of knowledge or skills to improve in their current job.
Organization and individual should develop and progress simultaneously for their survival
and attainment of mutual goals. So, every modern management has to develop the
organization through human resource development. Employee training is most important
subsystem of human resource development. Training is a specialized function and is one of
the fundamental functions of human resources management.

MEANING

Training and development is an attempt to improve the current and future

employee performance by increasing an attitude of employee his/ her skills and knowledge.

In other words, training improves and changes, moulds the employee’s

knowledge, skills behavior, aptitude and attitude towards the requirement of the job in an
organization.

Training Defined

Before trying to understand system type training, we must first understand what
training is. We need to clarify the definition of training and then do the same for human
resource development.

Training (1) is defined as learning that is provided in order to improve performance

on the present job.

A person's performance is improved by showing her how to master a new or

established technology. The technology may be a piece of heavy machinery, a computer, a
procedure for creating a product, or a method of providing a service.

Notice that the last part of the definition states that training is provided for the present
job. This includes training new personnel to perform their job, introducing a new technology,
or bringing an employee up to standards.

9
Training, Development, and Education

HRD programs are divided into three main categories: Training, Development, and
Education. Although some organizations lump all learning under "Training" or "Training and
Development," dividing it into three distinct categories makes the desired goals and objects
more meaningful and precise.

As discussed earlier, training is the acquisition of technology, which permits

employees to perform their present job to standards. It improves human performance on the
job the employee is presently doing or is being hired to do. Also, it is given when new
technology in introduced into the workplace.

Education is training people to do a different job. It is often given to people who have
been identified as being promo-table, being considered for a new job either lateral or
upwards, or to increase their potential. Unlike training, which can be fully evaluated
immediately upon the learners returning to work, education can only be completely evaluated
when the learners move on to their future jobs or tasks. We can test them on what they
learned while in training, but we cannot be fully satisfied with the evaluation until we see
how well they perform their new jobs.

Development is training people to acquire new horizons, technologies, or viewpoints.

It enables leaders to guide their organizations onto new expectations by being proactive
rather than reactive. It enables workers to create better products, faster services, and more
competitive organizations. It is learning for growth of the individual, but not related to a
specific present or future job. Unlike training and education, which can be completely
evaluated, development cannot always be fully evaluated. This does not mean that we should
abandon development programs, as helping people to grow and develop is what keeps an
organization in the cutting edge of competitive environments. Development can be
considered the forefront of what many now call the Learning Organization.

Development (3) involves changes in an organism that are systematic, organized, and
successive and are thought to serve an adaptive function. Training could be compared this
metaphor - if I miss one meal in a day, then I will not be able to work as effectively due to a
lack of nutrition. While development would be compared to this metaphor - if I do not eat,

10
then I will starve to death. The survival of the organization requires development throughout
the ranks in order to survive, while training makes the organization more effective and
efficient in its day-to-day operations.

Also, do not confuse development with change. Change (4) refers to alterations that
occur over time in the learners' internal cogitative or affective characteristics. This change
may be quantitative or qualitative and it implies no directionality, encompassing both
regression and progression. Development is always progressive.

Using a systems approach to design training, education, and development programs

ensure that an organization gets the most from its resources. Although this guide mainly
discusses the creation of training programs, development and education programs can also be
built by using a Systems Approach to Training with little or no modifications.

The Training System

The goal of instruction is to overcome a deficiency in a skill, knowledge, or attitude. The

designer must understand the instructional goals so that the courseware’s content, layout,
strategies, and activities may be built to maximize the learning experience. The goals of
instruction are to overcome a deficiency in a skill, knowledge, or attitude. The designer must
understand the instructional goals so that the courseware's content, layout, strategies, and
activities may be built to maximize the learning experience. When some people see or hear
the word system, they think of mega-methodologies that require several bookcases and
intense training to use. A System Approach to Training is not that difficult or complicated.
The Instructional System Development (ISD) Model (5) was designed to solve training
problems. Figure 2 shows the ISD model. It was first established by the Department of
Defense, but can now be found in almost any type of organization. It grew out of the
"systems analysis" concepts that became popular after World War II. It is probably the most
extensively used instructional design model in use today.

ISD is concerned with the identification of training requirements based on the analysis of job
performance requirements data obtained from experts in the job to be performed. Training
objectives are formulated as a result of the job analysis process and tests are developed to be
used to assess the learner's progress toward meeting the training objectives. ISD or SAT also
attempts to bring structure to the instructional design process when determining the optimal
instructional strategies, instructional sequencing, and instructional delivery media for the
types of training objectives involved.
11
Although there is minor difference, most development systems follow an approach similar to
this:

Analyze the system in order to completely understand it, and then describe the goals you
wish to achieve in order to correct any shortcomings or faults within the system

Design a method or model to achieve your goals.

Develop the model into a product (in training, this product is called courseware).

Implementing the course ware

Evaluate the courseware and audit-trail throughout the four phases and in the field to ensure
it is heading in the right direction and achieving the desired results.

INPUTS IN TRAINING & DEVELOPMENT:

Any training and development programs must contain inputs which enabling the
participants gain skills learn theoretical concepts and help required vision to look into the
distant future. In addition to this there is a need to impart ethical orientation, emphasis on
attitudinal changes & stress up on decision making and problem solving abilities.

NEED FOR TRAINING & DEVELOPMENT:

● Increase efficiency
● Increase in Morale (Attitude of a person towards of an organization)
● Better human relation.
● Reduction in supervision.
● Increased Organisations Flexibility.
●
TRAINING METHODS:
As a result of research in the field of training, a number of programmes are available.
Some of these are new methods, while others are improvements over the traditional methods.
The training programmes commonly used to train operative and supervisory personnel.
Those programmes are classified into on the job and off the job training programmes.

Sl.No METHODS DEFINITION

12
 LEARNING, WHILE DOING THE
1. ON THE JOB
WORK.
2 JOB INSTRUCTION TRINING Giving practical training step by step
Learning the job under a supersion of
3 Coaching/ under study
a skilled person.
Entrusting an employee different
4. Job rotation
types of work at periodical intervals.
On the job training in skill oriented
5. Apprenticeship
jobs
Active participation in committees
6. Participation in deliberation
and task forces
7. Syndicate method Group analysis of a problem
Artificial make up of a real life
8. Simulation
situation for first hand experience.
9. Demonstration Learning while doing
These are executive development
10. Management games programmes to enhance the decision-
making skills in the executives.

ON THE JOB TRAINING (OJT):

OJT is conducted at the work site and the content of the job often it is normal
as when an experienced worker shows a trainee how to perform the job task. This type of
training, also known as job instruction training, is the most commonly used method. The
problem of transfer of trainee is also minimized as the person learns on the job.

On the job training methods include job rotation, coaching, job instruction or training
through step-by-step and committee assignments.

Advantages:
It is most effective method as the trainee learns by experience, making him highly
competent, further the method is least expensive no formal training is organized.

The trainee is highly motivated to learn since he/she aware of the fact that his or her
success on the job depends on the training receives. The training is free from the artificial
situation of a classroom. Thus contribute to the effective to the programme.

13
Demerits:
The experience of the program may lack expertise and inclination to train the juniors.
The training programme itself is not systematically organized in addition to a poor conducted
OJT programme is likely to create safety hazards, results in damaged products or materials
and having unnecessary stress to the trainee.

14
 Sl.No METHODS
1 OFF THE JOB
2 Lecture &
Conference
3 Role- play
4 In basket exercises
5 Sensitivity training
6 Vestibule training
DEFINITION
TRANINEE IS SEPERATED FROM THE JOB
SITUATION
Gaining the experience of others by attending their
lectures.
Human interaction in imaginary situations
Off the job training about practical problems
Open & informal frank decision – making process
among the group members to clearly understand a topic
& as well to know their personal strengths &
weaknesses
This method will enable the people to learn & develop
skills while working in the situation

OFF THE JOB TRAINING:

Under this method of training, trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance. Since
the trainee is not distracted by job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees.

Off the job training methods include vestibule training, role-playing, lecture method,
discussion, programmed instruction.

Merits:-
The main advantage of off the job training method is that the trainee has an
opportunity to express his/her feelings freely, the trainees can progress through the programs
at their own speed strong motivation is provided to the learner to repeat learning. Material is
also structure and self-contained offering much scope for practice.

Demerits:-

15
 The scope of learning is less compared to other methods of training. Cost of
preparing books, annuals and machinery computer is considerably high. Need of a passive
training and gain inside their own and others behavior.

Individual often act different in real life situation then they doing action of simulation
exercise, sensitivity training uses small members of trainees usually fowler twelve in group.

PROGRAM IMPLEMENTATON INVOLVES ACTION ON THE

FOLLOWING LINES:

Deciding the location, organizing training and other facilities.

Scheduling the training program.
Conducting the program
Motivation the progress of training

EVALUATION OF THE PROGRAM:

The last stage in training and development is the evaluation of results. Since huge of money
are spent on training and development, how for the program has been useful must be judged
and determining. Evaluation hels determining the results of the training and development
program. In practice, however, organization either overlooks or lack facilities for evaluation.

NEED FOR EVALUTION

The main objective of evaluation training program is to determining, if they are
accomplishing specific training objectives i.e., correcting performance deficiencies. The
second region of evaluation is to ensure that any change in training capabilities are due to the
training programs and not due to any other conditions. Training program should be evaluated
to determining their cost effectiveness. Evaluation is useful for explain program failure,
should be evaluated to determining their cost effectiveness. Evaluation is useful for explain
program failure, should it occur. Finally credibility of training and development is greatly
enhanced when it is provide that the organization has benefited tangible from it.

PRINCIPLES OF EVALUATION:

16
Evaluation of training program must be based on the following principles:
● Evaluation specialist must be clear about the goals and purpose of evaluation.
● Evaluation must be continued.
● Evaluation must be specific.
● Evaluation must provide the means focus for trainers to be able to apprise themselves,
their practice and their products.
● Evaluation must be based on objective methods and standards.
● Realistic target dates must be set for each phase of evaluation process.

CRITERIA OF EVALATION:
HR professional should try to collect four types of data while evaluating training programs:
Measure of reaction
Learning
Behavior change
Organizational results.

TECHNIQUES OF EVALUATION:
Several techniques of evaluation are being used in organizations. It may be
straightened that the usefulness of the methods is inversely proportional to the ease
(comfortable), which the evaluation can be done.

One approach towards evaluation is to use experimental and control groups. Each
group is randomly selected one to received training (experimental) another is not to receive
training (control), the random selection helps to assure the formation of group quite similar to
each other. Measures are taken of the relevant indicators of success (word typed per minute,
quality pieces produced per hours, wires attached per minute) before and after training for
both groups. If the gains demonstrated by the experimental group are better then those by the
control group, the training program is labeled a successful

Training new recruits:

A training programme for new recruits should be comprises traditional induction
training and continuing education programs to be effective. Induction training outlines

17
performance expectations and skills required. It gives a better understanding of the job and
its relevance to the organization.

New recruits should be given detailed information and substantial knowledge of the
organization to enhance their performance expectations and skills reuired. It gives a better
understanding of the job and its relevance to the organization.

The beginning:
Training starts with the development of a manual. The manual elucidates the
technical and practical skills required for performing a particular job. Department managers
should take the responsibility of updating the revised procedures and policies. The trainees
must be kept in view while designing the manual. In addition on the job training should be
given so that employees can apply the concepts learnt.

Continuing Education:
Employees retain only 40 percent what is learnt in initial training sessions. Hence, a
constant effort is required to refresh employee knowledge and skills. The programme could
be either formal or informal.

Devising a continuing education programme:

The desired training outcomes have to be decided prior to designing a training
program. The programme could aim at enhancing employee skills or assisting them in
individual development. Continuing education programme should be designed to answer the
organization needs. Such training will give employees an opportunity to develop
management skills combined with a clear of their job and its relevance to the organizational
goals.

18
 COMPANY PROFILE

ORIGIN:
Rayalaseema is economically backward area in Andhra Pradesh, was rarefied region
for industries. A dynamic entrepreneur Sri. S.P.Y. Reddy who is basically mechanical
engineer started a unit at Nandyal, which manufactures black pipes in 1977. The
determination and hard work of Sri. S.P.Y. Reddy helped him to overcome the problems
faced by the company in the initial years, and with financial assistance from local commercial
banks. The company could overcome the problems of the merger and is running smoothly.

Later the company started manufacturing of PVC Pipes, which terminated the manufacturing
of black pipes. This resulted in the formation of a Pvt. Ltd. Company called “SUJALA
PIPES PVT LTD: with Sri. S.P.Y. Reddy as the managing director.
The only major competitors to the company are sudhakar pipes. The only backdrop to
it is the competition from local brands. As the majority of customers belong to farmers, they
consider than quality. The company has to make aware of the company’s quality standards to
them.

SIZES:
various sizes ranging from ½ to 10 are offered to customers. Even pipes with different
gauges and sizes are manufactured to suit specified conditions.

PACKING:
Packing plays less important role into the products like PVC pipes because the hallow space
inside can be utilized. For the purpose of cubic space utilization in trucks while transport,
organization is adopting the technique like pipes in pipes.

19
PAYMENT PERIOD:
For monarch brand the company adopts zero credit policy and goods are not delivered
unless cash remittances are made. For monarch and sagar brands credit is entitled up to a
week. The difference between these brands is due to brand image.

COVERAGE:
At present Andhra Pradesh, parts of southern states of Karnataka, Tamilnadu and
Kerala are ambit of Sujala Pipes Pvt. Ltd. The company extended their sales in the below
regions as shown below.
1979 - Nandyal region (polyphone pipes)
1984-85 - Rayalaseema Region (PVC Pipes)
1985-86 - Telangana Region
1986-87- Karnataka and Andhra Pradesh
1988 – 91 Tamilnadu and Karnataka
1991-94 Kerala

TRANSPORTATION:
The transportation department of sujala pipes Pvt. Ltd is very admirable. This unique
strength of the organization enables the dealers to reduce inventory levels to the minimum.
Thus dealers are also supplemented with dealers to reduce inventory levels to the minimum.
Thus dealers are also supplemented with the benefit of the lower tied-up capital in the form of
inventory.

GENERAL INFORMATION ABOUT THE COMPANY:

The company is equipped with sophisticated laboratory to carry all tests to ascertain
out going quality level of the pipes. A Nandi pipe has got I.S.I. Trademark, which speaks for
itself for the quality of the pipes. Numbers of statistical quality control techniques are
applied to sustain the quality level of the product.

20
 Managers at the company are dynamic and are well-educated Supervisory staff or
intermediate managerial staff are able in talking their area are not highly educated. Most of
the employees are skilled is uniqueness of workers in sujala pips Pvt. Ltd. There is non-
indulgence in trade union activities.
As the company is located in industrial estate of Nandyal, it is facilitated with good
communication networks, which includes telex, fax machine and internet. Company has also
got the support of electronic data processing.
The company’s major strength is considered to be transportation vehicles; a unique
cash outflow justifies itself by providing good reputation of the company through improved
customer service.

FINANCIAL DEPARTMENT:
Through initially the company approached the external sources for financial aid, now
the financial status of the company is very sound and is being run only with self-finance
excepting for loans taken for hypothecation of machinery and stock from SBI Nandyal.

The company follows cash and carry policy for Nandi brand. The product is not
delivered until the cash is paid and financial department with the help of marketing
department looks after these transactions.

MARKETING DEPARTMENT:
Marketing manager who reports to executive director, an assistant marketing manager
who reports and 20 salesmen headed by 30 sales representatives who are headed by assistant
marketing manager, heads the marketing department. Marketing mix and advertising
particulars of Sujala Pipes Pvt. Ltd. Shows the department’s effective management of the
marketing department in the organization.

PERSONAL DEPARTMENT:
The personal department consists the details of the executives and workers of the
organization. The organization is formed with Sri. S.P.Y Reddy as the Managing Director
and Executive Director who reports Managing Director. Two marketing managers, financial
manager, public relations officer and quality control officer who all reports to executive
director. Other than executives there are thousand works in the organization.

21
 Panel consisting of managing director, executive director and managers of concerned
departments makes the recruitment and selections of persons. Apart form the attractive
salaries company provides health card facilities.

PURCHASING DEPARTMENT:
The perplexing situation i.e. conformed by the manufacturers of the PVC pipes is
scarcity of resin. Though the govt. of India has taken various steps to improve supply
conditions of PVC resign, the Indian manufacturers could meet only 50 percent of demand
and remaining 50 percent is met from imports.
The major petrochemical companies are:
● Sri Ram Vinyl Ltd.
● Chem-plast Ltd.
● Reliance petrochemical Ltd.,
● National organic chemical industries Ltd.,
● Indian petrochemical industries Ltd.
Process:
The main raw materials are HDPE granules, PP granules. The manufacturing for
pipes consist of mixing various resigns along with coloring materials in a mixture and the
prepared material is fed to the extruder. In the extruder, the material is heated to the required
politicizing temperature (190deg. Centigrade to 230 deg. Centigrade) the extruded through
the die hard to form the pipe. The hot pipe coming out of the extruder is cooled in a water
bath to retain the final shape. The pipe coming out of the extruder is guided through the
water bath suitable transaction system. The temperature of the water is maintained by
circulating through the cooling toward and with the help of a chilling plant. The required
length of the pipe is cut with a planetary saw. The cut lengths are titled by titling units and
get corrected in the pipe rack attached to the tilting frames. Later they are stocked separately.
The company has entered into a technical has its own processing technology.

ANANTHA PVC PIPES PVT LTD:

Monarch Pipe Ltd was incorporated in the year 1986. The factory is situated at NH-7,
Hampapuram village, Rapthadu mandal and Anantapur district. It was taken over by nandi
grop co, and it is one of the sister company among Nandigroups.

22
 Its annual production capacity is 16000 Mts. And it is one of the leading
manufacturers of PVC Pipes in south India. The company is quipped with technical
collaboration from Batten field of west Germany. It has made possible few other small
ventures. Pipes are sold under brand names of KOHINOOR and KRISHNA., MONARCH.
Anantha PVC Pipes with their good quality, trouble free services, durability and
commercial use or a better choice than mild steel, galvanized steel, cast iron and plastic pipes.
The company is managed by a term of professionals under the guidance of a young,
experienced and well-qualified dynamic managing director Mr. S. SREEDHAR REDDY.

APPLICATIONS OF UPVC PIPES:

● Agriculture and irrigation schemes.
● Rural & Urban water supplies scheme.
● Tube well casing.
● Gas and Oil supply lines.
● Industrial effluent disposal.
● Sewerage and drainage scheme.
● Air-condition ducting.
● Building installations
● Industrial ducting.

23
 INDUSTRY PROFILE
PIPE TECHNOLOGY TERMS AND CONCEPTS
Pipe, hollow structure, usually cylindrical for conducting materials. It is used
primarily to convey liquids, gases, or solid suspended in a liquid for e.g. slurry and also used
for electric wires.
The earliest pipes were probably made of bamboo, used by the Chinese to carry water
5000 B.C. The Egyptians made the first metal pipe of copper c. 3000 BC until the cast iron
became relatively cheap in 18th cent. Most pipes were made of bored stone or wood, clay,
lead and occasionally, copper or bronze. Modern materials include cast iron. Wrought iron,
steel, coper, brass, lead, concrete, wood, glass and plastic. Bending strips of steel into the
form of a tube and welding the longitudinal seam either by electric resistance, by fusion
welding or by heating the tube and pressing the edges together makes welded steel pipe.
Seamless pipe is made from a solid length of metal pierced lengthwise by a mandral with a
rounded nose.
Steel pipe introduced in the early 20 th century is widely used for conducting
substances at extremely high pressures and temperatures. Cast –iron pipes, which came into
common use in the 1840’s, resist corrosion better than steel pipes and are therefore
frequently, used under ground. Clay and concrete pipes usually carry sewage, and concrete
pipes are also used to carry irrigation water at low pressures, for moderate pressures the
concrete is reinforced with steel or mixed with asbestos. Seamless copper and brass pipes are
used for plumbing and boilers because of its softness and resistance to corrosion. Lead is
used for flexible corrections and for plumbing that doesn’t carry drinking water. The
chemical and food industries are used glass pipes. During World War II manufacturers
developed plastic pipes to replace metals that were in short supply. Today PVC pipe is
widely used to carry wastewater as well as certain corrosive liquids.
A pipe line carries water, gas, petroleum and many other fluids long distance in lying
an oil pipeline. 40’ft (12-m) sections of seamless steel pipe are electrically welded together
while held over a trench. Before being lowered into place the pipe is coated with a protective
paint and wrapped with a substance composed of treated asbestos felt and fibre glass.
Pumping section located 50 to 75 ml (80-120Km). A part boosts the dwindling pressure back
up as much as 1500’lb perinch. The piping must be kept clean either by applying a negative
electric charge to the pipe or by regular use of a “pig” or scrubbling ball, inserted at one end

24
and carried along by the current. An oil pipeline 6 inches (15 cm) to 24 Inches (60cm) in
diameter will move it contents at about 3 to 6 ml (5-10) per hr.
Water has moved since ancient times in pipe lines called aqueducts. The first natural
gas and petroleum pipe line in US. Were builds during the 19th Cent. Today in most part of
the world pipelines are as extremely important means of transporting divers fluids. The
Trans-Arabian pipeline, which carried oil from the Persian Gulf to the Mediterranean, is over
1000ml (600 km) long. There is more than 180000 ml (288000) Km of pipelines in the
United States alone.

25
TRAINING PROCEDURE IN ANANTHA PVC PVT LIMITED

ORGANIZATION CHART
OF
NANDI BRAND PIPES PVT.LTD.,

Managing Director

26
TRAINING PROCEDURE IN ANANTHA PVC PIPES PVT LTD

Introduction: -

Training is usually necessary for all recruits and for most people who are
transferred from one job to other. In addition to the training of new recruits, there is need for
refresh courses for employees or workers who are already in service. This is necessary to
change their conservation and keep them up-to-date.

Therefore, we can say that training programme plays pivotal role in every
organization.
There are different methods of training programmes. These methods differ from
one organization to another organization according to their convenience.

Training evaluation cycle:

27
 The evaluation of training is done by identifying the training needs, setting
objectives, making choice f training methods, implementation of training and finally
evaluating the training system which has been followed to find out the effectiveness of
participants and the effectiveness of the organization by which the improved participant being
performed.

Evaluation of the training programmes, evaluating participants, evaluating

objectives, evaluating the worth while ness of training.

Level 1: reaction – a measure of satisfaction.

Level 2: learning – a measure of learning
Level 3: behavior – a measure of behavior change
Level 4: results – a measure of results

TECHNIQUES FOLLOWED BY ANANTHA PVC PIPE PVT LTD: -

Employee training and development is not only an activity that is desirable but
also an activity that is desirable but also an activity that an organization must commit
resources to, if it is to maintain a viable and knowledgeable workforce.

Training programmes are classified into on the job and off the job techniques.
Ananta PVC Pipes limited follow on the job training technique in the organization for
employee training programme.

THE TRAINING PROCESS IN Ananta PVC pipes ARE MADE UP OF

THREE PHASES:
Phase 1:
Pre-training:
This may also called as preparation phase. The process starts with an understanding of the
situation requiring more effective behavior. An organization’s concerns before training lie
mainly in four areas:

28
Clarifying the precise objectives of training and the use of organization expects to make of
the participants after training.

Selection of suitable participants.

Building favorable expectations and motivation in the participants prior to the training.
Planning for any changes that improved tasks performance will require in addition to training.

Phase 2:
Training, During the course of the training, participants focus their attention on the new
impressions that seem useful, stimulating and engaging. There is no guarantee that the
participants will in fact learn what they have chosen. But the main purpose remains:
participants explore in a training situation what interest them, and a training institutions basic
task is to provide the necessary opportunities.

Having explored, participants try out some new behavior. If they find the
new behavior useful, they try it again, check it for effectiveness and satisfaction, try it
repeatedly and improve it. Finally, they incorporate this new facet into their habitual
behavior in the training situation. If they do not find it useful, they discard it, try some
variant, or discontinue learning in this direction. The intricate process of selection and testing
is continuous and more or less conscious. It is important that work organization mean while
prepare the conditions for improved performance by their participants upon their return.

Phase 3:
Post training. This may be called the “follow up” phase. When the participants return back to
work from the training, a process of adjustment begins from every one involved. The newly
learned skills undergo modifications to fit the work situation. Participants may find their
organizations offering encouragement of use the training and also support for continuing
contact with the training institution. On the other hand, they may step into a quagmire of
negativity.

More effective behavior of people on the job in the organization is the primary
objective of the training process as a whole. In the simplest training process, improvement is

29
a dependent variable, and participants and organizations independent variables. A model of
training in its simplest form is presented in the following figure:

Simplest model of training process:

Participant improved participant behavior

Training

Organization greater organizational effectiveness

The participants in an organization is identified and selected from the necessary

departments, sent to the training programme for which he is recommended which in turn
reflects the behaviors the effectiveness of the organization.

But training is actually a more complex process then the above figure
suggests. In the first place, the training system itself needs to be included. It may be a
temporary system but the trainers in the system also learn through the various opportunities
available for checking their effectiveness, i.e., though feed back. Thus the independent and
intervening variables also become dependent variables. The elaboration is shown is figure 2:

30
Elaboration model of training process:

Improved participant

Participants training behavior improved training

Feed back

Organization system greater organization improved

The participants in an organization is identified and selected from the

necessary departments, sent to the training programme for which he is recommended which
in turn reflects the behavior of the participants after the organization. The improved
participants, behavior and the training programme are being evaluated y feedback and the the
most required improvements in the training which reflects the effectiveness of the improved
organization.

Ananta PVC pipes has two ways of training system:

Internet training

External training

Internal training programme:

Under this training programme a trainer who is specialized in the work nature as well as in
separate subjects are selected as a training programmer.

31
 Under the training action plan, for finalization of training, it was decided to conduct
training need analysis at all generating stations and accordingly details were called for from
functional heads of all generating section regarding training training needs of employees in
the executive, non-executive and workmen categories.

After review of the training needs of the generation section, made by training wing
of cooperation office and officials of training institute, comprehensive training programme
schedule to be conducted at training institute.

Areas of internal training:

Following are some of the important areas where internal training programme takes place.
They are:
● Safety
● Production
● Workmen development
● Supervisory development
● Ethics
● Roles and responsibility

32
 Workers education programmes:
With reference to the training to be given to the workmen specifically, assistance of central
board for workers education, a central government organization under ministry of labour
which is professional and cost effective is taken of organization training courses on conduct
and discipline, productivity, cost control measures, self development, house keeping, safer,
social responsibility, quality of life, health tips meditation, quality and environmental issues.
These programmes are being organized at various generating stations.

Technical and managerial programmes :

In order that employees at all levels and cards are to b kept abreast with technological
advancements taking place, employees are given various need based training programmes in
technical as well as managerial aspects at training institute by making use of in house of
faculty apart from enlisting the services of external faculty as and when required.

External training programme :

Another method of conducting training programme in Anatha PVC pipes limited is the
external training programme.
An outside training programmer who is specialized in various areas conducts external
training programme.
Company selects a specialized faulty in the subject to conduct training programme for their
workers and employees.

Areas of external training programme:

External training programmer is conducted under the following areas.
● Fire fight
● Occupation health
● Environment
● Do and don’ts
● Apprentice training

Training facilities in India:

There was hardly any systematic training programme in India before independence.

33
After independence, special attention is given to the organization of training
Programmes and accordingly a variety of training programmes have been evolved to
Train the workers and employees and indifferent departments.

Anantha PVC pipes limited follows training programmes from the following important
training positions in India.

● Administrative Staff collage.

● India institution of management
● Cement board of workers education

34
 RESEARCH METHODLOGY
RESEARCH DESIGN:
Research design is defined, as the specification of methods and procedure for
acquiring the information needed. It is a plain of organization frame work for doing the
collection data. Generally the research designs are three types i.e., exploratory,
Descriptive and casual.
Now the total study is of descriptive type because each and every item is clearly
described.

RESEARCH INSTRUMENT:
The research instrument which is used in this study is questionnaire. A questionnaire
consists of a set of questions presented to the respondents for their answer. The research
has used questionnaire as the instruments of research, to collect the information. A
questionnaire consists of closed ended questions and personally administered to the
respondents.

Sources of Study:

Sample Size and Design: Out of total 450 employees ,a sample size of 50 employees is
studied which includes the workers, non-management and management. The studies
applicable to the entire workforce as training are being imparted to one and all periodically;
however care has been taken to cover all the departments like distraction, personnel,
electrical, instrumentation, utilities etc.

Method of Data Collection:

Primary Data: The data is collected through Personal Interviews with the employees and
self-designed Questionnaire that consists of 16 questions that have been designed to study the
Training and Development at Anantha P.V.C. Pipes Pvt. Ltd.,

Secondary Data: The secondary data is collected from Internet, Books, company website,
records, HR manual, quality journals etc.

Data Analysis: The data is analyzed using the Statistical techniques. In this Project Bar
Diagrams and Pie charts have been used to analyze the out comes of the Project study.
35
Duration: The duration of study is 45 days.

Limitations of the study:

● The study was conducted on for duration 45 days few more days would have scope
for a better understanding about the theme of the study.

The study is based on a sample size of the 50 employees and hence the interpretations are
based on approximations, larger sample size would have provided information closer to
accurate values.

METHODS OF SAMPLING:
The various methods of sampling can be grouped under two broad heads:
1. Probability sampling (Random)
2. Non Probability sampling (Non-random)
Probability sampling method is those in which every item in universe has a no chance of
being chosen for the sample. This implies that the selection of sample items is
independent of the person making the study that is; the sampling operation is
controlled, objectively that the item will be chosen strictly at random.

36
 ANALYSISAND INTERPRETATION

TABLE: 1

All the Employees in the organization are trained or not:

Dimensions No. of. Respondents Percentage
Yes 80 80%
No 20 20
Total 100 100

Graphical Representation:

NO OF RESPONDENTS
70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
TO LARGE EXTENT SMALL EXTENT VERY LITTLE

Inference: -
80% of the respondents are trained employees in the organization and 20% of the
respondents are not trained employees.

TABLE: 2

37
Training is necessary before selection of an employee:
Dimensions No. of respondents Percentage
Yes 80 80%
No 20 20%
Total 100 100%

NO OF RESPONDENTS
90%

80%

70%

60%

50% NO OF RESPONDENTS

40%

30%

20%

10%

0%
YES NO

Inference: -
80% of the represents said that there is a need of training before selection of
on employee or worker where as 20%of the respondents said that it is not necessary to train
an employee before selection.

38
Table: 3

Which training technique employees need:

Dimensions No. of respondents Percentage
On the job 80 80
Off the job 20 20
Total 100 100

NO OF RESPONDENTS
90%

80%

70%

60%

50% NO OF RESPONDENTS

40%

30%

20%

10%

0%
YES NO

Inference:-
80% of respondents said that they like on the job as a training technique and 20% of
the respondents need off the job training technique.

39
Table: 4
Which type of training programme has undergone in the organization:
Dimensions No. of Respondents Percentage
Lectures 20 20%
Role-play 40 40%
Case study 20 20%
Simulation 20 20%
Total 100 100%

Inference:
40% of the respondents want role-plays and 20% of the respondents like lectures,
20% of the respondents need case studies and rest of 20% of the respondents like simulation
programmes.

Table: 5

40
“Off the Job can be treated to be a helpful method of employee training”:
Dimensions No. of respondents Percentage
Yes 60 60%
No 40 40%
Total 100 100%

NO OF RESPONDENTS
70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
YES NO

Inference:
Out of total respondents 60% of them agree that off the job can be treated to be a
helpful method of employee training and 40% of them said that off the job could not be
treated a helpful method of employee training.

41
Table: 6

Is training adequate enough to over come their deficiencies to perform job well:
Dimensions No. of respondents Percentage
To large extent 60 60%
To some extent 40 40%
Very little 0 0%
Total 100 100%

NO OF RESPONDENTS
70%

60%

50%

40%
NO OF RESPONDENTS
30%

20%

10%

0%
large extent small extent very little

Inference:
60% of respondents said that up to large extent they can over come their deficiencies
and they perform job well and 40% of respondents says only to some extent they can over
their deficiencies and % for very little.
Table: 7

What kind of person need training programme:

Dimensions No. of respondents Percentage
Skilled 75 75%
Semiskilled 20 20%
Unskilled 5 5%
Total 100 100%

42
 NO OF RESPONDENTS
80%

70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
skilled semiskilled unskilled

Inference: -
75% of the respondents said that skilled person needs training programme, 20% of the
respondents said that semiskilled person needs training programme said that unskilled person
needs training programme.

Table: 8

To whom you prefer to be your training programmer:

Dimension No. of respondents Percentage
Employee of their 80 80%
organization
Outsider 20 20%

43
 Total 100 100%

NO OF RESPONDENTS
90%
80%
70%
60%
50%
NO OF RESPONDENTS
40%
30%
20%
10%
0%
employee of their organisation outsider

Inference:
80% of respondents said that they prefer employee of their organization as a training
programmer where as 20% of them said that they prefer outsider to be a training programmer.

Table: 9

Need of training for new techniques:

Dimensions No. of responders Percentage
Yes 80 80%
No 20 20%
Total 100 100%

44
 NO OF RESPONDENTS
90%
80%
70%
60%
50%
NO OF RESPONDENTS
40%
30%
20%
10%
0%
employee of their organisation outsider

Inference:
80% of the respondents said that they need training if new techniques are introduced,
and 20% of the respondents said that they need not training when new techniques are
introduced.

Table: 10

Training programme have been able to do more work in less time:

Dimensions No. of respondents Percentage
To large extent 75 75%
To some extent 25 25%
Very little 0 0%
Total 100 100%

45
 NO OF RESPONDENTS
80%

70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
to large extent to small extent very little

Inference:
75% of the respondents said that up to a large extent they are able to do more work in
less time after training and 25% of the respondents said that up to some extent they are able
to do more work in less time after training.

Table: 11

Co-operation of superiors at the time of training:

Dimension No. of respondents Percentage
Good 30 30%
Satisfactory 70 70%
Total 100 100%

46
 NO OF RESPONDENTS
80%

70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
good satistactory

Inference:
30% of the respondents said that the superior’s co-operation at the time of training is
good and 70% of the respondents said that it was satisfactory.

Table: 12

Teaching more techniques in training programmes to perform faster &

better:
Dimension No. of respondents Percentage
Yes 90 90%
No 10 10%
Total 100 100%

47
 NO OF RESPONDENTS
100%
90%
80%
70%
60%
50% NO OF RESPONDENTS

40%
30%
20%
10%
0%
yes no

Inference:
90% of the respondents said that they perform faster & better if new techniques are
taught and 10% of employees said that they can’t perform.

Table: 13

The responses of method of training:

Dimensions No. of respondents Percentage
Individual training 30 30%
Group training 70 70%
Total 100 100%

48
 NO OF RESPONDENTS
80%

70%

60%

50%

40% NO OF RESPONDENTS

30%

20%

10%

0%
individual training group training

Inference:
70% of the respondents said that they like group training and 30% of them respond to
individual training.

Table: 14

Training increases:
Dimensions No. of respondents Percentage
Agree 90 90%
Disagree 10 10%
Total 100 100%

49
 NO OF RESPONDENTS
100%
90%
80%
70%
60%
50% NO OF RESPONDENTS

40%
30%
20%
10%
0%
agree disagree

Inference:
90% of respondents agree, “Training increases productivity, human relations in
productivity, human relations in the firm the firm” and 10% of respondents did not agree with
this.

FINDINGS:
☞ 80% of the respondents are trained employees and 20% of them are not trained
employees
☞ 80% of the respondents agreed that training is necessary before selection of employee
in the firm and only 20% of them disagree.
☞ 95% of the respondents are satisfied with on the job training method and only 5% of
the respondents are not satisfied.

50
 ☞ 75% of the respondents said that only unskilled persons need training programme and
the remaining 25% of them said that skilled, semi-skilled also requires training
programme.
☞ Out of the total respondents 75% of the respondents said that they prefer employee of
their organization as a training programmer and 25% of them prefer outsider of the
organization as a training programmer.
☞ A high percentage i.e., 90% of the respondents responds that they need training if new
techniques are introduced in the organization & 10% are not interested.
☞ 30% of the respondents said that the cooperation of the superior at the time of training
is good whereas 70% of them said that it is satisfactory.
☞ Out of the total respondents 70% of respondents said that they prefer group-training
programme whereas 30% of them prefer individual training.
☞ 60% of the respondent’s job performance was best after taking training and 40% of
them said that their job performance after training was better.
☞ 80% of the respondents need short-term training programme and 20% of the
respondents need long-term training.

SUGGESTIONS:
Up to my observation and analysis there is definite employee training programme in
the organization, but to make it standardize some more steps are to be followed such as:
⮚ Training programme should be planned so that it is related to the employee’s previous
experience and background. The background should be used as a foundation for new
development and new behavior.

51
 ⮚ The training department should play a dynamic role in monitoring the training
activities. It should continuously assess the impact of training and help the trainees in
practicing whatever they learnt.
⮚ Whenever an individual is sponsored for training he should be told the reasons for
sponsoring him and the expectations of the organization from him after he returns
from the programme.
⮚ Feed back helps trainers to understand the extent to which objectives are being met
and the effectiveness of particular learning activities-as on aid to continuous
improvement.
⮚ Executive performing responsible role in the organization should be encouraging to
go out periodically for training where they would have more opportunities to interact
with executive of other organization and get ideas as well as stimulate their own
thinking.

CONCULSIONS

⮚ Training programme in Anantha PVC pipes Pvt limited recognize individual

difference, such as, differences in their abilities, interest, learning speed and other
significant personal characteristics.

52
 ⮚ Training programme is design after taking in view the interest of both superior and
subordinate.
⮚ Training programme is considered to be elastic and flexible in Anantha PVC pipes
Pvt. Limited.
⮚ Behavioral objectives of participants are often imprecise.
⮚ Both the theoretical and practical aspects of training are given due consideration while
preparation of the training programme.
⮚ The employees learn on the actual requirements in use and in the true environment of
his job and get a feel of the actual production and requirements.
⮚ The employee learns the rules, regulation procedure by observing their day-to-day
applications.
⮚ Training programme has been reflecting the information provided by job analysis,
which indicates both the need for training and the nature of training to be provided.

QUESTIONNAIRE TO STUDY EVALUATION OF BENEFITS

WITH TRAINING & DEVELOPMENT
Employee Name: Designation:
Employee Code: Qualification:
Date of joining: Experience:

53
1. Are you a trained employee?
a) Yes b) No
2. Do you feel training is necessary before selection of an employee /worker?

a) Yes b) No

3. Which training programmed technique do you like most?

a) On the job b) Off the job

4. Which type of training programmers has you undergone?

a) Lectures b) role-play c) case study d) simulation

5.”Off the job can be treated to be helpful method of employee training”, do you agree?

a) Yes b) No

6. Is your training adequate enough to over come your deficiencies and to perform your job
well?

a) To large extent b) to some extent c) very little

7. What kind of person needs training programme?

a) Skilled b) semi-skilledc) unskilled

8. Whom do you prefer to be your training programmer

a) employee of your organization b) outsider

9. If new techniques are introduced in the organization, do you need training

a) Yes b) No

10. After training, have you been able to do more work in less time with great precision

a) To large extent b) to some extent c) over little

11. How is the co-operation of your superiors at the time of training?

a) Good b) Satisfactory
54
12. Do you wish some more techniques should taught in training programmes to perform
faster and better?

a) Yes b) No

13. Which method of training does you like most?

a) Individual training b) Group training

14. “Training increases producitivity, human relations in the firm”, Do you agree?

a) Yes b) No

Bibliography

Name of the Book Author Publication

1. Personal Management C.B.Memoria Himalaya Publishing House

2. Essention of Human
Resource management P. Subba Rao Himalaya Publishing House
& Industrial relation
3. Research Methodology C.R.Kothari M/s New age International(P) Ltd.
4. Human Resource
Development P.C.Thripathi Himalaya Publishing House

WEB SITES:
www.nandipipes.com
www.google.com

55