A Study On Employees Perspective Towards Training and Development

Employee’s Perception Towards Training and Development
PROJECT ROPORT
K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 1

TABLE OF CONTENTS
SL. NO CHAPTERS TOPIC PAGE NO
 EXECUTIVE SUMMARY
1 CHAPTER – 1  INTRODUCTION TO THE

STUDY
 TITLE OF THE STUDY
 INDUSTRY PROFILE
CHAPTER -2  COMPANY PROFILE
 PRODUCT PROFILE
CHAPTER – 3  THEORETICAL REVIEW
CHAPTER – 4  DESIGN OF THE STUDY
CHAPTER – 5  DATA ANALYSIS AND

INTERPRETATION
CHAPTER – 6  FINDINGS
 SUGGESTION
 CONCLUSION
CHAPTER – 7  ANNEXURE
 BIBLIOGRAPHY

EXECUTIVE SUMMARY:
A training course is the training effort of an organization. It may be said that the Trainees
from the basic input, together with the other resource such as the physical Facilities, reading
material, resource persons, etc.
The design and conduct of the Course constitutes the processes and the trained employee the
output. The evaluation of the training course, generally done at the end of the course, is the
feedback of the basis of which improvements are made in the subsequent courses organized
by the institution.
But this is a simplistic and crude way of viewing the training effort though it illustrates the
systems concept of an institutional training effort with the untrained employee, the training
course, the trained employee and the evaluation of the training course representing the input,
the process, the output and feedback Control.
A significant and meaningful approach for a proper understanding of the Training effort as
systems concept consist not in regarding the conduct of the Training programme as the sole
process involved, but in viewing the training Programme as a link in the chain of professional
development of an employee. Sonalika International Tractors is focused in providing
professional training to its employees. It has outlined a few training objectives to be
followed.
They are as follows:

 To develop entrepreneurship and expertise par excellence through training and
retaining.
 To prepare executives to meet the strategic business goals in the fast changing
environment.
 To create a learning environment in order to achieve a competitive edge through
leveraging human resource.
 To develop training tools and techniques to facilitate effective learning.
 To organize interactive workshops in the upstream industry areas.

CHAPTER -1
INTRODUCTION
Training of personnel consists in providing them with the necessary facilities And
opportunities to acquire knowledge, develop skills and cultivate attitudes and behavior for the
efficient and effective discharge of their duties and Responsibilities. Administrative skills can
be grouped into technical skills, human Skills and conceptual skills. Training should enable
people to perform their present Duties effectively and at the same time prepare them to
shoulder higher Responsibilities in the future. The ultimate objective of training for personnel
is the Improvement in the effectiveness of achievement of organizational objectives. Each and
every position in an organization calls for a certain amount of Expertise in terms of
knowledge, skills and attitudes. The person occupying the Position may not have all the
elements of expertise required for effectively performing new technology or procedure or
law.
The need for training arises in Account of the requirement of filling the gap between the skills
and competences required for the performance of a job and the expertise actually possessed
by the Job holder. This gap can be filled either by institutional training or on-the-job Training.
The common method is to mount a course on the basis of the experimental Wisdom. Hence, a
training course conducted kin a training institution is generally looked upon as some kind of
an isolated event.
This is one of the reasons why it has not been possible to derive the maximum benefit from a
training course. Institutional training is regarded as a break from the monotony of the job. No
Wonder ‘sabbatical’ was one of the objectives of some of the courses. It is time that training
is looked upon as a system. A system may be defined as a group of inter-related and inter-
development parts or processes operating in a Sequence, according to a predetermined plan in
order to achieve a goal or series of Goals. For understanding a system or for setting up a
system, one should start by determining the objectives of the system i.e. what the system
seeks to accomplish. The inputs are to be identified and the outputs specified.

In the light of the Relationship between the inputs and outputs the different processes can be
worked out. Suitable feedback must be obtained at the various stages, to ensure appropriate
Corrective steps at the necessary stages. A training course is the training effort of an
organization. It may be said that the Trainees from the basic input, together with the other
resource such as the physical Facilities, reading material, resource persons, etc..
The design and conduct of the Course constitute the processes and the trained employee the
output. The evaluation of the training course, generally done at the end of the course, is the
feedback of the basis of which improvements are made in the subsequent courses organized
by the institution. But this is a simplistic and crude way of viewing the training effort though
it illustrates the systems concept of an institutional training effort with the untrained
employee, the training course, the trained employee and the evaluation of The training course
representing the input, the process, the output and feedback Control. A significant and
meaningful approach for a proper understanding of the Training effort as systems concept
consist not in regarding the conduct of the Training programme as the sole Process involved,
but in viewing the training Programme as a link in the chain of professional development of
an employee.
If this view is accepted a systems concept of training would include the environment and
organization in which the employee works. It will also include the Identification of his
training needs, and the other salient aspects such as the Determination of training objectives,
designing, and the training programme its Implementation and evaluation. The evaluation
should not only cover the training Imparted but the improvement in organizational
effectiveness and achievement of Organizational goals resulting from the contribution of the
trained employee. Thus, the training effort becomes a total system of which the sub-systems
are the Different aspects outlined above.
TITLES OF THE STUDY

“EMPLOYEE’S PERCEPTION TOWARDS TRAINING AND DEVELOPMENT”
WITH SPECIAL REFERENCE SONALIKA INTERNATIONAL TRACTORS
RANEBENNUR

INDUSTRY PROFILE
Sonalika was founded in 1995 as International Tractors Limited, and is the flagship company
of the Sonalika Group. They began manufacturing tractors designed by Central Mechanical
Engineering Research Institute (CMERI). Renault bought a 20% interest in the company in
2000, and began producing licensed Renault tractors under the Renault Sonalika
International in a new joint venture. In Renault Sonalika International, Renault owned 60%,
and Sonalika the remaining 40%. Renault was purchased by Class in 2003, and sold 20% of
its stake in Sonalika in 2005. Yammer purchased 12% of the company that same
year. According to the Sonalika website, they are manufacturing Class tractors in the 70-
90 hp range. Ceres and Solis tractors were built based on Renault Ceres tractors, and exported
to places like Europe and Australia.
\Sonalika has exported tractors throughout the world, including to Algeria, Australia,
Bangladesh, Brazil, Canada, Croatia, Dubai, Ecuador, Ethiopia, France, Ghana, Kuwait,
Libya, Madagascar, Malaysia, Morocco, Mozambique, Nigeria, Qatar, Russia, Saudi Arabia,
Slovenia, South Africa, Senegal, Sri Lanka, Tanzania, Turkey, USA, Zambia, Zimbabwe, and
other countries.
In 2007, Sonalika announced interest in two smaller European tractor companies, looking to
buy a majority interest, one being UTB Universal of Romania, and the other Forma, also of
Romania.
In 2009, co-branded Landini Solis tractors were launched in South Africa. In addition, an
assembly plant was set up in Nigeria as a joint venture and the tractors marketed as TAK, and
an agreement was signed for an assembly plant in Egypt.
In 2010, Sonalika set up assembly line in Cameroon, which hastily assembled 750 tractors.
With governmental problems, these tractors were abandoned as of 2011, and lay in various
states of assembly and disrepair. Sonalika also started marketing a tractor built by VST
Tillers in 2010.

In 2011, Sonalika began a joint venture with Apache of Argentina to produce tractors there
under the Apache Solis brand. The early ones will only be assembled, but the goal is to have
60% domestic parts. Plans were also announced to set up assembly plants
in Algeria and South Africa. Also in 2011, AHS Karinca began selling Sonalikas in Turkey,
with plans to open a plant in Turkey to assemble tractors.
In 2012, an agreement was made with Montana Agriculture of Brazil to market Solis tractors
under the Montana Solis brand. In addition, in 2012 the Blackstone Group purchased 12.5%
of Sonalika, and assembly plants were opened in Brazil and Germany.
In 2014, the assembly plant in Turkey opened. The next year, 2015, an agreement to
relaunch Belarus tractors in India was signed. They are to be manufactured in India by
Sonalika, and Belarus (MTZ) will distribute Sonalika tractors through their dealer network
outside of India. The same year, Sonalika tractors began to be assembled by Maxxibrasil
Import and Export Ltda in Caxias do Sul, RS, Brazil, as Solis Brasil. In December 2015,
Sonalika announced plans to introduce their tractors to the USA under the WorldTrac brand.
Related Companies
International Cars & Motors Ltd is another company within the Sonalika Group which has a
technical agreement with MG Rover, of the UK. It manufactures the Rhino Rx multi-purpose
vehicle (MUV), (same as SUV elsewhere). Sonalika Agro Industries
Corporation manufactures various agricultural equipment and harvesters. Engines are
manufactured under the Sonalika and ITL brands.

CHAPTER – 2
COMPANY PROFILE
INTRODUCTION
The spirit of the name Sonalika which literally means 'Sone ki Lakeerein' or Lines of Gold
has not only helped the country in becoming self sufficient in food grains but also ensured
that it turns India into an exporter of food grains through
the surplus in domestic production. International Tractors Limited, manufacturer of Sonalika
International and Tractors under the brand name 'Sonalika' has taken the same spirit forward
not only in India but to over countries across the world and
has become a name to reckon with. Incorporated in & accomplish newer heights of success,
Sonalika Group has come a long way. Today the group is among the top three
tractor manufacturers of India and provides a complete product line including tractors, multi)
utility vehicles, engines, farm machinery attachments, diesel gen) sets, auto components and
pick carry cranes. The group understands the requirements of its customers fairly well and
tries coming up with exceptional tailor) made products suiting their needs.
After Independence, the Government of India decided to modernize and mechanize

agriculture. Accordingly importance was given to agriculture during the second Five Year
Plan period and significantly to mechanize agriculture. Wider use of modern agrictiltural
implements were considered necessary. Among the agricultural implements the use of tractor
was considered prominent and significant. Before and after Independence, use of tractor for
agricultural operations was rare and tractors had to be imported from abroad. Later India
started to manufacture tractors.
The Sonalika International is an agricultural equipment, tractor, combine harvester and engine
manufacturer based in New Delhi, India. Sonalika International has manufactured and sold its
products under the Sonalika.

SONALIKA GROUP
SONALIKA GROUP
Industry Automobile
Founded 1969
Founder Lakshman Das Mittal
Headquarters India
Area served Worldwide
Products Tractors, multi-utility vehicles, engines, farm machinery attachments,

diesel gensets, auto components and pick & carry cranes.
Number of 5000
employees
Website http://www.sonalika.com
The Sonalika Group is an Indian multinational company headquartered in Hoshiarpur

(PUNJAB), India and is active mainly in the automobile sector.
 The Sonalika Group is headed by Lakshman Das Mittal.
 International Tractors Limited is the major company, involved in manufacturing and
exporting tractors, farm equipment and accessories.
 International Cars and Motors Ltd. (ICML) manufactures MUVs, and was established in
2004 with the capacity to manufacture 2000 vehicles in a month.
 Sonalika Agro Industries Corporation was established in 1969 to support the Indian
farmers with mechanization technology to facilitate persistence of green revolution.
 International Auto track Finance Ltd is a non banking finance company approved by
the Reserve Bank of India. The company provides finance to Indian customers situated in
rural and semi urban areas with different schemes.

SONALIKA TRACTORS
Sonalika International Tractors Ltd. is the country’s heavy duty tractor manufacturing
company that produces bestselling tractors between 20 HP to 120 HP. Today, Sonalika ITL is
the third largest player. Sonalika ITL is recognized in both domestic and international market
as a formidable player. The company has earned the trust of over 7 lakhs patrons in more than
80 countries across the globe. It is today, the only Indian company present in 20 European
countries and is most preferred tractor company internationally.
Sonalika ITL boasts of State-of-the-art integrated tractor manufacturing plant, situated in

Hoshiarpur with a capacity of manufacturing approximately 3 lakh tractors. The company has
strategic partnerships with Blackstone PE and Yanmar, Japan.
ABOUT US
Sonalika International Tractors Ltd. is the country’s heavy duty tractor manufacturing
company that produces bestselling tractors between 20 HP to 120 HP. Today, Sonalika ITL is
the third largest player. Sonalika ITL is recognized in both domestic and international market
as a formidable player. The company has earned the trust of over 7 lakhs patrons in more than
80 countries across the globe. It is today, the only Indian company present in 20 European
countries and is most preferred tractor company internationally. Sonalika ITL boasts of State-
of-the-art integrated tractor manufacturing plant, situated in Hoshiarpur with a capacity of
manufacturing approximately 3 lakh tractors. The company has strategic partnerships with
Blackstone PE and Yanmar, Japan.
MANUFACTURING FACILITIES
Sonalika International Tractors Ltd. has an in-house engineering and development capabilities
with world-class infrastructure and technologies supported by the high level of backward
integration. The quality of the output is because of the highly professional and skilled
manpower, with their core as cost effectiveness. Thus the manufacturing plant provides a
complete solution to “Total Customer Satisfaction”.

OUR VISION
Sonalika ITL’s vision is to become the world’s leading tractor manufacturing and farm
Mechanization Company. To be the best in customer satisfaction by being customer focused
and aligning systems and processes that develops and delivers high quality, innovative
products at competitive price Jisne sapna nahin dekha use bhi sapna dikhana hai
Gali Gali Sonalika pahunchaana hai.
OUR VALUES
Sonalika ITL is committed to its core values to serve its patrons with passion and deliver
quality, the company strives to build a relationship based on trust and promotes team work
and innovation amongst its employees.

SONALIKA TRACTORS PRODUCT PROFILE

Leading of Tractor Baagban, Tractor Baagban Super, Tractor DI 35, Tractor DI 42,
Tractor DI 60 and Tractor DI 60 MM Super from Ranebennur.
Tractor Baagban
Product Highlights
 30 HP Category
 Specialized for Orchard Intercultivation
 4 Wheel Drive (2 WD Optional)
 PTO : 540
 Power Steering
 OIB (Dry Disc Optional)
Tractor Baagban Super

Product Highlights
 30 HP Category
 Specialized for Orchard Intercultivation
 4 Wheel Drive (2 WD Optional)
 PTO : 540
 Power Steering
 OIB (Dry Disc Optional)
Tractor DI 35
Product Highlights
 39 HP Category
 Radiator Overflow Reservoir
 Diesel Saver Unit (Optional)
 Single/Dual Clutch
 Slidingmesh Gear Box (Constantmesh Optional)
 PTO : 540

Tractor DI 42
Product Highlights
 42 HP Category
 Diesel Saver Unit (Optional)
 Single Clutch (Double Clutch Optional)
 Constantmesh Gear Box
 PTO : 540
Tractor DI 60
Product Highlights
 60 HP Category
 Dual Clutch
 Constantmesh Gearbox
 PTO : 540 (Reverse Optional)
 Oil Immersed Break
 Power Steering
 Lift Capacity 2000Kgs
 Multipurpose Selective DC Valve
Tractor DI 60 MM Super
Product Highlights
 52 HP Category
 Dual Clutch (Single Clutch Optional)
 Constantmesh Gearbox with Side Shift
 PTO : 540
 Oil Immersed Brakes

CHAPTER – 3
THEORETICAL REVIEW

THEORETICAL REVIEW
Employee training and development is a broad term covering multiple kinds of employee
learning.
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles. Development is more expansive and focuses on employee
growth and future performance, rather than an immediate job role.
High-Impact Employee Training and Development.

Good training and development programs help you retain the right people and grow profits.
As the battle for top talent becomes more competitive, employee training and development
programs are more important than ever. Hiring top talent takes time and money, and how you
engage and develop that talent from the time they are first on boarded impacts retention and
business growth.
According to China Gorman, CEO at Great Place to Work, “As companies grow and the
war for talent intensifies, it is increasingly important that training and development programs
are not only competitive, but are supporting the organization on its defined strategic path.”
And it’s not just about retention. Employee training and development programs directly
impact your bottom line.

CREATE HIGH-IMPACT EMPLOYEE TRAINING

High-impact training and development programs don’t just happen. Instead, they’re the result
of a careful planning and alignment process. The following steps can help you translate
business objectives into a tailored training plan.
 Identify Business Impact: Design and develop your training to meet the company’s
overall goals. Keeping business goals in focus ensures training and development makes a
measurable impact.
 Analyze Skill Gaps: How are your employees’ behaviors helping meet the business goal?
By finding out what the gaps are between employees’ current and ideal skills, you can
better pinpoint what your specific learning objectives should be. Categorize these learning
objectives into these three groups, and have activities in your training plan that target all
three.
 Motivation: How can you help learners understand why they need to change their
behaviors? By working with employee motivations–for example, pinpointing a purpose–
you’re more likely to change behavior over the long term.
 Skills Mastery: What do your learners need to be able to do on the job? These behaviors
will have the most impact on performance.
 Critical Thinking: What must your learners know to perform their jobs well? Distinguish
critical knowledge from nice-to-know info to identify what content should be in the
course, and what should be in optional resources.
 Layer Training Methods: The most effective training programs use layered, sustainable
learning activities to create performance improvement over time. A layered approach
makes sure your program targets the most essential employee, customer, and business
needs, while training the right people at the right time in the right way. A layered
approach is the best of all worlds because it blends learning experiences and training
methods that maximize the benefits of your time.
 Evaluate Effectiveness and Sustain Gains: Employees’ need for training and support
doesn’t end when they get back to work. In fact, continued support is required to ensure
that initial training sticks. Measurable learning objectives are the foundation for you to
evaluate an initiative’s impact.

ADVANTAGES AND BENEFITS OF HIGH-IMPACT EMPLOYEE TRAINING

Top companies invest in training programs because they know the investment pays off
in individual and organizational benefits. Here are a few examples.
Organization
 Profit growth
 Reduced employee turnover
 Deeper talent succession pipelines
Individual
 Increased employee motivation
 Improved engagement
 Improved speed to competency and productivity
Training need:
 Newly recruited employees require training so as to perform their tasks effectively.
Instructions, guidance and coaching help them to handle jobs competently, without any
wastage.
 Training is necessary to prepare existing employees for higher-level jobs (promotion)
 Existing employees require refresher training so as to keep abreast of the Latest
developments in job operations. In the face of rapid technological Changes, this is an
absolute necessity.
 It is necessary when a person moves from one job to another (transfer). It helps in the
performance level.
 It makes employees mobile and versatile.
 It is needed to bridge the gap between what the employee has and what the Job demands.
It is needed to make the employees more productive and useful In the long run.

TRAINING Vs. DEVELOPMENT:
Training often has been referred to as teaching specific skills and behavior. It is usually
reserved for the people who have to be brought up to performing level in some specific skills.
The skills are almost always behavioral as distinct from Conceptual or intellectual.
Development, in contrast, is considered to be more general than training and more oriented to
individual needs in addition to organizational needs and it is most often aimed towards
management people.
Usually, the intent of development is to provide knowledge and understanding that will
enable people to carry out non-technical organizational functions more effectively, such as
problem solving, decision-making and relating to the people.
Distinction between Training and Development:
LEARNING DIMENSION TRAINING DEVELOPMENT
Meant for Operatives Executives
Focus Current job Current & future jobs
Scope Individual employees Work group or
Goal Fix current skill deficit Organization
Initiated by Management Prepare for future work
Content Specific job related Demands
Time-frame Information
Immediate

Types of Training:
Skills Refresher Cross-Functional Team Creativity

Diversity Literacy Training Training Training
Delaying Judgment Breaking Away Generate

New Ideas
Training Methods:
On- the- job methods-

1. Job instruction training (JIT)
2. Coaching
3. Mentoring
A) Career functions
B) Psychological functions
4. Job rotation
5. Apprenticeship training
6. Committee assignments
Off-the-job methods-
1. Vestibule training
2. Role playing
3. Lecture method
4. Conference/ discussion approach
5. Programmed instruction

CHAPTER – 4
DESIGN OF THE STUDY
OBJECTIVE OF THE STUDY

LIMITATIONS OF THE STUDY
NEED OF THE STUDY
RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

To know employee perception towards training and development Sonalika International
Tractors Pvt. Ltd. Ranebennur with Respect to;
 To understand the awareness level of employee regarding training
 To understand the level of satisfaction of training given in Sonalika International Tractors
Pvt. Ltd. Ranebennur
 To understand the training environment in Sonalika International Tractors Pvt. Ltd.
Ranebennur
LIMITATIONS OF THE STUDY.

The different limitation of the study is given below-
 Often, sources are not interested to provide the actual data which is Very important for
correct estimation.
 Many of the employees have to work in the rigs so it was not possible to know their
view.
 Due to work load and survey done by the lots of trainees from Different institutes
scope of interaction with the employees was less.
NEED OF THE STUDY

 Newly recruited employees require training so as to perform tasks effectively
instructions, guidance and coaching help to handle jobs competently, without any
wastage.
 Training is necessary to prepare existing employees for higher level jobs (promotion)
 Existing employees require refresher training so as to keep abreast of the latest
developments in job operations, in the face of rapid technological changes this is an
absolute necessity.
 It is necessary when a person moves one job to another. It helps in the performance level.
 It makes employees mobile and versatile.
 It is needed to bridge the gap between what the employee has and what the job demands.
It is needed to make the employee more productive and useful in the long run.
 Training employees is a critical part of management at most businesses.

 Training is also important for experienced employees to adapt to policy or product

changes and improve employee motivation.
 Understanding some of the objectives of employee training is critical to help develop an
effective training program.

RESEARCH METHODOLOGY
Sampling methods : Convenience sampling
Sample size : Total 50
SECONDARY DATA COLLECTION:

For this study secondary data was collected from different official Documents, books,
reports, journals, presentations in Sonalika International Tractors Ranebennur. Data were also
collected from website of Sonalika International and different other Websites etc.
PRIMARY DATA COLLECTION:

For this study primary data was collected by interviewing employees of Sonalika
International Tractors Ranebennur.
TOOLS OF DATA COLLECTION:

To collect the primary data a questionnaire was prepared which may fulfill the
Objectives of the study.
DATA ANALYSIS:
The primary data was analyzed through tabulation and graphical Presentation. ‘Before
and after Method’ was followed in analyzing employees Views on training and development
system in Sonalika International Tractors Ranebennur
The principle sub-systems of a systems concept of training are:

 Identification of training needs:
 Formulation of training objectives:
 Design of training programmes:
 Implementation of training programmes, and
 Evaluation of training

DATA ANALYSIS AND INTERPRETATION

Table 1
AGE OF RESPONDENTS
AGE NO OF RESPONDENT PERCENTAGE (%)
25-30 20 20
30-35 16 16
35-45 42 42
>45 22 22
Total 100 100
Graph 1
42
20
16
22
25-30
30-35
35-45
>45
Interpretation:
From the above table and graph shows the 20 percentage of the respondents are at the age
group from 25-30years, 16 percentage respondents are from 30-35years of age, 42 percentage
of the respondents are from 35-45 years of age and 22 percentage of the respondents are
above 45years of age.

Table 2
EDUCATIONAL QUALIFICATION OF RESPONDENTS
Qualification No of Respondent Percentage (%)
Secondary 28 28
Diploma 26 26
UG 36 36
PG 10 10
Total 100 100
Graph 2
28% 36%
26%
10%
secondary
diploma
ug
pg
Interpretation
From the above table and graph shows the 28 percentage of the respondents completed
secondary. 26 percentage of the respondents completed Diploma. 36 percentage of the
respondents completed UG and remaining 10 percentage of the of the respondents completed
PG.

Table 3
GENDER
GENDER NO.OFRESPONDENTS PERCENTAGE

(%)
Male 62 62
Female 38 38
Total 100 100.0
Graph 3
62%
38%
male
female
Interpretation
From the above table and graph shows the 62 percentage of the respondents are male 38
percentage of the respondents are female.

Table 4
MARITAL STATUS
OPINION NO.OFRESPONDENTS PERCENTAGE (%)
Married 50 50
Unmarried 50 50
Total 100 100
Graph 4
50
50
married
unmarried
Interpretation
From the above table and graph shows the 50 percentage of the respondents are married, 50
percentages of the respondents are unmarried.

Table 5
AWARENESS OF TRAINING PROGRAMME
AWARENESS NO.OFRESPONDENTS PERCENTAGE (%)
Yes 100 100
No 0 0
Total 100 100
Graph 5
100%
0
yes
no
Interpretation
From the above table and graph shows the 100% of the employees are aware of the training
programme, 0% of the employees are not aware.

Table 6
ATTENDED TRAINING PROGRAMME
ATTENDANTS NO.OFRESPONDENTS PERCENTAGE (%)
Yes 100 100

No 0 0
Total 100 100
Graph 6
100%
0
yes
no
Interpretation
From the above table and graph shows the 100% of the employees have attended training
programme, 0% of the employees have not attended.

Table 7
NATURE OF TRAINING PROGRAMME
NATURE NO.OFRESPONDENTS PERCENTAGE (%)
Mostly Related To Work 72 72
General 26 26
Not Related To Work 2 2
Total 100 100.0
Graph 7
72%
26%
2%
mostly related
general
to work
not related to
work
Interpretation
From the above table and graph shows the 72 percentage of the employees find the training
programme mostly related to their work, 26 percentages of employees find it in general 2
percentage find it not related to work.

Table 8
TRAINING NEEDS IDENTIFIED ARE REALISTIC, USEFUL AND BASED ON

BUSINESS STRATEGY OF ORGANISATION
OPINION NO.OF RESPONDENTS PE RCENTA GE (%)
Strongly Agree 40 40
Agree 36 36
Neutral 12 12
Disagree 6 6
Strongly Disagree 6 6
Total 100 100
Graph 8
40%
36%
12%
6%
6%
Interpretation
From the above table and graph shows the 40 percentage strongly agree that training needs
identified are realistic, useful and based on business strategy of organization, 36 percentage
agree, 12 percentage neutral, 6 percentage disagree and 6 percentage stronglydisagree

Table 9
TRAINING NEEDS ARE IDENTIFIED THROUGH FORMAL APPRAISAL
SYSTEM
OPINION NO.OF RESPONDENT PERCENTAGE (%)
Agree 40 40
Neutral 20 20
Disagree 16 16
Total 100 100
Graph 9
40%
20%
20%
16%
Strongly 4%
Agree
Agree Neutral
Disagree
Strongly
Disagree
Interpretation
From the above table and graph shows the 20 percentage strongly agreed that the training
needs identified through formal appraisal system, 40 percentages agreed that the training
needs identified through formal appraisal system, 20 percentages have chosen the neutral
option. 16 percentages disagreed that the training needs identified through formal appraisal
system, 4 percentages strongly disagreed that the training needs identified through formal
appraisal system.

Table 10
ORGANIZATION CONDUCTS EXTENSIVE TRAINING PROGRAM IN ALL
ASPECTS
ASPECTS RESPONDENTS PERCENTAGE (%)
Agree 40 40
Neutral 20 20
Disagree 16 16
Total 100 100
Graph 10
40%
20%
20%
16%
4%
Strongly Agree
Agree Neutral
Disagree
Strongly
Disagree
Interpretation
From the above table and graph shows the 20 percentage strongly agree that organization
conducts extensive training programme, 40 percentage agree, 20 percentage neutral,16
percentage disagree and 4 percentage Strongly Disagree.

Table 11
TRAINING IS USED AS A TOOL FOR EMPLOYEE PLACEMENT
PLACEMENT NO.OF RESPONDENTS PERCENTAGE (%)
Agree 30 30
Neutral 20 20
Disagree 20 20
Total 100 100
Graph 11
30%
14% 20%
20%
16%
Strongly AgreeAgree
Neutral
Disagree
Strongly Disagree
Interpretation
From the above table and graph shows that the 14 percentage strongly agree that training is
used for employee placement, 30 percentage agree, 20 percentage neutral, 20 percentage
disagree and 16 percentage strongly disagree

Table 12
WILL UNDERTAKE TRAINING PROGRAMMES IN FUTURE
FUTURE NO.OFRESPONDENTS PERCENTAGE (%)
Yes 86 86
No 14 14
Total 100 100
Graph 12
86%
0
14%
yes
no
Interpretation
From the above table and graph shows the 86 percentage of the employees are willing
to undertake training programme in future and 14 percentage of the employees are not
willing to undertake.

Table 13
QUALITY OF TRAINING PROGRAMME
QUALITY OF NO.OFRESPONDENTS PERCENTAGE (%)

TRAINING
Excellent 40 40
Good 60 60
Total 100 100
Graph 13
60
50
40
30
60%
20 40%
10
Column1
excellent
good
Interpretation
From the above table and graph shows the 40 percentage of the respondents find the
quality of the training programme to be excellent and 60 percentage of the respondents
find it good..

Table 14
TECHNICAL SKILLS
OPINION NO.OFRESPONDENTS PERCENTAGE

(%)
Agree 78 78
Neither Agree Nor

16 16
Disagree
Disagree 6 6
Total 100 100
Graph 14
78%
0 16%
OPINION 6%
agree
neither agree nor disagree
disagree
Interpretation
From the above table and graph shows the 78 percentage of the employees agree that
training programme helps them to pick up new technical skills.16 percentage of the
employees neither neither agree nor disagree 6 percentage of the employees disagree.

Table 15
LEADERSHIP SKILLS
OPINION NO. OFRESPONDENTS PERCENTAGE (%)
Agree 70 70
Neither Agree Nor

24 24
Disagree
Disagree 6 6
Total 100 100
Graph 15
70%
0 24%
OPINION 6%
agree
disagree
Interpretation
From the above table and graph shows the 70 percentage of the respondents agree that
attending training programme helps them to pick up leadership skills, 24 percentage of
the respondents neither agree nor disagree and 6 percentage of the respondents disagree.

Table 16
SOFT SKILLS
SOFT SKILLS NO.OFRESPONDENTS PERCENTAGE (%)
Agree 78 78
Neither Agree Nor
16 16
Disagree
Disagree 6 6
Total 100 100
Graph 16
78%
16%
6%
agree
disagree
Interpretation
From the above table and graph shows the 78 percentage of the respondents agree that
attending training programme helps them to pick up soft skills, 16 percentages of the
respondents neither agree nor disagree and 6 percentages of the respondents disagree.

Table 17
BETTER PERFORMANCE
Agree 72 72
Neither Agree Nor
22 22
Disagree
Disagree 6 6
Total 100 100
Graph 17
80
70
60
50
40 72%
30
20
10 22%
0
6%
agree
neither agree nor
disagree disagree
Interpretation
From the above table and graph shows the 72 percentage of the employees feel that
attending training programme leads them to perform better at work. 22 percentages of
the employees neither agree nor disagree and 6 percentage of the employees disagree.

Table 18
CHANCES OF PROMOTION
Agree 62 62
Neither Agree Nor
24 24
Disagree
Disagree 14 14
Total 100 100
Graph 18
62%
24%
agree
14%
neither agree nor
disagree disagree
Interpretation
From the above table and graph shows the 62 percentage of employees agree that
attending training programme leads them to the chances of promotion. 24 percentages
of the employees neither agree nor disagree and 14 percentages of the employees
disagree with it.

Table 19
THE TRAINING INTERESTING & INFORMATIVE
OPINION NO. OF RESPONDENTS PERCENTAGE
Substantially 30 30
Considerably 40 40
Very less 10 10
Fairly 20 20
Not at all 0 0
Total 100 100
Graph 19
30% 40%
10% 20%
0%
Interpretation
From the above table and graph shows the 30 percentage believes that the training
interesting & informative, 40 percentages believes considerably, 10 percentages
believes very less and 20 % believes it fairly good

Table 20
RELEVANCE OF TOPICS IN TRAINING PROGRAMME
RELEVANCE OF NO.OFRESPONDENTS PERCENTAGE (%)

TOPICS
Yes 88 88
No 12 12
Total 100 100
Graph 20
88 %
12%
yes
no
Interpretation
From the above table and graph shows 88 percentages of the employees find the topics
relevant to the training programme and 12 percentages of the employees don’t find it
relevant.

Table 21
TOPICS COVERED IN TRAINING PROGRAMME ARE RELATED TO

PROGRAMME OBJECTIVE
OPINIONS NO.OFRESPONDENTS PERCENTAGE (%)
Agree
68 68
Neither Agree Nor
26 26
Disagree
Disagree 6 6
Total
100 100
Graph 21
70
60
50
40
68%
30
20
10 26%
0
6%
agree
neither agree nor
disagree disagree
Interpretation
From the above table and graph shows the 68percentage of the respondents agree that
relevant topics related to programme objectives were covered in the training
programme, 26 percentage of the respondents neither agree nor disagree and 3
percentage of the employees disagree.

Table 22
TOPICS COVERED WITHIN RIGHT TIME
Yes 88 88
No 12 12
Total 100 100
Graph 22
88%
12%
yes
no
Interpretation
From the above table and graph shows the 88 percentage of the respondents accept that
the topics taken for the training programme are covered within the right time and 12
percentages of the respondents don’t accept with it.

Table 23
TOPICS COVERED EASY TO UNDERSTAND
OPINIONS NO.OFRESPONDENTS PERCENTAGE (%)
Yes 78 78
No 22 22
Total 100 100
Graph 23
78%
22%
yes
no
Interpretation
From the above table and graph shows the 78 percentage accept that the topics covered
in training programme are easy to understand and 22 percentages of the respondents
don’t accept with it.

Table 24
TRAINING MEET ITS STATED OBJECTIVES
OPINION NO.OF RESPONDENTS PERCENTAGE (%)
Substantially 20 20
Considerably 40 40
Very less 24 24
Fairly 16 16
TOTAL 100 100
Graph 24
40%
20% 24%
16%
Substantially
Considerably
Very less
Fairly
Interpretation
From the above table and graph shows the 20 percentage said that substantially training
meet its stated objective.40 percentage thinks that considerably training meet its stated
objective. 24 percentage of respondents thinks that training meet its stated objective in a
very less extent, 6 percentage of respondents think that fairly training meet its stated
objective. And 6 percentages of respondents think training does not meet its stated
objective.

Table 25
SATISFACTORY LEVEL
Very Satisfied 40 40
Satisfied 42 42
Neither Satisfied Nor

18 18
Unsatisfied
Total 100 100
Graph 25
40%
42%
18%
very satisfied
satisfied
neither satisfied nor
unsatisfied
Interpretation
From the above table and graph shows the 40 percentage of the employees are very
satisfied with training programme, 42 percentages of the employees are satisfied and 18
percentages of the employees are neither satisfied nor dissatisfied.

Table 26
SUGGESTIONS ON IMPROVEMENTS
OPINION NO.OFRESPONDENTS PERCENTAGE
(%)
No Improvements Needed 56 56
Make The Content More
6 6
Relevant
Shorten The Training
26 26
Programme
Lengthen The Training
12 12
Programme
Total 100 100
Graph 26
56%
26%
6%
12%
no
improvements make the
content more shorten the
needed lengthen the
relevant training
programme training
programme
Interpretation
From the above table and graph shows the 56 percentage of the employees feel no
improvement is needed 6 percentage of the employees suggest on making the content
more relevant 26 percentage of the employees suggest shortening the period of
training.12 percentage of the employees suggest to lengthen the training programme

CHAPTER - 5
FINDINGS
 100 percentages are aware of training programme.
 72 percentages agrees Nature of training programme is Mostly related to work.
 86 percentages will undertake training programmes in future.
 60 percentages what is the quality of training programme provided is good .
 78 percentages agrees that it enhance technical skills.
 70 percentages thinks it enhances Leadership skills.
 72 percentages agrees it enhance Soft skills.

SUGGESTION
 Classroom training as well as on site training should be implemented.
 Practical training institutes should be increased in number.
 Training session should be more interactive.
 Strong and effective feedback mechanism is required.
 Audio-visual training should be implemented.
 Expert faculty members from across the world should be assigned.

CONCLUSION
Training programme’s main objective is to improve the productivity of the

company’s employees which in turn will improve the company’s profitability. Through
training programmes, the employees’ skill levels are upgraded which will make the
employees more productive.
Employees’ feedback on the training programme is essential to understand the

effectiveness of training programme. Most times, employees better understand the kind
of training programme that would help them. It is important to get employees’ opinion
before the creation of new training programmes.
Sonalika International Tractors is a company with a global character. It believes,

thinks and performs in line with global best-in-breed practices. Encourages employees
to think in sync with the world and prove themselves by availing global opportunities”.

QUESTIONNAIRE
1. Age of respondents
a) 25-30 b) 30-35/ c) 35-45 d) >45
2. Gender
a) Male b) Female
3. Educational qualification of respondents

a) Secondary b) Diploma c) U G d) PG
4. Marital status:
a) Married b) Unmarried
5. Are you aware of training programme?

a) Yes b) No
6. Have you attended any training programme?

a) Yes b) No
7. Nature of training programme:

a) Mostly Related to Work b) General c) Not Related to Work.
8. Do you agree training needs identified are realistic, useful and based on
business strategy of organization?
a) Strongly Agree b) Agree c) Neutral d) Disagree /Strongly Disagree
9. Are training needs identified through formal appraisal system?

a) Strongly Agree b) Agree c) Neutral
d) Disagree e) Strongly Disagree

10. Does organization conducts extensive training program in all aspects?

11. Does training is used as a tool for employee placement?

12. Will you undertake training programmes in future?

a) Yes b) No
13. What is the quality of training programme provided?

a) Excellent b) Good
14. Does it enhance technical skills?

15. Does it enhance Leadership skills?

16. Does it enhance Soft skills?

17. Does it result in better performance?


18. Is there any chance of promotion after attending training programme?

19. Was the training interesting & informative?

a) Substantially b) Considerably
c) Very less d) fairly/ Not at all
20. Are the topics covered are relevant in training programme?

a) Yes b) No


BIBLIOGRAPHY
 Sonalika International Reports (2016-17)
 Sonalika International Hr Manual
 Www.Sonalikainternational.Com
 Human Resource Management- K. Aswathappa.

A Study On Employees Perspective Towards Training and Development

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Employee’s Perception Towards Training and Development

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 1

SL. NO CHAPTERS TOPIC PAGE NO

1 CHAPTER – 1  INTRODUCTION TO THE

 TITLE OF THE STUDY

CHAPTER -2  COMPANY PROFILE

CHAPTER – 3  THEORETICAL REVIEW

CHAPTER – 4  DESIGN OF THE STUDY

CHAPTER – 5  DATA ANALYSIS AND

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 2

They are as follows:

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 3

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 4

TITLES OF THE STUDY

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 5

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 6

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 7

After Independence, the Government of India decided to modernize and mechanize

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 8

Founder Lakshman Das Mittal

Area served Worldwide

Products Tractors, multi-utility vehicles, engines, farm machinery attachments,

The Sonalika Group is an Indian multinational company headquartered in Hoshiarpur

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 9

Sonalika ITL boasts of State-of-the-art integrated tractor manufacturing plant, situated in

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 10

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 11

SONALIKA TRACTORS PRODUCT PROFILE

Tractor Baagban Super

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 12

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 13

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 14

High-Impact Employee Training and Development.

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 15

CREATE HIGH-IMPACT EMPLOYEE TRAINING

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 16

ADVANTAGES AND BENEFITS OF HIGH-IMPACT EMPLOYEE TRAINING

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 17

TRAINING Vs. DEVELOPMENT:

Distinction between Training and Development:

LEARNING DIMENSION TRAINING DEVELOPMENT

Meant for Operatives Executives

Focus Current job Current & future jobs

Scope Individual employees Work group or

Goal Fix current skill deficit Organization

Initiated by Management Prepare for future work

Content Specific job related Demands

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 18

Skills Refresher Cross-Functional Team Creativity

Delaying Judgment Breaking Away Generate

On- the- job methods-

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 19

DESIGN OF THE STUDY

OBJECTIVE OF THE STUDY

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 20

OBJECTIVE OF THE STUDY

LIMITATIONS OF THE STUDY.

NEED OF THE STUDY

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 21

 Training is also important for experienced employees to adapt to policy or product

K.L.E’s KF Patil Institute of Business Administration Ranebennur-581115 Page 22

SECONDARY DATA COLLECTION:

PRIMARY DATA COLLECTION: