A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT

WITH REFERENCE TO CHENNAI METRO RAIL LIMITED (CMRL)

By

AKHILAN.G
Register No: 412518631006

Of

SRI SAI RAM ENGINEERING COLLEGE

A PROJECT REPORT
Submitted to the

FACULTY OF MANAGEMENT SCIENCES

In partial fulfillment of the requirements

For the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY
CHENNAI – 600 025
JUNE 2020
 BONAFIDE CERTIFICATE

This is to certify that this project report title “A STUDY ON EFFECTIVENESS OF

TRAINING AND DEVELOPMENT WITH REFERENCE TO CHENNAI METRO
RAIL LIMITED” is the bonafide work of AKHILAN.G (Reg. No. 412518631006) Who
carried out of the research under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not form part of any other project report or
dissertation on the basis of which a degree or award was conferred on earlier occasion on this
or any other candidate.

Dr R. SURESH Dr K. MARAN
Signature of the guide Signature of the Director

INTERNAL EXAMINER EXTERNAL EXAMINER

 Chennai Metro Rail Limited
(A Joint Venture of Govt. of India and Govt. of Tamil Nadu)

17-9-2020
TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mr AKHILAN G student from Sairam Institute of

Management Studies has completed his Internship “ A study on
Effectiveness of Training and Development” at Chennai Metro Rail
Limited from 23* January 2020 to 18th March 2020.

During his tenure with us as a trainee, conduct

was good. We wish him success in all his future

endeavors.

S.RAGHURAMAN
Deputy Manager (HR)
For Chennai Metro Rail Limited

CMRL Depot, Admin Building, Poonamallee High Road, Koyambedu, Chennai -

600 107.
Phone : 23792000 Fax : 23792200
Email :'cheonâimetrorail@cmrl.in Website : www.chennaimetrorail.org’
PIN ; IJ60100TN2007SGG065596
 DECLARATION
I, AKHILAN.G, hereby declare that the project report, entitled “A STUDY ON
EFFECTIVENESS OF TRAINING AND DEVELOPMENT WITH REFERENCE TO
CHENNAI METRO RAIL LIMITED” submitted to the Anna University, Chennai in
partial fulfillment of the requirement for the award of the degree of MASTER OF
BUSINESS ADMINISTRATION is record of original and independent research work done
by me during MAY 2019 under the supervision of DR.R.SURESH, Associate Professor,
Department of Management Studies, and it has not formed the basis for the degree or other
similar title to any candidate of any university.

Place: Chennai

Date: (AKHILAN.G)
 i

ABSTRACT

The study includes finding the effectiveness of training and development practices in Chennai
Metro Rail Limited. Training constitutes a basic concept in human resource development.
Training is an integral part of performing a job. It improves coordination among employees.
Well planned training helps to retain the employees within the organization rather than seeing
them seeking next level opportunities elsewhere, thus helping in reduction in recruitment cost.
For employees to be efficient, productive and adaptable, skills are required which can achieved
through training. Training is important not only from the point of view of organization but also
for the employees. Training is valuable to the employees because it will give them greater job
security and opportunity for advancement. The objective of the study id to measure the
effectiveness of training and development implemented to sales force. Some respondents believe
that the training session could be made more exciting if the sessions had been more interactive
and in line with the current practices in the market. The training aid used were helpful in
improving the overall effectiveness of training programmes. The training programme were able
to improve on-the-job- efficiency.
 ii

ACKNOWLEDGEMENT
First of all I thank and praise God Almighty for the countless blessing that he showered the
blessings upon me to complete this project work.

I am thankful to our Founder Chairman MJF. Ln. LEO MUTHU and Chief Executive
Officer Mr. SAI PRAKASH LEO MUTHU for providing excellent environment and
infrastructure at Sri Sai Ram Engineering College, Chennai for the moral support for project
work.

I would like to express my sincere thanks to Dr. A. RAJENDRA PRASAD, Principal of Sri
Sai Ram Engineering College, Chennai for his moral support to complete the project work.

I extent my heartfelt thanks to Dr. K. MARAN, Director and Professor, Sri Sai Ram Institute
of Management Studies, Chennai for his valuable ideas guidance and support for the
successful completion of this project work.

I also thank to faculty guide Dr. R. SURESH, Associate Professor, Sri Sai Ram Institute of
Management Studies, who kindly inspired me to undertake and complete this project work.

Last but not the least I also thank the “CHENNAI METRO RAIL LIMITED” for helping
me directly in the fruitful completion of my project.

(AKHILAN G)
 iii

TABLE OF CONTENT

ABSTRACT i
ACKNOWLEDGEMENT ii
LIST OF TABLES iv
LIST OF FIGURES v
CHAPTER NO. TITLE PAGE.NO.

INTRODUCTION
1.1 Introduction of the Study 1
1.2 Industry Profile 3
1.3 Company Profile 10
1.4 Review of Literature 18
I
1.5 Need for the Study 22
1.6 Objectives of the Study 23
1.7 Scope of the Study 24
1.8 Research Methodology 25
1.9 Limitations of the Study 31

DATA ANALYSIS AND INTERPRETATION

II 2.1 Percentage Analysis 32
2.2 Statistical Analysis 42
SUMMARY OF FINDINGS, SUGGESTIONS
AND CONCLUSION
III 3.1 Findings 49
3.2 Suggestions 51
3.3 Conclusion 52
BIBLIOGRAPHY
APPENDIX
 iv

LIST OF TABLES
TABLE NO. TITLE PAGE NO
2.1.1 Career of job 32
2.1.2 Age group 33
2.1.3 Gender 34
2.1.4 Marital status 35
2.1.5 Educational Qualification 36
2.1.6 Year of Experience 37
2.1.7 Training for new employees 38
2.1.8 Training method for the new employees 39
2.1.9 Training programs 40
2.1.10 Present training system 41
2.2.1 Weighted Average Mean on Effectiveness of Training and 42
Development Program
2.2.2 Weighted Average Mean on Satisfaction level of Training 44
Program
2.2.3 Weighted Average Mean on Satisfaction level of Career 46
Development
2.2.4 Chi-Square test for Gender of the respondents and Training 47
method focus on developing teamwork and Leadership Skills
2.2.5 Correlation between the training and development program 49
has increased the skills & talents towards assigned job and the
training is on the basis of development needs.
 v

LIST OF FIGURES
FIGURES NO. TITLE PAGE NO
2.1.1 Career of job 32
2.1.2 Age group 33
2.1.3 Gender 34
2.1.4 Marital status 35
2.1.5 Educational Qualification 36
2.1.6 Year of Experience 37
2.1.7 Training for new employees 38
2.1.8 Training method for the new employees 39
2.1.9 Training programs 40
2.1.10 Present training system 41
 1

CHAPTER I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Knowledge and skills development is vital to the health of organizations. We live in

an information age today, and organizations are routinely valued not just on their physical but
on their intellectual capital. Training is one of the chief methods of maintaining and
improving intellectual capital, so the quality of an organization’s training affects its value.
Untrained or poorly trained employees cost significantly more to support than well-trained
employees do. Training affects employee retention and is a valuable commodity that, if
viewed as an investment rather than as an expense, can produce high returns.

Training is organizational effort aimed at helping employees to acquire the basic skills
required for the efficient execution of the functions for which they are hired. Development,
on the other hand, deals with activities undertaken to expose employees to perform additional
duties and assume positions of importance in the organizational hierarchy.

The high cost justification of metros has its genesis in its very high carrying capacity
of passengers at a very high speed with minimum pollution. He states, "Metros are known to
serve the old, congested and thickly built up areas where normal traffic poses greatest
challenges due to location of major commercial markets, traffic nodes and residential areas.
They are known to provide travel at a very affordable cost. Government could participate
through equity or meeting one time viability gap financing after detailed evaluation. For
funding metro the government should provide infrastructure but the operating cost and cost of
rolling stock must be met by users and beneficiaries. Where private players of repute are
involved, the project could be sealed with private participation based on detailed conditions
and period of concession specified.

Training is the act of increasing the knowledge and skill of an employee for doing job.
Training is a short-term educational process and utilizing a systematic and organized
procedure by which employees learn technical knowledge and skill for a definite purpose.

Training improves changes and moulds the employee’s knowledge, skills, behaviour
and aptitude and attitude towards the requirement of the job and the organization. Training
refers to the teaching and learning activities carried on for the primary purpose of helping
 2

members of an organization, to acquire and apply the knowledge, skills, abilities and attitudes
needed by a job and organization.

Employee development is the important sub-system of human resource development.

Employee development is the specialized function and is one of the fundamental operative
functions for human resources management. Management development is a systematic
process of growth and development by which the managers develop their abilities to manage.

So it is the result of not only participation in the formal courses of instruction but also
of actual job experience. It is concerned with improving the performance of the mangers by
giving them opportunities for growth and development.
 3

1.2 INDUSTRY PROFILE

Growing cities, growing population and growing traffic has invariably called for a
shift from private modes of conveyance to public transport. A glance at the world's
developing nations indicates that well planned Mass Rapid Transit Systems (MRTS) exist
successfully. India (like many other developing countries) however has lagged behind though
its first metro, the Kolkata Metro, started working almost 25 years ago. The reasons could be
attributed to lack of funds planning as is known that such projects require huge capital
investments, a long gestation period and complex technology. Other reasons could include
the lack of integration between various systems of mass transportation and the absence of
comprehensive traffic and transportation planning. While researches show that the ideal
modal share of public transport should be around 70%, however it is in tune to only 35%–
40% in India's metro cities. India is looking to create a world class infrastructure with its
existent Kolkata and Delhi Metros with the addition of Mumbai, Bangalore, Hyderabad,
Chennai, Jaipur, and Kochi metros in the next few years while proposals for MRTS for Pune,
Chandigarh, Ahmadabad, Kanpur, Ludhiana, Bhopal, Indore and Faridabad are being chalked
out.

1.2.1 Key Considerations for MRTS

A metro model for a county would have to depend on its logistics, financial resources
and should avoid aping a western modern blindly, rather should concentrate on learning from
its shortcomings.

The planning, construction, designing and management of metros require extensive

data, detailed surveys, study of economic structure, profile of settlement topography, travel
preference, major traffic corridors etc. He recommends the use of technology that is available
within the country or that can be developed since ultimately the system needs to be made
self-reliant and self-contained to minimize O&M (operations & maintenance) cost. He
advises that technology with low initial cost but with high O & M cost should be avoided.
During construction time technicalities like proper hoarding, guided traffic signs and safety
barriers are also kept in mind.
 4

1.2.2 Cost Factors

Metro projects are meant to cater to cities with more than four million population and
the costs in these cases are related to areas which are proposed to serve underground, elevated
or at grade alignment. Larger the underground and elevated proposal, larger shall be the cost
involved.

Funding process is done through the PPP model (Public-Private Partnership) as in

Hyderabad and Mumbai by DMRC model by the state or the central government as in
Bangalore, Chennai and Kolkata. The correct funding process is the PPP model since
otherwise if the government has to take up the funding; it would involve additional taxes on
people and a lot of subsidies from other organizations which would become a huge burden on
the government. Generally PPP model is also not financially viable because we can't get all
the money from fair box collection. Hence in 1991, the concept of LPG was introduced
which is an encouragement for private investors like infrastructure developers. Under this, the
viability gap funding scheme caters to 60% cost borne by the private investor and up to 40%
borne by the government in terms of grants. The Hyderabad Metro is the first metro to be on
PPP mode. Though Mumbai is also on the PPP mode but they haven't taken the viability gap
fund.

Land will be a major issue in realizing the project for which the involvement of
parastatal agencies will be critical. Sale of air space, advertisement rights, contribution of
major commercial whole sale markets which generate huge volume of traffic, levying of
external development charges on builders and promoters and a dedicated fund for MRTS can
aid in the funding.

1.2.3 The advantages and disadvantages

A cheap mode of transport, the MRTS helps in low energy consumption, is eco-
friendly (runs on electricity, thus minimizing air and sound pollution), averts the number of
accidents, is efficient in terms of space occupancy and provides comfort with ultramodern
coaches and modern systems like automatic ticketing, advanced signaling systems, automatic
train protection system and integrated security systems. Services like ATMs, food outlets,
cafés and convenience stores at these stations make the journey more fruitful. Also, such
stations lead to nearby economic development.
 5

The international standard for MRTS with a maximum speed of 80kmph and average
speed of around 34kmph helps in saving of time. With proper designing, the peak hour
capacity could be rated at 3-4 lakhs passengers per hour.

Only disadvantage of metros is the slight congestion on roads at the time of

construction which has to be taken care of while Ar. Gupta indicates the cost factor as the
disadvantage, the solution for which is to integrate metros with others systems considering
the volume, structure, availability of space and resources for traffic and transportation. The
various MRTS in India are as follows which includes the six major cities in India.

1.2.4 Kolkata Metro

The only metro service in the country functioning directly under the Indian Railways,
the foundation for this was laid as early as 1972. Delays due to non-availability of sufficient
funds, shifting of underground utilities, court injunctions and irregular supply of vital
materials led to the commencement of services being pushed to 1984, after which progressive
construction followed leading to the completion of the services of the entire stretch in 2005.

Kolkata faced a transport problem with only 8% of the land being available for road
transport (negligible as compared to the 25%–30% available in other cities) thus diminishing
scope for increasing the existing road area. Thus, an underground route was envisaged with
five rapid transit lines comprising a route length of 97.5 km. While the phase 1 of the North
South (NS) axis commenced its services in 1995, Phase 2 and Phase 3 were recently opened
in 2009 and 2010 respectively.The metro has been quite a hit with the residents in Kolkata
considering the number of passengers which has expansively increased in the past years.

Large scale expansion projects (covering 87 kms) have now been planned and in its
modernization program, the existing metro stations would undergo renovation and introduce
State-of-the-Art Automatic Fare Collection, Passenger Control system with Radio Frequency
Identification based Flap Gates, Integrated Security System, new air-conditioned rakes and
Automatic Signaling system.

1.2.5 Delhi Metro

The Delhi Metro Rail Corporation (DMRC) was established to build a metro in two
phases serving Delhi, Gurgaon, Noida and Ghaziabad. While the first phase covering
65.11km was opened in 2002 the second phase of 125km was recently completed. The first
 6

railway project in the world to be registered for carbon credits by the United Nations, the
Delhi Metro achieved this by saving power by using regenerative brakes in the trains, and
reduced carbon emissions. The Metro has been designed such that it can be integrated with
other public transport. DMRC has also partnered with Google India (through Google Transit)
to provide train schedule and route information to mobile devices with Google Maps.

The Rapid Metro Rail Gurgaon (to be completed by 2013) is an under–construction

rapid transit system in Gurgaon, linked with the Delhi Metro. As part of phase 2, subway
facilities in all the underground metro stations and bicycle rentals in some are being provided.

The popular Delhi Airport Metro Express rail from the Indira Gandhi International
Airport to the city centre takes less than 20 minutes as opposed to one hour by road. Its LCD
screens equipped coaches imported from Spain are entirely different from the trains on this
line and have in-built noise reduction features, padded fabric seats and provide flight
information for convenience of air travellers. The trains are fitted with an event recorder
which can withstand high levels of temperature and impact .The metro has been promoted as
an integral part of community infrastructure, and community artwork depicting the local way
of life at the stations in the form of decorative murals, panels and a gallery showcasing
artwork and handicrafts from across India.

The Delhi Metro though plagued by controversies in the form of technical snags,
overcrowding and accidents at the construction sites has proved as a model for the other
metros in the country to follow.

1.2.6 Mumbai Metro

Mumbai's existing Suburban Railway and BEST bus system have not been able to
compete with the rapid population growth. The Mumbai MRTS is going to see a completion
of the first phase {a partnership between Mumbai Metro politan Region Development
Authority (MMRDA) and Reliance Infrastructure and Veolia Transport (France)} in 2012
and will entail a 12 km elevated metro with 12 stations en-route. Mumbai Metro One Private
Limited is a Special Purpose Vehicle (SPV) to implement this corridor.

While the Suburban Railways provide a NS connect, this corridor will provide the
relief in the East West (EW) connectivity, covering the journey in 21 minutes. Phase 2 and
Phase 3 would be totalling to a length of 146 km. Plans are on for a nine-line network by
2021 in its three phases of development costing Rs.36,000 crore.
 7

Skywalks have also been provided to connect the metro and suburban railways
stations. The air- conditioned coaches that are being imported from China with a 1500
accommodation capacity each, will feature an advanced passenger-driver communication
system.

Right from the construction stage, initiatives have been on to make the Mumbai Metro
Asia's first green metro. In order to get the best hands on experience, a number of executives
were recently sent to China and South Korea to gain some hands-on experience in managing
a metro system.

1.2.7 Bengaluru metro

Though a MRTS has been in consideration for long in the Garden City, the foundation
stone was finally laid in 2006. Being operated by the Bangalore Metro Rail Corporation
Limited (BMRCL), a detailed project report of two double line corridors with a total length of
33 km (elevated and underground) with 32 stations has been prepared by DMRC and RITES,
the general consultants for the project: EW and NS corridors as part of Phase I of the project
which is estimated to complete by 2013. The travel time from end to end on the EW corridor
will be 33 minutes, and on the NS corridor will be 28 minutes. The second phase comprising
51km would involve the extension of both the first two lines and the construction of an
additional line.

While the stations are contemporary keeping in mind Bengaluru's erstwhile

architecture and materials, there have been competitions floated for developing
communication concepts for the interior space of some stations too.

Though at present 43 stations are being constructed which would get completed by
2015 but the DBR (Design Basis report) issued by BMRCL shows an approval for 162
stations which means that in future, there would be tributaries on the NS and EW corridors.
The only complaint that could possibly be related to this metro is the lack of transparency and
the shirking of public involvement in the project.

1.2.8 Chennai Metro

Chennai has already a well established suburban railway network; however with no
connectivity to Central and South Chennai, a MRTS was planned. The Chennai MRTS being
 8

an elevated line of the urban mass transit system was completed in 2007 and was designed as
an elevated extension of the Suburban Network.

It was not exactly a Metro System since the trains were normal EMU's (Electric
Multiple Units) without automatic doors. Phase 2 and Phase 3 are presently under
construction. Due to poor maintenance, lack of security and no connectivity options with
other transit systems, the MRTS has been quite unpopular leading to a lower ridership.

MRT System in India to overcome this lapse in MRTS, the Metro was conceptualized
and hence the Chennai Metro is being constructed simultaneously. With the physical works in
process, the phase 1 is going to be completed by 2014–2015. Two corridors with a total of
45km and 32 stations have been planned in which 19 would be underground and 12 would be
elevated. The developers, Chennai Metro Rail Limited (CMRL) have appointed DMRC as
the Prime Consultant for Phase 1 of the project. The Chennai Metro seems the most
expensive considering the rising and dropping costs over the years.

The MRTS operated by the Southern Railway is proposed to be taken over by CMRL
so as to bring all the elevated and underground tracks under one organization.

1.2.9 Hyderabad Metro

Spanning over 71km, the phase 1 would include three traffic corridors covering a total
of 72 km and 66 stations. A completely elevated system, the detailed project reports and
traffic survey reports are being prepared by DMRC. Designed to cater to 50,000 people in
one hour in one direction for Corridors I and III and 35,000 for Corridor II, the cost of the
project is Rs.12,132 crores. Hyderabad Metro Rail Ltd (HMR) is the SPV set to look after the
project which has been allotted to L&T in PPP mode.

Sadly, the Hyderabad MRTS which is the country's first two-track elevated city transit
system has been much delayed since 2008 when the contract was awarded to Maytas Metro
Ltd after which fresh bids had to be invited. Also, more recently questions on the feasibility
of the Secunderabad-Hi-Tec City Corridor from an engineering point of view have risen.

Discussions are umpteen about the metro rail set to throw the traffic and city life out
of gear by acquiring thousands of private properties. With the pre- project activities in full
swing, the physical work is going to start in October 2011 and the HMR is confident that by
2015 the entire project would finish.
 9

The travel time for the metro rail is 45 minutes for Corridor I, 22 minutes for Corridor
II and 39 minutes for Corridor III. The metro stations are being designed keeping the local
architecture in mind. The Metro that will rest on massive concrete pillars along the central
median of the roads will prove a boon for the city's MMTS (Multi-modal Transport System)
which is collapsing under the burgeoning population and has slower speed. It is also being
hoped that the enormous material requirement of the metro will result in establishment of
many ancillary industries and machinery manufacturing and servicing units.

1.2.10 The Future

MRTS is the best way to decongest traffic. However, a number of considerations

should be kept in mind in order to run a successful MRTS. "Viability of metro projects
depend upon correct defining of traffic corridors, technology adapted, availability of land,
volume of traffic carried, capacity utilization and acceptance of the mode by the commuters,"
Ar Gupta maintains.

Conclusively, transport needs to be made an integral part of urban design/master plan

of the city as it cannot be delineated to a separate entity. A multi-modal transportation system
would ensure the use of MRTS to its best potential.

The uncertainty about MRTS, which has plagued the importance of such systems in
India seems to be resolving. Though the Kolkata metro was designed without a rule book and
the Delhi Metro was designed on international norms but now India has a set of rules being
adopted for metro constructions. The National Mass Transit and Training Research Institute
(NMTTRI) in Mumbai (established by MMRDA), is one of its kinds in Asia imparting
training and research on mass transit systems. The annual training courses cater to key issues
like Public Transport Security, Safety and Emergency/Disaster Management, Noise Pollution
& Abatement Measures for Urban Transportation, Integrated Ticketing, seamless Travel
across Modes and Intelligent Transportation System.

The Metro Rail Asia – Asia's premier rail event (with a special focus on India) proves
to be a high-value networking and knowledge-sharing of key metro authorities and operators
with discussions over India's extensive metro growth. In its third year now, this year it is
being organized in Delhi from 8-10 November.
 10

1.3 COMPANY PROFILE

The Government of Tamil Nadu created a Special Purpose Vehicle (SPV) for
implementing the Chennai Metro Rail Project. This SPV named as “Chennai Metro Rail
Limited” was incorporated on 03.12.2007 under the Companies Act. It has now been
converted into a Joint Venture of Government of India and Government of Tamil Nadu with
equal equity holding. It is functioning at the following address.

The Chennai Metro is a rapid transit system serving the city of Chennai, Tamil
Nadu, India. It is the third largest metro system in India after Delhi Metro and Hyderabad
Metro. The system commenced service in 2015 after partially opening the first phase of the
project. The network consists of two colour-coded lines covering a length of 45.1 kilometres
(28.0 mi).The Chennai Metro Rail Limited (CMRL), a joint venture between Government of
India and the Government of Tamil Nadu built and operates the Chennai Metro. The system
has a mix of underground and elevated stations and uses standard gauge. The services operate
daily between 4:30 and 23:00 with a varying frequency of 5 to 14 minutes. As of November
2019, about 121,000 people use the service on a daily basis. There are 42 trains with four
coaches each, making a total of 168 coaches, operating in the first phase.

The system has also planned to take over the existing Chennai Mass Rapid Transit
System by 2021, which would be upgraded to operate using the rolling stock of the Chennai
Metro. CMRL was recognised by the International Association of Public Transport in 2011.

Construction of the first stretch began in June 2009, which spanned the seven stations
Koyambedu to Alandur over a distance of 10 kilometres (6.2 mi) and began operation on 29
June 2015. As of February 2019, Chennai Central to St. Thomas Mount on the Green line and
Washermanpet to Chennai International Airport on Blue line are commercially operational
which brings the total operational network to 45.1 km (28.0 mi) making it the third largest
metro system in India, after the Delhi metro (347.6 km (216.0 mi)) and Hyderabad metro
(56.5 km (35.1 mi))

1.3.1 Background

Chennai had an established Chennai Suburban Railway network that spanned from
Beach to Tambaram, which dates back to 1931 and operated on a metre-gauge line. This
 11

service is now being continued after conversion to broad gauge line. The suburban network
also consists of two more suburban lines, the west bound Chennai Central– Arakkonam
suburban service and the North Line, Chennai Suburban connecting Chennai Central–
Gummidipoondi service which began operations in 1985 from the Moore Market Complex.
The two above-mentioned lines were being operated from the main platforms of Chennai
Central station until 1985 after which they were shifted to the adjacent Moore Market
Complex. The first phase of Chennai Mass Rapid Transit System between Chennai Beach
and Thirumayilai opened in 1997 with extension to Velachery in 2007.Modeled after the
Delhi Metro, a similar modern metro rail system was planned for Chennai by Delhi Metro
chief E.Sreedharan, at the request of Government of Tamil Nadu.

1.3.2 Planning

In 2007-08, ₹50crore (US$7.0 million) was sanctioned for preliminary work, which
included a Detailed Project Report to be prepared by the Delhi Metro Rail Corporation. The
project was approved by the state cabinet on 7 November 2007 and was to be executed by a
Special Purpose Vehicle, the Chennai Metro Rail Limited (CMRL). Seven lines were planned
by the DMRC for the Chennai Metro network. Planning commission gave in-principle
approval for the project on 16 April 2008.On 21 November 2009, a deal was signed with the
Japan Banking Corporation for a loan.

1.3.3 Construction

In February 2009, Hyderabad-based Soma Enterprise was awarded a ₹199.2crore

(US$28 million) contract for the construction of a 4.5 kilometres (2.8 mi) long viaduct along
the Inner Ring Road. In March 2009, a five-member consortium led by Egis Rail SA, France
was awarded US$30 million contract for general consultancy contract. On May 20, CMRL
started to evaluate the integration of metro corridor with the planned grade separator at the
junction of Arcot Road and Jawaharlal Nehru Road. The construction started on 10 June 2009
with the piling work for the elevated viaduct between Koyambedu and Ashok Nagar stretch.
In July 2009, tenders were invited for supplying rolling stock and construction of elevated
viaducts for Phase I of the metro.

In January 2011, Larsen and Toubro was awarded the contract for elevated viaducts
for ₹314.43crore (US$44 million).In March 2011, Chennai Metro reached an agreement with
the Government of Japan for a loan of ₹2,932.6crore (US$410 million) for the second phase.
 12

In June, tenders for the elevated stations of the first phase were awarded to Consolidated
Construction Consortium Limited. In August 2010, the contract for supplying rolling stock
was awarded to Alstom at a cost of ₹1,471.3 crore (US$210 million). It was announced that
the first phase would be extended by 8.9 kilometres (5.5 mi) and Larsen and Toubro was
awarded a contract to construct a depot at Koyambedu. In December 2010, DMRC submitted
a report for extending Corridor-I from Washemenpet to Wimco Nagar, a distance of 9
kilometres (5.6 mi) at an estimated cost of ₹2,240 crore (US$310 million).

In January 2011, a ₹449.22 crore (US$63 million) contract for design and
construction of track works was awarded to a joint venture of L&T and Alstom and a ₹198
crore (US$28 million) contract for supply of lifts and escalators was awarded to a joint
venture of Johnson Lifts and SJEC Corporation. In February 2011, contracts were awarded
for the construction of underground sections of the first phase. The contract for power supply
and overhead electrification was awarded to Siemens for ₹305 crore
(US$43 million).Contracts for automatic fare collection (AFC), tunnel ventilation and air
conditioning were awarded to Nippon Signal, Emirates Trading Agency and Voltas for
₹109.88 crore (US$15 million), ₹241.83 crore (US$34 million) and ₹196.2 crore
(US$28 million).

On 7 April 2012, the Madras High Court dismissed a petition filed by the Indian
National Trust for Art and Cultural Heritage challenging the demolition of a building on
Anna Salai. In July 2012, the first tunnel boring machine was launched and by October 2012,
eleven machines were commissioned to bore tunnels along the underground stretch by three
consortiums, namely Afcons-Transtonnelstroy, L&T and SUCG, Gammon India and
Mosmetrostroy involved in the construction. On 6 November 2013, the test run along a
stretch of 1 kilometre (0.62 mi) track was conducted. On 14 February 2014, the maiden trial
run for the metro was conducted between the Koyambedu and Ashok Nagar stations. In
August 2014, the metro received the statutory speed certification clearance from the Research
Design and Standards Organisation. In January 2015, a report was submitted to the
Commissioner of Metro Rail Safety for approval. In April 2015, the Commissioner of Metro
Rail Safety inspected the rolling stock and submitted a report to the Railway Board. On 29
June 2015, commercial operations started between Alandur and Koyambedu stations. Almost
a year later, on 21 September 2016, commercial operations commenced between Chennai
International Airport metro station and Little Mount. Commercial operations commenced in
 13

the first underground line between Thirumangalam metro station to Nehru Park metro station
on 14 May 2017.The underground stretches - Nehru Park metro station to Chennai Central
metro station and Saidapet metro station to AG-DMS metro station were opened a year later
on 25 May 2018. On 10 February 2019, the underground stretch from AG-DMS to
Washermanpet of blue line was opened, completing 45 km phase 1 of the metro.

1.3.4 Tunneling

Tunnels for the Chennai Metro were drilled using Tunnel boring machines (TBMs)
brought from Russia and China. In December 2011, two TBMs were shipped to Chennai
from China. A total of 12 TBMs were deployed from July 2012, 8 from Germany, 2 from
China, and 1 each from the United States and Japan. The first tunnel work commenced in
July 2012 from Nehru Park to Egmore for a distance of 948 meters. By December 2017, upon
completion of the tunneling work of the Chennai Metro, all the machines were shipped
backed to their origin countries. Each TBM weighed 850 tonnes and was able to drill hard
surfaces, creating tunnel passages to connect underground stations. The length of the TBMs
was about 85 to 90 meters. Tunnels were bored 50 feet below the surface, and each kilometer
of tunneling cost ₹3,000 million. The average length of tunneling was 6 to 8 meters a day.

1.3.5 Phase I Extension

The Phase-I of the Chennai Metro Rail Project was approved by Government of
Tamil Nadu in November 2007 and by Government of India in February 2009. In order to
implement the project, a Joint Venture company between Government of India and
Government of Tamil Nadu namely Chennai Metro Rail Limited (CMRL) was incorporated
under the Companies Act,1956 on 3.12.2007. The sanctioned project cost is INR. 14,600
Crores.

The Phase I of the Chennai Metro Rail Project covers two initial Corridors at the
length of 45.01 Kms viz, Corridor-1: Washermenpet to Airport covering a distance of about
23.01 km and the Corridor-2: Chennai Central to St.Thomas Mount covering a distance of 22
km.Both corridors of phase-I of the project consists 32 stations of which 13 are elevated and
19 are underground stations has thus been completed successfully. Chennai Central and
Alandur are interchangeable metro stations. The Depot is located at Koyambedu.

The final stretch from AG-DMS to Washmenpet of the Blue Line was successfully
opened for passengers services by the Hon’ble Prime Minister of India, Shri Narendra Modi
 14

and The Hon’ble Chief Minister of Tamil Nadu, Thiru Edappadi K. Palaniswami on 10-02-
2019.

1.3.6 Phase II

In December 2016, it was announced that Chennai Metro Phase 2 would be for
104 km (65 mi) spreading across 104 stations. In July 2017, in a suo motu statement in the
State Legislative Assembly, an extension in Phase II, involving an additional cost of ₹38,500
million to the original phase II cost of ₹850,470 million, was announced. This will involve
extension of Line 4 from Lighthouse up to Poonamallee, with the Madhavaram–
Sholinganallur and Lighthouse–Poonamallee lines intersecting at Alwarthirunagar. The key
focus for Phase 2 is to provide a stable connectivity between the northern (Madhavaram,
Thiruvottiyur, Redhills) and southern suburbs (Siruseri, Sholinganallur) and the east parts of
Chennai (Light house, Mylapore) to the western part of Chennai city (Porur) and also to
western suburb (Poonamallee). Tamil Nadu Road Development Corporation (TNRDC) has
also proposed an elevated 17.2 km (10.7 mi) four-lane corridor for the IT corridor from
Taramani to Siruseri. CMRL will construct its piers on top of the flyover built by TNRDC.

1.3.7 MRTS Takeover

The Chennai Mass Rapid Transit System is anticipated to be handed over to CMRL
by the Southern Railway. All the stations from Velachery to Beach will be upgraded with the
facilities of the metro stations which includes tracks, security, ticketing system and the rolling
stock.

1.3.8 Financials

When the project was initiated in 2007, the estimated cost of the first phase was
₹14,600 crore (US$2.0 billion) with a forecasted 5% increase. As of 2014, the cost for the
first phase escalated to ₹20,000 crore (US$2.8 billion).The cost for the second phase was
estimated at ₹44,000 crore (US$6.2 billion) with the project funded by the Japan
International Cooperation Agency (JICA). JICA has sanctioned concessional loan amounts of
₹8,877 crore (US$1.2 billion) for the project.

Chennai Metro runs in standard gauge measuring 1,435 millimetres (56.5 in) and the lines
 15

are double-tracked. The rail tracks were manufactured in Brazil and the raw material was
supplied by Tata Steel. The average speed of operation is 35 kilometres per hour (22 mph)
and maximum speed is 80 kilometres per hour (50 mph). Chennai Metro operates trains from
4:30 AM to 11:00 PM with a frequency of one train every 4.5 minutes in peak hours and
every 15 minutes in lean hours. CMRL plans to increase the frequency to one train every 2.5
minutes once footfalls reach 600,000 passengers a day.

1.3.9 Ticketing

The minimum fare is ₹ 10 and the maximum fare is ₹ 60. The first car in each train is
a first class compartment with tickets costing twice as much as the second class tickets.

There are four types of tickets issued by CMRL for travel in Chennai metro. They are

1. Single journey tokens, which needs to be purchased each time for every journey at the
ticket counter or in ticket vending machines available at all stations. The rates vary between
rupees 10 and rupees 60 for one journey.

2. Stored value cards (SVC) are pre paid, rechargeable, travel cards that can be purchased at
any ticket counter against a refundable deposit of rupees 50. They can be recharged up to a
maximum of rupees 2000. Frequent users of Chennai metro can use this card. They can be
recharged at any ticket counter or in automated ticket vending machines available at all
stations. A discount of 10% is applicable for the users of SVC. Therefore, the rates vary
between rupees 9 and rupees 54 for a single journey.

3. Trip Cards are for persons travelling between the same two stations regularly. The fares are
discounted by 20% and is available in 3 types namely, 10 trips valid for 30 days, 30 trips
valid for 90 days and 60 trips valid for 180 days.

4. Tourist Cards provide the card holders unlimited ride on the Chennai Metro for 1 day. It
costs 150 rupees of which 50 rupees is a refundable deposit which can be claimed back on
returning the card. This is ideal for persons visiting the city for a short period of time and
planning to travel to their destinations by metro.

Starting from the Diwali day, October 27, 2019, CMRL announced that there will be a
discount of 50% for all journeys taken on Sundays and public holidays. This discount will be
 16

applicable with single journey tokens (rupees 5 to rupees 30) and Stored Value Cards (rupees
4 to rupees 27).

1.3.10 Administration and Maintenance

The Chennai metro has a depot at Koyambedu with ballast-less tracks of 15

kilometres (9.3 mi). It covers an area of 26 hectares and houses 36 trains. The depot houses
maintenance workshops, stabling lines, a test track and a washing plant for the trains. It also
houses the Operational Control Centre (OCC) where the movement of trains and real-time
CCTV footages obtained from the stations and on-board cameras is monitored. The company
plans to build a headquarters building near the facility.

To prevent corrosion of train surfaces due to bird droppings, the depot has been fitted
with ultrasonic bird repellers and bird strobe lights to prevent birds from entering the depot.

In 2018, CMRL began constructing an elevated depot at Wimco Nagar at a cost of ₹

2,300 million to maintain and park trains running between Washermanpet and Wimco Nagar.
The elevated depot covers an area of 3.5 ha, with provision to station 12 trains. Other
facilities in the depot include three inspections lines, one emergency repair line, and a small
plant for washing trains. There are also plans to build a multi-storey commercial building
above the depot.

Infrastructure

1.3.11 Rolling Stock

For Phase I, Alstom was awarded the contract to supply 168 coaches to Chennai
Metro at a cost of ₹1,470 crore (US$210 million) in 2010.Alstom supplied 42 train-sets
(metropolis model) composed of four coaches eachwith each car measuring 22.5 metres
(74 ft) in length and can accommodate 319 passengers. The trains have a first-class
compartment and a women's section with 14 seats in the first-class car and 44 seats in the
normal car. The first nine trains were imported from Brazil and the remaining were
manufactured at a new facility set up at Sri City, Tada about 75 kilometres (47 mi) from
Chennai. The trains are air-conditioned with electrically operated automatic sliding doors and
a regenerative braking system. The cars operate on 25 KV AC through an overhead catenary
system with a maximum speed of 80 kilometres per hour (50 mph).
 17

1.3.12 Power

The trains are connected to the grid via overhead electric cables and are equipped with
regenerative braking with a capacity to recover 30–35% of the energy during braking. The
metro will require an average of 70 MW of power daily and the electricity will be supplied by
Tamil Nadu Electricity Board. Chennai Metro is also planning to use solar power for five of
its stations on the elevated corridor, with a production capacity of 200 KW.

1.3.13 Stations

See also: List of Chennai metro stations

A total of 32 stations have been constructed along the two lines of the first phase with 20
underground stations. In the underground sections, a walkway runs along the length with
cross passages every 250 metres (820 ft) for the maintenance and emergency evacuation.The
underground stations have an average width of 220 metres (720 ft) to 390 metres (1,280 ft)
and go up to 50 feet (15 m) deep from the ground level. However, the length of the stations,
both underground and elevated, in Phase 1 extension is only 180 metres (590 ft) to save
space. The elevated stations have three levels, namely, street, concourse and platform with
the concourse level at an average height of 5.65 metres (18.5 ft) and platforms for boarding at
12.6 metres (41 ft) above the street level.Underground stations have two levels and are air-
conditioned. The metro stations are equipped to be disabled and elderly friendly, with
automatic fare collection system, announcement system, electronic display boards, escalators
and lifts. The stations are equipped with non-slippery flooring with grip-rails, audio
announcements and Braille facilities to help visually challenged passengers. Paid parking
facilities are available for two wheelers at all but three stations and in select stations for four
wheelers parking charges can be paid for through the stored value cards.

1.3.14 VISION:
“Moving People, Sustaining Growth”

1.3.15 MISSION:
“We shall provide a safe, fast, reliable, accessible, convenient, comfortable, efficient
and affordable public transport service preferred by all in a sustainable manner”
 18

1.4 REVIEW OF LITERATURE

A literature review is a body of text that aims to review the critical points of current
knowledge including substantive findings as well as theoretical and methodological
contributions to a particular topic. Literature reviews are secondary sources, and as such, do
not report any new or original experimental work.

Simai Haji Mati was quoted saying that literature review should be referred to as
reviewing and analyzing the work of literature in relation to the specified topic in research.

Most often associated with academic-oriented literature, such as a thesis, a literature

review usually precedes a research proposal and results section. Its ultimate goal is to bring
the reader up to date with current literature on a topic and forms the basis for another goal,
such as future research that may be needed in the area.

Oatey(1970), Training improves a person’s skill at a task. Training helps in socially,

intellectually and mentally developing an employee, which is very essential in facilitating not
only the level of productivity but also the development of personnel in any organization.

Dale S Beach (1980) referred that "Training is the organized procedure by which
people learn knowledge and/or skills for a definite purpose.

Dubashi (1983) defined training as “A process of improving the knowledge skill and
attitude of employees to achieve organizational objectives. It is only through a systematic
program of training that necessary professional knowledge is imparted, skills developed and
attitudes attuned to work situation.

Raymond (1986), The influences of trainees’ characteristics on training effectiveness

have focused on the level of ability necessary to learn program content. Motivational and
environmental influences of training effectiveness have received little attention. This analysis
integrates important motivational and situational factors from organizational behavior theory
and research into a model which describes how trainees' attributes and attitudes may
influence the effectiveness of training.

Adeniyi (1995), Staff training and development is a work activity that can make a
very significant contribution to the overall effectiveness and profitability of an organization.
 19

Akinpelu (1999), The process of training and development is a continuous one. The
need to perform one’s job efficiently and the need to know how to lead others are sufficient
reasons for training and development and the desire to meet organizations objectives of
higher productivity, makes it absolutely compulsory.

Oribabor (2000), Training and development aim at developing competencies such as

technical, human, conceptual and managerial for the furtherance of individual and
organization growth.

Isyaku (2000), The process of training and development is a continuous one. It is an

avenue to acquire more and new knowledge and develop further the skills and techniques to
function effectively.

Goldstein I L & Ford K (2002), discuss the importance of training and its impact on
job performance: While employee performance is one of the crucial measures emphasized by
the top management, employees are more concerned about their own productivity and are
increasingly aware of the accelerated obsolescence of knowledge and skills in their turbulent
environment. As the literature suggests, by effectively training and developing employees,
they will become more aligned for career growth—career potential enhances personal
motivation.

Tan, Hall and Boyce (2003), Companies are making huge investment on training
programmes to prepare them for future needs. The researchers and practitioners have
constantly emphasised on the importance of training due to its role and investment.

Stavrou et al., (2004), The main goal of training is to provide, obtain and improve the
necessary skills in order to help organizations achieve their goals and create competitive
advantage by adding value to their key resources – i.e. managers.

Chih , Li and Lee (2008),Training programme is dependent on the following

parameters for its success (i) perceived value of leaning programme (ii) attitude to teacher
(iii) response to learning conditions (iv) desire to learn: the degree to which trainees really
want to learn and do well.

U Dinesh Kumar & S Vijayakumar (2009), Training and development is adopted

by organizations to fill the skill gap of employees. Training evaluation must be appropriate
for the person and situation. Evaluation will not ensure effective learning unless training is
 20

properly designed. Successful evaluation depends upon whether the means of evaluation were
built into the design of the training program before it was implemented.

Bates and Davis (2010), Usefulness of training programme is possible only when the
trainee is able to practice the theoretical aspects learned in training programme in actual work
environment. They highlighted the use of role playing, cases, simulation, mediated exercises,
and computer based learning to provide exposure to a current and relevant body of
knowledge and real world situations

Kalaiselvan and Naachimuthu (2011), Training cost and business benefits are
drawn on X and Y axis respectively. Four quadrants were identified to highlight (i) strategic
(Lower training cost and higher business benefits), (ii) Payback (Higher training cost and
higher business benefits) (iii) Think (Lower training cost and lower business benefits)
(iv)Drop (Higher training cost and higher business benefits).

Anis et al., (2011) Studied employee retention relationship to training and

development in Lahore. They focused on compensation packages after employee training and
development practices for retention purposes. In this study they used compensation as the
mediating variable between the training and retention of employees. They observed that for
the retention of employee, the work environment and compensation are useful tools. Training
can be an important tool for retaining employees. This research paper concluded that, without
increasing the compensation of employee after their training and development; to retain the
employees for a longer time period does not give fruitful result because of the increase in his
abilities and perfection in field.

Karthik R (2012), Training objectives tell the trainee that what is expected out of
him at the end of the training program. Training objectives are of great significance from a
number of stakeholder perspectives; Trainer, trainee, designer, evaluator.

Muhammad Imran & Aiman Tanveer (2015) The importance of Training &
Development for business in the present day. It was being evidenced through previous
researches that training the workforce is inevitable for all the organizations keeping aside
their size, scope, and geographical boundaries. This is much due to the increased need for
innovation and increase expectations from the customers.

Prof. Brijmohan Vyas, Chandrika K Mistry (2015) Training effectiveness in

cement industry is a critical aspect of the development of knowledge of
 21

workforce. The objective of this study is to examine effectiveness of Training. To survive in

the globalised era, organizations need to continuously develop the knowledge, skill and
ability of their human resources throughout the year, the organization spend a huge amount of
money for the purpose of training and development of the human resources. But the crucial
point is effectiveness.

K. Padmavathi Nageswaramma & Dr. R. Padmaja (2017) Training, like any other
organizational aspects, requires commitment of organizational resources in the forms of
time, energy, managerial efforts and money. Organizations therefore need to know whether
an investment made on training is producing the desired results, i.e., whether training
imparted is effective.

Dr.(Mrs.) Owotunse, Esther Yetunde(2018) Training and Development is an

important aspect of human resource development. It is important for organization to get
skilled and capable employees for better performance, and employees will be than competent
when they have the knowledge and skill of doing the task. Training and Development would
provide opportunities to the employees to make a better career life and get better position in
organization. In doing so, organizations efficiency would be increased. On the other hand,
employees are there sources and assets of an organization if they are skilled and trained
would perform better than those who are unskilled and untrained.

R. Sudhakar & S. Rabiyathul Basariya (2019) Training and development programs

play a vital role in every organization. The management to evaluate the job performance and
accordingly take decisions like employee Promotion, rewards, compensations, welfare
facilities, etc. These training programs also help the managers in succession planning,
employee retention and motivation. It creates Efficient and Effective employees in the
Organization. The need for training & development is determined by the employee’s
performance deficiency.
 22

1.5 NEED FOR THE STUDY

Training is an integral part of performing a job. It improves coordination among
employees. Well planned training helps to retain the employees within the organization rather
than seeing them seeking next level opportunities elsewhere, thus helping in reduction in
recruitment cost. For employees to be efficient, productive and adaptable, skills are required
which can achieved through training.
Training is important not only from the point of view of organization but also for the
employees. Training is valuable to the employees because it will give them greater job
security and opportunity for advancement.
Specifically, the need for Training Arises due to the following Reasons
To match the Employee specifications with the Job Requirements, Organizational
Viability and the Transformation process, Technological Advances, Organizational
Complexity, Human Relations, and Change in the Job Assignment.
The need for Training also arises to:
Increase productivity, Improve quality of the product / service, Help a company to
fulfil its future personnel needs, improve organizational climate, Improve health and safety,
prevent obsolescence.
 23

1.6 OBJECTIVES OF THE STUDY

 To study the different methods of training programmes conducted in Chennai Metro

Rail Limited.

 To study the effectiveness of training programme in Chennai Metro Rail Limited.

 To know the satisfaction level of employees towards training programme.

 To develop the individuals to utilize the knowledge & experience & inherent abilities
for high performance.
 24

1.7 SCOPE OF THE STUDY

The scope of training depends upon the categories of employees to be trained. As we
all know that training is a continuous process and not only needed for the newly selected
personnel but also for the existing personnel at all levels of the organisation. Training and
development covers the area of organization culture, climate, knowledge management,
and organization on change, technology processes, implementation strategy, rules and
regulation skills, quality maintenance.
 25

1.8 RESEARCH METHODOLOGY

Fundamental to the success of any formal marketing research project is a sound

research design. A good research design has the characteristics of problem definition, specific
methods of data collection and analysis, time required for research project and estimate of
expenses to be incurred. The function of a research design is to ensure that they require data
are collected accurately and economically. A research design is purely and simply the
framework or plan for an analysis of data. It is a blue print that is followed in completing a
study. It resembles the architect`s blue-print (map) for constructing a house. It may be
worthwhile to mention here that a research design is nothing more than the framework for the
study ensures that the study will be relevant to the problem and the study will employ
economical procedures.
Claire seltizetal defines Research Design as “Research design is a catalogue of the
phases and facts relating to the formulation of a research effort. It is the arrangement of
collection and analysis of data in a manner that aims to combine relevant to the research
purpose with economy in procedure”.

Three important about research design are

1. The design of investigation should stem from the problem
2. Whether the designs are productive in a given problem setting depends on how
imaginatively they are applied. An understanding of the basic design is needed so
that they can be modified to suit specific purpose
3. The three basic design are as follows
i. Exploratory Research design
ii. Descriptive Research design
iii. Casual Research design
The Research design used in the study is descriptive research design

1.8.1 RESEARCH DESIGN

Descriptive research design is also called explanatory design. This is the one that
simply describes something such as demographic characteristics. The descriptive study is
typically concerned with determining frequency with which something occurs or how two
variables vary together.
 26

1.8.2 AREA OF STUDY

Area of study is Effectiveness of training and development in CMRL; The sample

size is 80.

1.8.3 DATA SOURCES

After identifying and defining the research problem and determining specific
information required to solve the problem, the researcher`s task is to look the type and
sources of data which may yield the desired results. Data sources are of two types through
which data is collected.
Data sources may be classified as
1.Primary data
2.Secondary data

PRIMARY DATA
Primary data is the original data collected by the researcher first hand. It is collected
for the first time through field survey. These are those that are gathered specifically, for the
problem at hand. The various sources for collecting primary data are questionnaire,
observation, interview etc. The primary source used for the study is questionnaire.

SECONDARY DATA
Secondary data is the information which is already available in published or
unpublished form. When the needed information is collected from the census of population
available in a library means then it is a secondary data. It is also used for collecting historical
data. The various sources of secondary data are books, periodicals, journals, directories,
magazines, statistical data sources etc. The secondary source used for this study is company
profile, scope, need, review of literature.

1.8.4 RESEARCH INSTRUMENTS

Research instrument are the instruments which is used for gathering or collecting
information. The instruments used in the study are
1.Direct questions
2.Close end questions
3.Dichotomous questions
4.Multiple choice questions
 27

DIRECT QUESTIONS
Direct questions are just what their names indicate. They explicitly ask for the desired
data. However the directness of the question also relates to the way a response is interpreted.

CLOSE END QUESTIONS

Such questions are also called fixed alternative questions they refer to those questions
in which the respondent is given a limited number of alternative response frame which he/she
is to select one that most closely matches his/her opinion or attitude.

DICHOTOMOUS QUESTIONS
A dichotomous question refers to one which offers the respondent a choice between
only two alternatives and reduces the issue to its simple terms. The fixed alternatives are of
the type, yes/no, agree/disagree, true/false etc.

MULTIPLE CHOICE QUESTIONS

A multiple choice question refers to one which provides several set alternatives for its
answers. Thus, it is a middle ground between free answers and dichotomous question.

1.8.5 SAMPLING
Collecting data about each and every unit of the population is called census method.
The approach, where only a few units of population under study are considered for analysis is
called sampling method. There are two main categories under which various sampling
method can be put.
The two categories are
1. Probability sampling
2. Non-probability sampling
The sampling method adopted for the study is convenience sampling under non-probability
sampling.

NON-PROBABILITY SAMPLING:
In non-probability sampling, the chance of any particular unit in the population being
selected is unknown, since randomness is not involved in the selection process. But this does
not mean that the findings obtained from non-probability sampling are of questionable value.
 28

If properly conducted their findings can be accurate as those obtained from probability
sampling. The three frequencies used non-probability designs are
1. Judgment sampling
2. Convenience sampling
3. Quota sampling

CONVENIENCE SAMPLING:
In this method, the sample units are chosen primarily on the basis of the convenience
to the investigator. The units selected may be each person who comes across the investigator.

SAMPLE FRAME:
A Sample frame may be defined as the listing of the general components of the
individual units that comprise the defined population.

SAMPLE DESIGN:
Sample design is the theoretical basis and the practice means by generalizing from
characteristics of relatively few of the comprising population. It is the method by which the
sample is chosen.

SAMPLE SIZE:
It refers to the number of elements of the population to sample. The sample size
chosen for the survey is 80.

ANALYTICAL TOOLS

PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentages are used to describe
relationships, it is expressed as.
Percentage = (no of employees/total no of employees) * 100

CHARTS
Charts are graphic displays of data for easy understanding of relative positions that is
not always possible with descriptive words or numbers. Types of charts commonly used in
business data presentation are: Bar and pie.
 29

WEIGHTED MEAN AVERAGE SCORE

Weighted average is referred to as weighted arithmetic mean or weighted arithmetic
average and is defined for a set of values and non-negative associated weights as the sum of
all values times their associated weights divided by the sum of the weights. A weighted
average tends towards a given sample mean in proportion to the sample's size relative to the
size of other samples being compared.
Formula
If x1,x2,.... xn are the n items and w1,w2,....wn are the corresponding weights allotted
to each item, then the mean is given by,

Where w is the weight of the item

CHI- SQUARE TEST

The chi-square test is an important test among the several tests of significant
developed by statistical. Chi-square is symbolically written as “χ²”, is s statistical measure
used in the context of sampling analysis for comparing a variance to a theoretical variance.

Goodness of fit test is a method which makes a statement or claim concerning the
nature of the distribution for the whole population. The data in the sample is examined in
order to see whether this distribution is consistent with the hypothesized distribution of the
population or not

FORMULA :

Where, O represent Observed Values

E represent Expected Values
 30

KARL PEARSON’S COEFFICIENT OF CORRELATION

Pearson’s method, popularly known as a Pearsonian Coefficient of Correlation, is the

most extensively used quantitative methods in practice. The coefficient of correlation is
denoted by “r”

FORMULA:

Where, = , =

= mean of X

= mean of Y
 31

1.9 LIMITATIONS OF THE STUDY

They are the boundaries wherein the researcher has to work. To make the research success a
researcher should know his/her boundaries.

 Chennai Metro Rail Limited being a large in size cannot be studied as a whole in
three months, so time is considered as a major constraint.
 Findings of the study are based on the sample size & they cannot be taken as
generalized opinion of the entire population.
 Lack of interest by respondents to spend time for survey.
 Respondents may not have expressed their true opinions regarding training practices.
 32

CHAPTER II

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 2.1.1

TABLE SHOWING CAREER OF JOB OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Managerial level 23 28.7
2 Executive level 38 47.5
3 Subordinate level 19 23.8
TOTAL 80 100

FIGURE NO: 2.1.1

FIGURE SHOWING CAREER OF JOB OF THE RESPONDENTS

CAREER OF JOB

24% 29%

47%

1 Managerial level 2 Executive level 3 Subordinate level

INFERENCE:

From the above table it is inferred that 29% of the respondents are in the Managerial level
and 24% of the respondents are in the Executive level, and 47%of the respondents are in the
Subordinate level.
 33

TABLE NO: 2.1.2

TABLE SHOWING AGE OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 33 41.3
18-25
2 35 43.8
26-33
3 7 8.8
34-41
4 5 6.3
41 and above
80 100
TOTAL

FIGURE NO: 2.1.2

FIGURE SHOWING AGE OF THE RESPONDENTS

AGE

6%
9%

41%

44%

18-25 26-33 34-41 41 and above

INFERENCE:

From the above table it is inferred that 41% of the respondents are in the age group of 18-25
years and 44% of the respondents are in the age group of 26 – 33 years, 9% of the
respondents are in the age group of 34-41 years and 6% of the respondents are in the age
group of 41 and above.
 34

TABLE NO: 2.1.3

TABLE SHOWING GENDER OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Male 65 81.3
2 Female 15 18.8
TOTAL 80 100

FIGURE NO: 2.1.3

FIGURE SHOWING GENDER OF THE RESPONDENTS

GENDER

19%

81%

Male Female

INFERENCE:

From the above table inferred that, 81% of the respondents are male and 19% of respondents
are female. Most of the respondents are male.
 35

TABLE NO: 2.1.4

TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Married 27 33.8
2 Unmarried 53 66.3
TOTAL 80 100

FIGURE NO: 2.1.4

FIGURE SHOWING MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS

34%

66%

Married Unmarried

INFERENCE:

From the above table inferred that, 66% of the respondents are unmarried and 34% of
respondents are married. Most of the respondents are Unmarried.
 36

TABLE NO: 2.1.5

TABLE SHOWING EDUCATION QUALIFICATION OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Diploma 4 5
2 Under Graduation 24 30
3 Post- Graduation 52 65
TOTAL 80 100

FIGURE NO: 2.1.5

FIGURE SHOWING EDUCATION QUALIFICATION OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION

5%

30%

65%

1 Diploma 2 Under Graduation 3 Post- Graduation

INFERENCE:
From the above the table infers that, 5% of the respondents are Diploma and 30% of
the respondents are under Graduation, and 65% of the respondents are Post Graduation.
Most of the respondents are Post Graduation.
 37

TABLE NO: 2.1.6

TABLE SHOWING YEAR OF EXPERIENCE OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Less than 3 years 42 52.5
2 4-6 years 21 26.3
3 7-9 years 6 7.5
4 Above 9 years 11 13.7
TOTAL 80 100

FIGURE NO: 2.1.6

FIGURE SHOWING YEAR OF EXPERIENCE OF THE RESPONDENTS

YEARS OF EXPERIENCE

14%

8%

52%
26%

1 Less than 3 years 2 4-6 years 3 7-9 years 4 Above 9 years

INFERENCE:
From the above the table infers that, 52% of the respondents are Less than 3 Years
and 26% of the respondents are 4 – 6 Years, and 8% of the respondents are 7-9 Years, and
14% of the respondents are above 9 Years. Most of the respondents are Less than 3 Years.
 38

TABLE NO: 2.1.7

TABLE SHOWING ORGANIZATION PROVIDE TRAINING FOR THE NEW
EMPLOYEES OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 yes 76 95
2 No 4 5
Total 80 100

FIGURE NO: 2.1.7

FIGURE SHOWING ORGANIZATION PROVIDE TRAINING FOR THE NEW
EMPLOYEES OF THE RESPONDENTS

TRAINING FOR NEW EMPLOYEES

5%

95%

1 yes 2 No

INFERENCE:
From the above the table infers that, 95% of the respondents are Yes for giving
training programmes and 5% of the respondents are No to the Employees.
 39

TABLE NO: 2.1.8

TABLE SHOWING TRAINING METHOD FOR THE NEW EMPLOYEES OF THE

RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 On the Job 44 55
2 Off the Job 2 2.5
3 Both 34 42.5
Total 80 100

FIGURE NO: 2.1.8

FIGURE SHOWING ORGANIZATION PROVIDE TRAINING FOR THE NEW

EMPLOYEES OF THE RESPONDENTS

TRAINING METHOD

43%

55%

2%

1 On the Job 2 Off the Job 3 Both

INFERENCE:
From the above the table infers that, 55% of the respondents are On the job and 2% of
the respondents are Off the job, and 43% of the respondents are Both.
 40

TABLE NO: 2.1.9

TABLE SHOWING TRAINING PROGRAMS OF THE RESPONDENTS

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Regularly 35 43.8
2 Quarterly 29 36.5
3 Half Yearly 16 20
Total 80 100

FIGURE NO: 2.1.9

TABLE SHOWING TRAINING PROGRAMS OF THE RESPONDENT

NO OF RESPONDENTS

20%

44%

36%

1 Regularly 2 Quarterly 3 Half Yearly

INFERENCE:
From the above the table infers that, 44% of the respondents are regularly and 36% of
the respondents are Quarterly, and 20% of the respondents are Half yearly.
 41

TABLE NO: 2.1.10

TABLE SHOWING PRESENT TRAINING SYSTEM

NO OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Excellent 16 20
2 Good 52 65
3 Average 11 13.8
4 Below Average 1 1.2
TOTAL 80 100

FIGURE NO: 2.1.10

FIGURE SHOWING PRESENT TRAINING SYSTEM

PRESENT TRAINING SYSTEM

Excellent Good Average Below Average

INFERENCE:
From the above the table infers that, 20% of the respondents are Excellent and 65% of
the respondents are Good, 14% of the respondents are Average and 1% of the respondent
are Below Average.
 42

2.2 STATISTICAL ANALYSIS

2.2.1 WEIGHTED MEAN AVERAGE

TABLE SHOWING WEIGHTED AVERAGE MEAN ON EFFECTIVENESS OF
TRAINING AND DEVELOPMENT PROGRAM

TABLE NO: 2.2.1

Weighted
Strongly Strongly
FACTORS Disagree(2) Neutral(3) Agree(4) Average
Disagree(1) Agree(5)
Mean

Improve the Skills

of an individual. 4 2 7 40 27 4.05

Improve the
knowledge of an
individual. 3 1 9 43 24 4.05

Change the attitude

of an individual. 2 12 26 26 14 3.48

Material highly suits

to my job situation. 1 6 16 43 14 3.79

Helped to increase
productivity in 0 3 12 40 25 4.09
quality and quantity.

Increase the skills &

Talents towards 2 3 11 43 21 3.98
assigned Job.

Training helps to do
the job with more
commitment 1 8 24 32 15 3.65

Training helps to
understand the job 3 4 13 48 12 3.78
clearly

On the basis of
development needs 1 9 12 41 17 3.8
 43

INTERPRETATION:

From the above chart and table shows the weighted average mean score of Effectiveness of
Training and Development. The mean score of the Training Program is Change the attitude of
an individual is (3.48/5), Training program helped to increase productivity in terms of both
Quality and Quantity is (4.09/5).

Therefore most of the respondents agreed The Training program helped to increase
productivity in terms of both Quality and Quantity.

TABLE SHOWING WEIGHTED AVERAGE MEAN ON SATISFACTION LEVEL

OF TRAINING PROGRAM

TABLE NO: 2.2.2

Weighted
Strongly Disagree Agree Strongly
FACTORS Neutral(3) Average
Disagree(1) (2) (4) Agree(5)
Mean

Training is a Well-Planned
exercise in my
organization. 2 7 20 29 22 3.78

Your opinion on the

training environment and
Infrastructure available at 1 4 23 40 12 3.72
training centres.

Reward in the training

program is really
motivating. 3 5 22 35 15 3.67

Are you Satisfied with the

training program?
1 7 18 40 14 3.73

Do you agree that training

is well planned?
2 4 17 36 21 3.87

Do you agree those training

programs are handled by a
Skilled Trainers? 1 5 16 38 20 3.89

Do you agree that training

has helped in motivating
employees? 2 8 12 44 14 3.75
 44

INTERPRETATION:

From the above chart and table shows the weighted average mean score of Satisfaction level
of Training Program. The mean score of the Reward in the training program is really
motivating is (3.67/5), Training programs are handled by a Skilled Trainers is (3.89/5).

Therefore most of the respondents agreed The Training programs are handled by a Skilled
Trainers.

TABLE SHOWING WEIGHTED AVERAGE MEAN ON SATISFACTION LEVEL

OF CAREER DEVELOPMENT

TABLE NO: 2.2.3

Strongly Strongly Weighted

Disagree Neutral Agree
FACTORS Disagree Agree Average
(2) (3) (4)
(1) (5) Mean

Help for organizational

3 6 24 35 12 3.59
development.

Developing teamwork and

2 7 19 42 10 3.64
Leadership Skills.

Training program helpful

3 5 22 28 22 3.77
to your career.

Helps you to scope up

with the constantly
changing technology 2 8 18 44 8 3.6

INTERPRETATION:

From the above chart and table shows the weighted average mean score of Satisfaction level
of Career Development. The mean score of the training help for the organizational
development is (3.59/5), the Training program helpful to your career is (3.77/5).

Therefore most of the respondents agreed The Training program helpful to your career.
 45

CHI- SQUARE TEST

Null hypothesis (Ho):

There is no relationship between the gender of the respondents and Training method
focus on developing Team work and Leadership Skills.

Alternate hypothesis (H1):

There is a relationship between the gender of the respondents Training method focus
on developing Teamwork and Leadership Skills.

Table showing the Chi-Square test for Gender of the respondents and Training
method focus on developing teamwork and Leadership Skills
TABLE NO:2.2.4
Training focus on
developing
Teamwork and
Leadership Skills. Strongly Strongly
Disagree Neutral Agree Total
Disagree Agree
Gender

Male 2 7 15 36 8 68

Female 0 0 4 6 2 12

Total 2 7 19 42 10 80

O E

2 1.7 0.3 0.052941

7 5.95 1.05 0.185294

15 16.15 -1.15 0.081888

36 35.7 0.3 0.002521

8 8.5 -0.5 0.029411

 46

0 0.3 -0.3 0.3

0 1.05 -1.05 1.05

4 2.85 1.15 0.464035

6 6.3 -0.3 0.014285

2 1.5 0.5 0.166666

Calculated Value = 2.34704

Degree of Freedom = (r-1) (c-1)
= (2-1) (5-1) = 4

Tabulated Value = 9.488

X =X cal<X tab

X = 2.34704<9.488

Hence, Ho is accepted

Inference:

Since the tabulated value is greater than the calculated value, we accept the
null hypothesis and hence there is a no relationship between the gender of the respondents
and Training method focus on developing Teamwork and Leadership Skills.
 47

ANALYSIS USING KARL PEARSON’S CORRELATION

Null hypothesis (H0):

There is a positive relationship between the training and development program has
increased the skills & talents towards assigned job and the training is on the basis of
development needs.

Alternate hypothesis (H1):

There is a negative significant relationship between the training and development

program has increased the skills & talents towards assigned job and the training is on the
basis of development needs.

CORRELATION BETWEEN TRAINING AND DEVELOPMENT PROGRAM HAS

INCREASED THE SKILLS & TALENTS TOWARDS ASSIGNED JOB AND THE
TRAINING IS ON THE BASIS OF DEVELOPMENT NEEDS

TABLE NO: 2.2.5

LEVEL OF AGREEABILITY

FACTORS
Strongly Strongly
Disagree Neutral Agree
Disagree Agree

The Training and

Development
program has increase
2 3 11 43 21
the skills & Talents
towards assigned Job.
X

The training is on the

basis of development 1 9 12 41 17
needs Y

= 80/5 = 16
= 80/5 = 16
 48

-14 -15 210 196 225

-13 -7 91 169 49

-5 -4 20 25 16

27 25 675 729 625

5 1 5 25 1

1001 1144 916

= 1001 /

= 1001 / (33.823 * 30.265)

= 1001/ 1023.653

= 0.9778

INTERPRETATION:

Since r is positive correlation. It is concluded that there is a positive relationship between the
training and development program has increased the skills & talents towards assigned job and
the training is on the basis of development needs.
 49

CHAPTER III

SUMMARY FINDINGS, SUGGESTIONS AND CONCLUSION

3.1 FINDINGS

These main findings are very important for this study to come out with
appropriate suggestions.

 Among the 80 respondents, 65 are male and 15 are female with the percentage of 81%
and 19% respectively.
 29% of the respondents are in the Managerial level
 24% of the respondents are in the Executive level
 47%of the respondents are in the Subordinate level
 41% of the respondents are in the age group of 18-25 years
 44% of the respondents are in the age group of 26 – 33 years
 9% of the respondents are in the age group of 34-41 years
 6% of the respondents are in the age group of 41 and above.
 66% of the respondents are unmarried
 34% of the respondents are married
 5% of the respondents are Diploma
 30% of the respondents are under Graduation
 65% of the respondents are Post Graduation
 52% of the respondents are Less than 3 Years of Experience
 26% of the respondents are 4 – 6 Years of Experience
 8% of the respondents are 7-9 Years of Experience
 14% of the respondents are above 9 Years of Experience
 95% of the respondents are Yes for giving training programmes
 5% of the respondents are No to the training programmes
 55% of the respondents are accepting the training given for On the job
 2% of the respondents are accepting the training given for Off the job
 44% of the respondents are accepting the training given for regularly
 36% of the respondents are accepting the training given for Quarterly
 20% of the respondents are accepting the training given for Half yearly
 20% of the respondents are Excellent
 50

 65% of the respondents are Good

 14% of the respondents are Average
 1% of the respondent are Below Average
 The Weighted average mean score of Effectiveness of Training and Development in
that the Training Program is Change the attitude of an individual is (3.48/5), Training
program helped to increase productivity in terms of both Quality and Quantity is
(4.09/5).
 The Weighted average mean score of Satisfaction level of Training Program in that
the Reward in the training program is really motivating is (3.67/5), Training programs
are handled by a Skilled Trainers is (3.89/5).
 The Weighted average mean score of Satisfaction level of Career Development in that
the training help for the organizational development is (3.59/5), the Training program
helpful to your career is (3.77/5).
 Since the tabulated value is greater than the calculated value, we accept the null
hypothesis and hence there is no relationship between the gender of the respondents
and Training method focus on developing Teamwork and Leadership Skills.
 Since the calculated value r is positive, there is a significant relationship between the
training and development program has increased the skills & talents towards assigned
job and the training is on the basis of development needs.
 51

3.2 SUGGESTIONS
 The organization has to concentrate more on employees who are not satisfied with the
present training methods; they have to be counselled to know their reasons for not
being satisfied. So that effectiveness can be achieved.
 The identification of the training needs should be done in view of fast changing
technology, management practices and infrastructure.
 A standard measures before and after each training program on level of knowledge,
skills, attitudes and behaviour. Will help to measure its effectiveness more accurately.
 The company has to ask its employees to suggest types of trainings which they think
is more helpful in achieving the organizational goals.
 Train the employees in all areas like personality development, technical training,
standard operating their procedures and etc. with that they can handle multi tasks and
balance their pressures.
 Employee’s performance level should be considered for selecting employees for
training programs.
 Evaluation of training programs should be done regularly to keep a check on the
limitations and drawbacks. And ensure the success of training programs.
 52

3.3 CONCLUSION
The training and development program adopted in Chennai Metro Rail Limited
mainly concentrated on areas like quality aspects, job oriented trainings, technical skills and
knowledge. Most of the respondents rated as good and excellent towards the overall quality
and effectiveness of the training and development programs and satisfied with the present
training methods. The company also has to concentrate on small percentage of respondents
who are not satisfied with training programs and whom it has not helped to overcome from
their short comings or work related problems. Finally the training and development programs
provided by Chennai Metro Rail Limited are found to be effective, credible and
commendable, which can be improved further.
 BIBLIOGRAPHY
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 APPENDIX
“Analyzing the Effectiveness of Training and Development – CMRL (Chennai Metro
Rail Limited)”

QUESTIONNAIRE

1.Career of job:
(a) Managerial level ( ) (b) Executive Level ( )

(c) Subordinate Level ( )

2. Age :
(a) 18-25 ( ) (b) 26-33 ( )
(c) 34-41 ( ) (d) 41 and Above ( )
3. Sex :

(a) Male ( ) (b) Female ( )

4. Marital status:

(a) Single ( ) (b) Married ( )

5. Educational qualification:

(a) Diploma ( ) (b) UG ( ) (c) PG ( )

6. Experience: (a) < 3Yrs ( ) (b) 4 – 6 Yrs ( )

(c) 7 – 9 Yrs ( ) (d) Above 9 Yrs ( )

7. Does your Organization provide Training for new Employees?

a) Yes b) No

8. What kind of Training method are being followed in your Organization?

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

9. How often the training programs are conducted?

a) Regularly b) Quarterly c) Half Yearly

Effectiveness of Training and Development Program:

(SDA-Strongly Disagree, DA-Disagree, SA-Strongly Agree)

Q.NO Statements SDA DA Neutral AGREE SA

10 Training Program Improve the Skills of

an individual.

11 Training Program Improve the

knowledge of an individual.

12 Training Program is Change the attitude

of an individual.

13 Training material highly suits to my job

situation.

14 Training Program helped to increase

productivity in terms of both quality and
quantity.

15 The Training and Development program

has increase the skills & Talents towards
assigned Job.

16 Do you agree that training helps to do the

job with more commitment?

17 Do you agree that training helps to

understand the job clearly?

18 Do you agree that training is on the basis

of development needs?
satisfaction level of Training Program:

Q.NO Statements SDA DA Neutral AGREE SA

19 Training is a Well-Planned exercise in my

organization.

20 Your opinion on the training environment and

Infrastructure available at training centers.

21 Reward in the training program is really

motivating.

22 Are you Satisfied with the training program?

23 Do you agree that training is well planned?

24 Do you agree those training programs are

handled by a Skilled Trainers?

25 Do you agree that training has helped in

motivating employees?

Satisfaction level of Career Development:

Q.NO Statement SDA DA Neutral AGREE SA

26 Do you think that training help for the

organizational development.

27 The training method focus on developing

team work and Leadership Skills.

28 Will the training program helpful to your

career.

29 Training giving to you helps you to scope up

with the constantly changing technology for
performing the job.

30. What is your opinion about present training system?

(a) Excellent (b) Good (c) Average
(d) Below Average