1

CHAPTER – I

INTRODUCTION
 2

1.1.1 INTRODUCTION

Training is act of increasing the knowledge and skill of employees for performing a
particular job. The major outcome of training is learning, a trainee learns new habits,
refined skills, and useful knowledge during the training that helps him to improve
the performance. It enables an employee to do his present job efficiently and prepare
himself for a higher job.
Training definition
 Flippo has defined training “ as the act of increasing the skills of an
employee for during a particular job ’’
 Training and development need = standard performance – actual
performance
Training is the most important technique of human resources development. At started
earlier no organization can get a candidate who exactly matches with the job and
organizational requirements; hence it is important to development employee and
make him suitable to job. The success of any organization to a greater extend depends
on the amount qualitative and timely training provided by organization.
Development
Any activity designed to improve the performance of existing managers and to
provide for a planned growth of managers to meet future original requirements is
management development..
Nature of training and development
1. Training refers to the process of imparting specific knowledge and skill.
2. Training programmers seek to broaden and develop the individual true
education.
3. Development refers mainly for the opportunities provided for growth of the
employees.
4. It is future and skill oriented.
5. It is based on the organizations objective.
6. It is an ongoing process.
 3

Role of training and development

Organization as a choice of whether to train its employees or not; the only choice
that method the primary concern of viability, and hence efficiency training impacts
skills and knowledge to employees in order to that contribute to efficiency and able to
copy up with pressures of changing environment. It can play the following roles in an
organization.
1. Increase in efficiency
Training plays active role in employees, it increasing skills for doing a job
better way. Employees can learn many things while he puts a job.
2. Increase in moral of employees
Morale is a mental condition of an individual or group which determines the
willingness to co-operative. High morale is evidenced by employee enthusiasm
voluntary conformation with regulations and willingness to co-operative with
other to achieve organizational objectives.
3. Better human relation
Training attempts to increase the quality of human relations in an organization.
Growing complexity of organization as led to various human problems like
alienation inter-personal and inters-group problems. It can overcome many of
these problems.

4. Reduce supervision
Trained employees require less supervision. They required more autonomy and
freedom. It can given is the employees are trained properly handle their job
without the help of supervision with reduced supervision a manger can
increase his span of management.

Method of training
1. On the job training
2. Off the job training
 4

1. On the job training

b) Job rotation
This type of training involves the movements of the trainee one job to
another. The trainee receives job knowledge and gains experience from his
supervisor. This method gives an opportunity to the trainee to understand the
problems of employees on the other jobs and respect them.
c) Coaching
The trainee is placed under a particular supervisor function as a coach in
trainee the individual. The supervisor provides feed back to the trainee on his
performance and offers his some of duties and responsibilities of coach and
relieves him of his burden.
d) Job instruction
This method is also known as training through step by step under this method
trainer explains the trainee the way of doing jobs, knowledge and skills and
allows him to do the job.
e) Community assignment
Groups of trainees are given and asked to solve and actual organizational
problem it develops team work

2. Off the job training

Under this method, trainee is separated from jobs situations and his attention
is focused upon learning the material related to his future job performance.
The method follows;

a) Role playing
This is defined as a method of human interaction that involves realistic
behavior in imaginary situation, it involves action doing and practice. The
participants play role certain characters such as manager, mechanical
engineer, superintendents, maintenance engineer, quality control inspector,
foreman and workers.
 5

b) Lecture method
It is a traditional and direct method of instruction; the lecture must motivate
and create interest among the trainees. An advantage is direct and can be used
for a large of group of trainees, cost and time are reduced.
c) Conference of discussion
It is a method in training the clerical professional and supervisory personnel.
A group of people who pose idea examine and share facts. Discussion has
distinct advantage over lecture method that discussion involves two way
communications and hence feedback is provided. The participants free to
speak in a small group.
d) Programmed instruction
In recent year this method has become popular. Subject matter to be learned is
presented in series of carefully planned sequential units this unit is complex
levels of instruction, this units by answering questions or filling the banks this
method is expensive and time consuming.
 6

1. 1.2 COMPANY PROFILE

Evolution of MRF
It was late 1946, a period that was characterized by the indomitable spirit of
freedom, and the WILL TO WIN among Indians. A young pioneer called K M
MAMMEN MAPILLAI staged a small toy balloon manufacturing unit in a small
shed at Thiruvottiyur in Chennai. There were no machines in the unit but it had an
employee with bubbling enthusiasm innovative ideas and a great vision. He was the
owner himself it is only Tyre Company to straddle the subcontinent with in a gland
manufacturing facilities at Chennai. Arkonam, Kottayam, Goa, Medak and
Pondicherry.

MRF brands are the market leaders in almost every segment MRF brands are

Super lug : countries largest selling truck tyre.

Sakti : Largest selling radial car tyre.
Zigma : Largest selling radial car tyre.
Nylogrip : Largest selling two wheeler tyre.
Legent : Largest selling conventional car tyre.

MRF the largest products of pre – products retreated. It is an active to as 65 countries

with in India MRF straddles the sub continent with a country with a distribution
network of over 2005 outlets.
MISSION & VISION

“Vision of MRF to emerge as per eminent global players in the field of

polymers and make India a global super power in terms of technology and quality of
life”
“Mission of MRF to realize aero defect, zero break down, zero accidents, zero
pollution and their zero losses emerging times when performance standers are
become more strigent tyres to be tested on the most torturous tracing for this
purpose”.
 7

Product range
Automotive tyres are main products of the company

 Truck tyres
 Light truck tyres
 Special tyres
 Tyres for industrial applications
 Agricultural tractor and tiller tyres
 Off road tyres
 Passenger tyres bias ply and radial
 Two, three wheeler tyres
 Specialized tyres for motor rallies
Non – tyres products
 Automotive
 Toys
 Flaps
 MRF metal coat
 Conventional tread rubber
 MRF wood coat

MRF KOTTAYAM UNIT

One of the most modern plants that where setup in 1969 at vadavathoor about 7
km from kottayam town in the state of Kerala. About 10 crores of land was purchased
in vadavathoor village during 1968 and the foundation stone for the factory building
was made by late Sri K M Cherian a factory building with in the area of 34200 s q flat
was constructed during the period of 1968 – 69 and 13 and ban bury of 3A size with a
capacity of mix of 10 meter per day was erected and commissioned on 21st July 1969,
with strength of seven workmen, but presently it is most advanced technology mixing
10 meter and full unit providing work and technology.
To enhance the mixing capacity Ban – bury 11D size with a capacity of 54
meter per day was established in 1972. The number of tube presses was increased to
 8

45 presses. A fourth Ban – bury 11D size was installed in 1978 to meet the increasing
demand for mix. At present 6000 toned of various compounds are dispatched to
different units. The level of the tube production has been technology and now it has
touched a level of 3 lack number per month. The present turnover of finished goods
of kottayam units as Rs = 350 crores per annum & present lack of production is 450
mt of PCTR per month. The working capital per month more than Rs 20 crores.

Trade unions
 MRFEU- MRF Employees union
 MRFEU- MRF Employees association
KOTTAYAM UNIT HAS 4 PLANTS
1. TUBE PLANT
2. TYRE PLANT
3. MIXING PLANT
4. PC TR PLANT
Products at kottayam plants

Products at kottayam plant Automotive tyres, tubes, conventional tread rubber,

pre – cued tread rubber, repair materials, vulcanizing solution, flap, bladder,
envelope, curing, bags and solid tyre.

International certifications
 ISO 901 : 2000
 ISO 14001 : 1996
 ISO TS : 16949
 CQC
Brand ambassadors
Indian opening batsman GAUTHAM GAMBIR is the main celebrity endorser
of MRF Ltd.
 9

List of training program offered

1. Attitude training program
2. Behavioral training program
3. Motivational training program
4. Performance training program
5. Employees training program
6. Society training program
 10

1.2 STATEMENT OF THE PROBLEM

Management development is aimed at preparing employees for future jobs
with the organization or at solving organization wide problems concerning the
acquiring or sharpening capabilities required for performing various tasks and
functions associated with their present or expected future roles.
The motive behind this study is to understand and learn the evaluation of
training and development programmes on the employees of MRF Pvt Ltd. Hence the
study is under taken to measure effectiveness of Training & Development at
Executive and Non- executive level at MRF, Pvt Ltd Kottayam. Training cannot be
measured directly but results in change in attitude and behavior that occurs as a result
of Training should be evaluated. So employee assessment should be done after
Training session by the management, to know the effectiveness of Training given to
the employee. Also analyze the views and opinion of the employees regarding the
programmes provided.

1.3 Objectives of the study

• To evaluate the effectiveness of the training programmes imparted by MRF.

• To know the perception of the employees on training methods in MRF PVT
LTD
• To determine the level of motivation among employees through training.
• To understand how training assists the employees to acquire and enhances
skills, knowledge and attitude.
 11

1.4 Scope of the study

Many training programs today are aimed at educating
employees about the firm’s most cherished values and (it is hoped) convincing
employees that these should be their values as well.
A training program should be established only when it is felt that it would
assist in the solution of specific operational problems. The most important step in the
first place is to make a thorough analysis of the entire organization, its operations and
man power resources available in order to find out the trouble spot where training
may be needed.
The study will help to know the present condition of the Training &
Development programmes, to know the expectations of the employees towards
Training and Development programmes and to know the willingness of the employees
towards Training and development programmes.
This will further help the organization to improve the programmes and can
build morale among employees which will in turn leads to the efficiency of the
organization

1.5 Limitations of the study

1.The study was based on the questionnaire method so the respondents
may give biased response.
2.The entire population could not be covered due to time constraints.
3.The validity of the study may change according to the situation
 12

1.6 INDUSTRY PROFILE

The Indian tyre industry has witnessed a cumulated annual growth rate of 7.7%
over the last decade. Through the replacement marked has driven industry growth for
a long time, the original equipment manufactures market has seen a robust growth
over the last 3 years. The truck and bus market is the largest segment of the industry,
accounting for approximately 70% of the industry turn over in terms of value. Tyre
production in tonnage terms grew at a healthy rate of 8.7% is 2006 - 2007.
Against that 2005-2006. The growth of 7.7% while tight commercial vehicle tyre
segment registered a growth tyre segment registered phenomenal growth of 148% and
147% respectively. Experts on the other hand not growth much, due to the slowdown
is MHCV tyre exports and have recorded a 0.3% growth, is tonnage terms. A few
years back the auto industry was sluggish and so also was the tyre industry, but there
has a dramatic shift since last 1-3 yrs, has vehicle production has considerably gone
up. The coming auto industry, with sales growing at a CAGR of 15.8% during 2007.
Has driven growth in the tyre industry keeping both the OEM and RDB. Tyre
production in tonnage healthy rate of 87% in 2005 – 06.

It is a major consumer of the domestic rubber constitutes 80% of the material

content in Indian tyres synthetic rubber constitutes only 20% of the rubber content of
a rubber is in India world wide the rate of natural rubber to synthetic rubber is 30:
70. Apart from natural and synthetic rubber chemical are also widely in tyre. Most of
the RSS – 4 grade natural rubbers required by the Indian tyre industry in domestically
sourced, with only the marginal amount being imported. This is an advantage for the
industry; since natural rubber constitutes 25% of total raw material cost of the tyres
mainly to types of tyres are Poly Bulladiene Rubber and Styone Butadiene Rubber.
 13

Major market players and their market share

Some of the major players in the Indian tyres company are M R F, Ceat and FR
industries. Apollo tyres, Bridgestone India, Good year India, Talcon tyres and TVS
srichakosa.
Name of the company Market share
MRF 24%
Apollo tyres 22%
JK industries 17%
Good years India 6%
Falcon tyres 2%
Other 29%
Total 100%

Indian tyre markets

Market for tyres can be broadly classified into 3 categories

Original Equipment market

Replacement market
Export market
Indian tyre industry – salient features
1. Adaptability and Absorption
Successful and fast absorption of international technology and availability of
technical expertise and professionals to absorb and implement technological
advancement.

2. Innovativeness
Several innovations were introduced to apply international technologies to
manufactures tyres suitable for Indian road condition.

3. Exports
Sustained export for over a decade to more than 50 countries. All large tyre
companies are exporting tyres of which 30% export is to USA.
 14

4. Technological progression
Within a span of 4 decades, technology had progressed as well as the tyre
industry had moved from cotton to high performance radical tyres.

5. Wide product range for diverse usage

From a moped or light motor cycle tyre weighting 1.5 kg to an earth moves
tyre weighting 1.5 tone tyre industries in India.

6. Indigenous and Ready availability

New vehicle manufactures while launching as a series of their latest models
has easy access to and ready availability of indigenous tyre of their respective
specification and matching of international standards.
 15

CHAPTER – 2

LITERATURE REVIEW
 16

LITERATURE REVIEW
A review of literature on evaluation of training was conducted to identify
methods of effectiveness evaluation for training programs. Five definitions of
evaluation were identified in the literature.
Phillips (1991) defined evaluation as a systematic process to determine the
worth, value, or meaning of something.
Holli and Calabrese (1998) defined evaluation as comparisons of an observed
value or quality to a standard or criteria of comparison. Evaluation is the
process of forming value judgments about the quality of programs, products, and
goals.
Boulmetis and Dutwin (2000) defined evaluation as the systematic process of
collecting and analyzing data in order to determine whether and to what degree
objectives were or are being achieved.
Schalock (2001) defined effectiveness evaluation as the determination of the
extent to which a program has met its stated performance goals and objectives.
Stufflebeam (2001) defined evaluation as a study designed and conducted to
assistsome audience to assess an object's merit and worth.Stufflebeam's (2001)
definition of evaluation was used to assess the methods of evaluation found in this
literature review. The reason for selecting Stufflebeam’s definition was based on the
applicability of the definition across multiple disciplines.Based on this definition of
evaluation, the Kirkpatrick Model was the most frequentlyreported model of
evaluation.
Phillips (1991) stated the Kirkpatrick Model was probably the most well
known framework for classifying areas of evaluation. This was confirmed in 1997
when the America Society for Training and Development (ASTD) assessed the
nationwide prevalence of the importance of measurement and evaluation to human
resources department (HRD) executives by surveying a panel of 300 HRD executives
from a variety of types of U.S. organizations. Survey results indicated the majority
(81%) of HRD executives attached some level of importance to evaluation and over
half (67%) used the Kirkpatrick Model. The most frequently reported challenge was
determining the impact of the training (ASTD, 1997). Lookatch (1991) and ASTD
 17

(2002) reported that only one in ten organizations attempted to gather any results-
based evaluation.
In 1952, Donald Kirkpatrick (1996) conducted doctoral research to evaluate
a supervisory training program. Kirkpatrick’s goal was to measure the participants’
reaction to the program, the amount of learning that took place, the extent of behavior
change after participants returned to their jobs, and any final results from a change in
behavior achieved by participants after they returned to work. From Kirkpatrick’s
doctoral research, the concept of the four Kirkpatrick measurement levels of
evaluation emerged. While writing an article about training in 1959, Kirkpatrick
(1996) referred to these four measurement levels as the four steps of a training
evaluation. It is unclear even to Kirkpatrick how these four steps became known as
the Kirkpatrick Model, but this description persists today (Kirkpatrick, 1998). As
reported in the literature, this model is most frequently applied to either educational or
technical training.
Kirkpatrick’s first level of measurement, reaction, is defined as how well the
trainees liked the training program. The second measurement level, learning, is
designated as the determination of what knowledge, attitudes, and skills were learned
in the training. The third measurement level is defined as behavior. Behavior outlines
a relationship of learning (the previous measurement le vel) to the actualization of
doing. Kirkpatrick recognized a big difference between knowing principles and
techniques and using those principles and techniques on the job. The fourth
measurement level, results, is the expected outcomes of most educationa l training
programs such as reduced costs, reduced turnover and absenteeism, reduced
grievances, improved profits or morale, and increased quality and quantity of
production (Kirkpatrick, 1971).
Numerous studies reported use of components of the Kirkpatrick Model;
however,no study was found that applied all four levels of the model. Although level
one is the least complex of the measures of evaluation developed by Kirkpatrick, no
studies were found that reported use of level one as a sole measure of training. One
application of the second level of evaluation, knowledge, was reported by Alliger and
Horowitz (1989). In this study the IBM Corporation incorporated knowledge tests into
internally developed training. To ensure the best design, IBM conducted a study to
 18

identify the optimal test for internally developed courses. Four separate tests
composed of 25 questions each were developed based on ten key learning
components. Four scoring methods were evaluated including one that used a unique
measure of confidence. The confidence measurement\ assessed how confident the
trainee was with answers given. Tests were administered both before and after
training. Indices from the study assisted the organization to evaluate the course
design, effectiveness of the training, and effectiveness of the course instructors. The
development of the confidence index was the most valuable aspect of the study.
Alliger and Horowitz stated that behavior in the workplace was not only a function of
knowledge, but also of how certain the employee was of that knowledge.
Phillips and Pulliam (2000) reported an additional measure of training
effectiveness, return on investment (ROI), was used by companies because of the
pressures placed on Human Resource Departments to produce measures of output for
total quality management (TQM) and continuous quality improvements (CQI) and the
threat of outsourcing due to downsizing. Great debate was found in the training and
development literature about the use of ROI measures of training programs. Many
training and development professionals believed that ROI was too difficult and
unreliable a measure to use for training evaluation (Barron, 1997). One study was
found by a major corporation that measured change in productivity and ROI of a
training program (Paquet, Kasl, Weinstein, & Waite, 1987).
 19

CHAPTER – 3

RESEARCH METHODOLOGY
 20

RESEARCH METHODOLOGY

There are two basic approaches to research, viz quantitative approach and qualitative
approach. The former involves the generation of data in quantitative form which can
subjected to rigorous quantitative analysis in a formal and rigid fashion. This
approach can be further sub classified into inferential, experimental and simulation
approaches to research. The purpose of inferential approach to research is to form a
database from which to infer characteristics or relationships of population. This
usually means survey research where a sample of population is studied to determine
its characteristics. Experimental approach is characterized by much greater control
over the research environment and in this case some variables are manipulated to
observe their effect on other variables. Simulation approach involves the construction
of an artificial environment within which relevant information data can be generated.
This permits an observation of the dynamic behavior of a system (or its sub- system)
under controlled conditions. Simulation approach can also be useful in building
models for understanding future conditions.
Qualitative approach to research is concerned with subjective assessment of
attitude, opinion and behavior. Research in such a situation is function of research’s
insights and impression. Such an approach to research generates results either in non-
quantitative form or in the form, which are not subjected to rigorous quantitative
analysis.

3.1 RESEARCH DESIGN

DESCRIPTIVE RESEARCH

Descriptive research includes surveys and fact-findings enquiries of different

kinds. The major purpose of descriptive research is description of the state of affairs as
it exists at present. The main characteristic of this method is that the researcher has no
control over the variables; he can only report what has happened or what is happening.
 21

3.2 DATA COLLECTION USED

The source of data collection used in this project is
1. Primary Source
2. Secondary Source
1. Primary Source
The primary sources of data used in this project are direct observation and
questionnaire. Questionnaire is given and interviewed officer and employees of the
organization.
2. Secondary Source
Secondary source of data used in this project is company publications, reports
and records of training and development activities done by the organization.
3.3 SAMPLING DESIGN
Stratified Random Sampling
In this method, population is divided into different sub population known as ‘Strata’.
Item in each stratum are homogeneous. From each stratum items are selected by
simple random method and such sub samples are brought together to form the total
sample. It ensures greater accuracy.
It may be looked as special form of stratified sampling. In this method the
interviewer is told in advance the number of sampling units he has to examine, which
constitute his quota within the quota the selection of sample item depends on personal
judgment.
SAMPLING METHOD ADOPTED
Convenience important method is used for this study.
SAMPLING UNIT
Employees of MRF Ltd. Kottayam is taken as sample unit.
SAMPLING SIZE
The sample size is taken from the survey of 122 respondents.

3.4 QUESTIONNAIRE
A questionnaire consists of a number of questions printed in a definite order on a set
of forms. The respondents have to answer to questions.
 22

3.5 TOOLS OF RESEARCH

The various tools in research include the following:
3.5.1Percentage Analysis
In this project percentage method test was used. The percentage method is used to
know the accurate percentages of the data we took, it is easy to graph out through the
formula
No of respondent
Percentage of respondent = Total no. of Respondents × 100
From the above formula, we can get percentages of the data given by the respondents.
3.5.2 CORRELATION
Correlation is the statistical tool which studies the relationship between two variables, and
correlation analysis involves various methods and techniques used for studying and
measuring the extent of the relationship between two variables.
∑dxdy
r=

3.5.3 Chi square

The Chi-square is one of the most widely used non-parametric tests in statistical work.
The Chi-square was first used by Karl Pearson in the year 1900.
It is defined as
X2 = ∑ [O-E]
Chi- square is applicable to a very large number of problems in practice. With the
help of test we can find out whether two or more attributes are associated or not.
 23

CHAPTER-4

ANALYSIS AND INTERPRETATION

 24

Table- 4.1
Department wise classification.
No Departments No. of employees %
1 Tyre 65 53.29
2 PC tyre 32 26.23
3 Tube 25 20.48
100
Total 122

Figure -4.1
Department wise classification.

20.48%

Tyre
PC Tyre
53.29%
26.23% Tube

Inference
The above table shows that 53% of employees belong to tyre department and 26%
employees belong to Pc tyre department and rest belongs to tube department.

Table 4.2
Age-wise distribution of workers
 25

No Category No. of employees %

1 Below 25 15 12.3
2 25-35 38 31.15

3 Above 35 69 56.55
100
Total 122

Figure 4.2
Age -wise distribution of workers

12.3

below 25
25-35
31.15 above 35
56.55

Inference
The above table shows that majority (56.55%), of the employees are age above35, and
(31.15%) of employees are in the age between 25-35 years and (12.3%) of employees
are in the age of below 25 years.

Table4.3
Experience of the Workers
 26

No Category No of employees %

1 Below 5 years 15 12.29

2 5-10 years 33 27.05

3 Above 10 years 74 60.66

Total 122 100

Figure -4.3
Experience of the workers

Inference
The above table shows that the 60.66% of respondents have an experience of above
10 years, 27.05 % respondents have an experience of 5 to 10 years and 12.29%
respondents have an experience of below 5 years. From this we can understand that
majority of the respondents have the experience of more than 10 years.

Table4.4
Awareness of the training programme
No: Category No: of Employees %
 27

1 Yes 122 100

2 No 0 0

Total 122 100

Figure-4.4
Awareness of the training programme

0.00%

yes

no

100.00%

Inference:
Above table shows that 100% of respondents having awareness of the training
programmes.

Table-4.5
No: Category No: of employees %

1 Yes 122 100

 28

2 No 0 0

Total 122 100

Employee participation in any of the training programmes

Figure -4.5
Employee participation in any of the training programmes

0.00%

Yes
No

100.00%

Inference
Graph clearly indicates that 100% of employees are attended the training
programmes.

Table-4.6
Classification of employees by number of the training sessions
attended.
No: Category No: of employees %
 29

1 Below 5 times 69 56.56

2 5-10 30 24.59

3 Above 10 times 23 18.85

Total 122 100

Figure -4.6
Classification of employees by number of the training sessions
attended

18.85%

Below 5 times
5-10
Above 10 times

24.59% 56.56%

Inference
The above table shows that majority of the employees are attended training
programme below 5 times (56.56%), 24.59% of the employees are attending in the
training programme between 5-10 times and 18.85% of the employees are attending
in the above 10 times.

Table-4.7
Classification of employees by the kinds of training program
attended
 30

No: Category No: of employees %

1 On the job training 110 90.16

2 Off the job training 12 09.84

3 Both 0 0

Total 122 100

Figure -4.7
Classification of employees by the kinds of training program
attended

100.00%
90.16%
90.00%
80.00%
70.00%
60.00%
50.00% On the job training

40.00% Off the job training

30.00%
20.00%
9.84%
10.00%
0.00%

Inference
The table shows that 90.16% responded that the company conducted on the
job training, 09.84% responded that the company conducted off the job training, the
majority of the respondents attending on the job training programme.

Table-4.8
Opinion in training programs effectiveness in developing their
personality
 31

No: Category No: of employees %

1 Yes 69 56.56

2 No 53 43.44

Total 122 100

Figure -4.8
Opinion in training programs effectiveness in developing their
personality

percentage 56.56% 43.44% Yes

No

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Inference
Above table shows that 56.56% of employees say that training programme help to
develop your personality and 43.44% says that training programme not help to
develop your personality. Majority of respondents says training programme help to
develop their personality
Table-4.9
Employee’s opinion on training programs effectiveness in creating
relationship to employers and employees.
 32

No: Category No: of employees %

1 Yes 95 77.87

2 No 27 22.13

Total 122 100

Figure -4.9
Employee’s opinion on training programs effectiveness in
creating relationship to employers and employees.

77.87%

80.00%
70.00%
60.00% Yes
50.00%
No
40.00% 22.13%
30.00%
20.00%
10.00%
0.00%

Inference
Above table shows that 77.87% of employees says that good relationship
between employer and employees and 22.13% says that not a good relationship
between employer and employees. Majority of respondents’ good relationship
between employers and employees in the training programme.
Table -4.10
Opinion on training and development effectiveness in setting their
goal.
No: Category No: of employees %
 33

1 Yes 43 35.25

2 No 79 64.75

Total 122 100

Figure -4.10
Opinion on training and development effectiveness in
setting their goal.

35.25%
Yes
No
64.75%

Inference
Above table shows that 35.25% of employees say that training programme help to set
goal properly and 64.75% says that training programme not help to set goal properly.
Majority says that training programme not help to set goal properly
Table-4.11
Opinion on communication of objectives and scope of training programmes.
No: Category No: of employees %
1 Very good 9 07.38
2 Good 47 38.53
 34

3 Average 20 16.39
4 Poor 25 20.49
5 Very poor 21 17.21
Total 122 100

Figure -4.11
Opinion on communication of objectives and scope of training
programmes.

45.00%
38.53%
40.00%
35.00%
Very good
30.00%
Good
25.00%
20.49%
20.00% Average
16.39% 17.21%
15.00% Poor

10.00% 7.38% Very poor

5.00%
0.00%

Inference
38.53%of employees evaluate that objective and scope of training are good for
them and 20% of employees finds it as poor ,17% of employees evaluates it as very
poor and 16% finds it as average and rest belongs to very good.

Table-4.12
Opinion on effectiveness training materials.
No: Category No: of employees %
1 Very good 12 09.84
2 Good 59 48.36
3 Average 30 24.59
 35

4 Poor 20 16.39
5 Very poor 1 00.82
Total 122 100

Figure -4.12
Opinion on effectiveness training materials.

48.36%
50.00% Very good
40.00% 24.59% Good
16.39%
0.82%
30.00% Very poor Average

20.00% Poor
9.84% Average
10.00% Very poor

0.00% Very good

Inference
From the above table shows that 09.84% of respondents are very good opinion about
the rate of effectiveness in training materials, 48.36% have a good opinion about the
rate of effectiveness in training materials, 24.59% have an average opinion about the
rate of effectiveness in training materials, 16.39% have poor opinion about the rate of
effectiveness in training materials, and 00.82% are very poor about the rate of
effectiveness in training materials.
Table-4.13
Opinion on training programmers

No Category No of employees %
1 Very good 11 9.02
2 Good 45 36.88
 36

3 Average 40 32.79
4 Poor 21 17.21
5 Very poor 5 4.1
Total 122 100

Figure -4.13
Opinion on training programmers

40 36.88
35 32.79
30
25
20 17.21
%
15
9.02
10
4.1
5
0
very good good average poor very poor

Inference
The table show that the 9.02 % of respondets have very good Satisfaction in
training programmers meet your needs, 36.88 % responds that good Satisfaction in
training programmers meet your needs and 32.79 % have the average Satisfaction in
training programmers meet your needs and 17.21% have the poor Satisfaction in
training programmers meet your needs, 4.1% have the opinin of very poor
Satisfaction in training programmers meet your needs.
Table-4.14
Opinion of employees on query handling method in training
programs.

No Category No of employees %

1 Highly satisfied 0 0

2 satisfied 45 36.89
 37

3 Less satisfied 40 32.78

4 Dissatisfied 37 30.33

5 Highly dissatisfied 0 0
Total 122 100

Figure -4.14
Opinion of employees on query handling method in training
programs.

30.33 36.89 saisified

less satisfied
dissatisfied
32.78

Inference
The table shows that the trainers in MRF are very good in query handling of
trainees.36.89 % of respondents are satisfied in query handling procedure and 32.78
% are less satisfied, 30.33% are dissatisfied. None of them are highly satisfied or
highly dissatisfied. It represents that the trainers in MRF are effective in query
handling.

Table-4.15
Opinion on trainers

No Category No of employees %
1 Very good 7 5.72
2 Good 56 45.92
3 Average 50 40.98
4 Poor 9 7.38
5 Very poor 0 0
 38

Total 122 100

Figure -4.15
Opinion on trainers

7.38 5.72

very good
good
40.98 45.92 average
poor

Inference
The table shows that 5.72 % of respondents think that the coordination among
trainer and trainee are very good in MRF and 45.92% think that it is good. And
40.98% respond that it is average, 7.38%respond that are very poor. None of them
have the opinion of very poor

Table-4.16
Opinion on the class room training which help the practical work

No Category No of employees %

1 yes 50 40.98

2 No 72 59.02
 39

Total 122 100

Figure -4.16
Opinion on the class room training which help the practical work

no 59.02

yes 40.98

0 10 20 30 40 50 60

Inference
The table shows that the 40.98% employees are say that the class room
training help the practical work and 59.02% of employees are say that the class room
training not helps the practical work, the majority of respondents says that the class
room training not help the practical work

Table-4.17
Opinion on method of training

No Category No of employees %

1 yes 69 56.56

2 No 53 43.44
 40

Total 122 100

Figure -4.17
Opinion on method of training

60
50
40
30 56.56
%
20 43.44

10
0
yes no

Inference
The table shows that the 56.56% employees are say that Satisfy with the
method of training and 43.44% of employees are not Satisfy with the method of
training. The majority of employees are say that Satisfy with the method of training

Table-4.18
Availability of facilities used for training like LCD, Seating
arrangements etc…
No Particulars Respondents Percentage
1 Yes 95 77.87
2 No 27 22.13
Total 122 100

Figure -4.18
 41

Availability of facilities used for training like LCD, Seating

arrangements etc…

22.13

yes
no

77.87

Inference
The table shows that the, 77.87% respondents say that LCD, seating
arrangements facilities are used in training programme and, 22.13% responded says
that not used the facilities, the majority of respondents say that LCD, seating
arrangements facilities are used in training programme

Table-4.19
Availability of feedback system.

No Particulars Respondents Percentage

1 Yes 74 60.66
2 No 48 39.34
Total 122 100
Figure -4.19
 42

Availability of feedback system.

100

50 60.66 %
39.34
0
yes no

Inference
The table shows that 60.66% responded says that the company is taking
feedback from them, while 39.34% responded that the company is not taking
feedback after the training programme. The majority responded that the company is
taking feedback after the training programme.

Table -4.20
Revision of training programmes based on the feedback from the
trainee.
No Particulars Respondents Percentage
1 Yes 38 31.15
2 No 84 68.65
Total 122 100

Figure -4.20
 43

Revision of training programmes based on the feedback from the

trainee

68.65%
70.00%
60.00%
50.00%
Axis Title

40.00% 31.15%
30.00% %
20.00%
10.00%
0.00%
yes no

Axis Title

Inference
The table shows that the ,31.15% responded that the feedback collected by the
company has been revised properly for the next training programmer, 68.65%
responded that the feedback collected by the company has not been revised properly
for the next training programmers .

Table-4.21
Satisfaction level of employees on the training program available in
MRF
No Category No of employees %
1 Highly satisfied 4 3.28
2 Satisfied 80 65.58
3 Less satisfied 16 13.11
4 Dissatisfied 20 16.39
5 Highly dissatisfied 2 1.64
Total 122 100
 44

Figure -4.21
Satisfaction level of employees on the training program available in
MRF

1.64 3.28

16.39 highly satisfied

13.11 satisfied
less satisfied
65.58
dissatisfied
highly dissatisfied

Inference
The table shows that 3.28 % of the respondents are highly satisfied with the
training programmes and 65.58 % of the respondents are satisfied with the training
programmes, 13.11% of the respondents are less satisfied with the training
programmes, 13.39% of the respondents are dissatisfied with the training programmes
and 1.64% of the respondents are highly dissatisfied with the training programmes
ANALYSIS USING CORRELATION
Problem showing the relationship how the effectiveness of training materials
meet the training needs of respondents.

6Effectiveness of training Training programmes

material used in MRF meet your needs

X Y

12 11

59 45

30 40

20 21
 45

1 5

122 122

CALCULATION OF CORRELATION
∑dxdy

r=

X Y dx Dy dx2 dy2 Dxdy

12 11 -12.4 -13.4 153.76 179.56 166.16

59 45 34.6 20.6 1197.16 424.36 712.76

30 40 5.6 15.6 31.36 243.36 87.36

20 21 -4.4 -3.4 19.36 11.56 14.96

1 5 -23.4 -19.4 547.56 376.36 453.96

122 122 1949.2 1235.2 1435.2

Correlation =0.92
Interpretation
The tables clearly show that the training material meets the training needs
of the respondents. The required answer is exactly in between -1 and +1.Therfore it
states that company give more importance for meeting the training needs.
 46

CALCULATIONS OF CHI – SQUARE

Training programmes and satisfactory level of of respondents.

Experience Scope of training Total

of workers
Very Good Average Poor Very
good Poor
Below 5 2 5 3 2 3 15
years
5-10 years 3 10 10 8 2 33

Above 10 4 32 7 15 16 74
years
Total 9 47 20 25 21 122

H(o) = There is no significant relationship between experience of the workers and

satisfactory level of of respondents.
 47

H(1) = There is a significant relationship between experience of the workers and

satisfactory level of of respondencts.
Degree of Freedom
(C-1) (R-1)
(5-1) (3-1)
4*2=8
5% significant level of table value = 15.507
The Calculate Value = 5.197
The Table Value = 15.507

Chi-Square Table
Observed Expected O-E O-E2 (O-E)2/E
Frequencies Frequencies
2 0.491 1.509 2.278 4.639
5 5.778 -0.778 0.605 0.105
3 2.459 0.541 0.293 0.119
2 3.073 -1.073 2.375 0.772
3 2.581 0.419 0.176 0.068
3 2.434 0.566 0.320 0.131
10 12.713 -2.713 7.360 0.579
10 5.409 4.591 21.077 3.896
8 6.762 1.238 1.533 0.226
2 5.680 -3.68 13.542 2.384
4 5.459 -1.459 2.129 0.389
32 28.508 3.492 12.194 0.427
 48

7 12.131 -5.131 26.327 2.170

15 15.163 -0.163 0.027 0.002
16 12.737 3.263 10.647 0.836
Total 16.746

Interpretation
Here the Calculated value is 16.746 and table value is 15.507. Since the table
value is less than calculated value so the Null Hypothesis is rejected. I.e. there has no
significant relation between experience of the workers and satisfactory level of
employees.

CHAPTER-5
 49

FINDINGS AND CONCLUSION

5.1 FINDINGS

 The researcher found that the 53% of employees belong to tyre department.
 The majority 56.55% of the respondents are age above35.
 The researcher found that 60.66% of respondents have an experience of above
10 years, 27.05 % respondents have an experience of 5 to 10 years.
 The 100% of respondents having awareness of the training programmes.
 The 100% of employees are attended the training programmes
 The employees are attended training programme below 5 times (56.56%).
 The 90.16% respondents that the company conducted on the job training.
 The 56.56% of respondents say that training programme help to develop your
personality.
 The 77.87% of respondents says that good relationship between employer and
employees.
 50

 The researcher 64.75% says that training programme not help to set goal
properly.
 38.53%of respondents evaluate that objective and scope of training are good
for them.
 The researcher found that 48.36% have a good opinion about the rate of
effectiveness in training materials.
 36.88 % respondents that good Satisfaction in training programmers meet
your needs
 The trainers in MRF are very good in query handling of trainees.36.89 % of
respondents are satisfied in query handling procedure.
 Respondents think that the coordination among trainer and trainee are very
good in MRF, 45.92% think that it is good.
 The 40.98% respondent are say that the class room training help the practical
work and 59.02% of respondent are say that the class room training not helps
the practical work
 The 56.56% respondents are say that Satisfy with the method of training
 The researcher found that 77.87% respondents say that LCD facilities are
more available in the company.
 The 60.66% respondent says that the company is taking feedback from the
available training.
 The 68.65% responded that the feedback collected by the company has not
been revised properly for the next training programmers.
 The 65.58 % of the respondents are satisfied with the training programmes.
Therefore it states that company gives more importance for meeting the
training needs.
 There is no significant relation between training methods and satisfactory level
of employees.
 51

5.2 SUGGESTIONS

 The department’s head should assess the Training and Development needs of
subordinates. This assessment may increase the level of training effectiveness by
the enhancement of good inter-personal relationship.
 Identification of employees for Training and Development programmes should
be done more objectively.
 Introduce more training programmes which will benefit for both employer &
the employee.
 Importance should be given for training to lower level employees by including
subjects like Communication skill.
 The Management should endeavor to bring trainers from highly talented
companies and thereby it helps to promote unique talents among employees.
 52

 Visit to related companies will help to know the methods of training adopted
by them to deliver high potentials.
 Introduce training programmes on quality control to improve quality of
manufactured products.
 Latest training techniques of learning must be used through LCD, CD’s,
internet etc.
 The Company can explore to include on–line training programmes for
understanding latest developments in the industry.
 53

5.3 CONCLUSION

The employee in every organization works for the betterment of the

organization and so is MRF Pvt Ltd. It is a pioneer in the tyre industries, and has
embedded its name in the field of Human Resources and its practices.

The study concluded that the overall effectiveness of the training program, is
good and it can also achieve the level of excellence in the future by making some
possible changes in its training. Employees are benefiting by attending Effective
training programmes in the organization.

The organization also benefits by having employees with more skills who are
more productive. And the company lays good foundation for career growth of the
employees through Training & Development programmes.

More emphasis should be given for quality control methods in the training
programmes. The introduction of new or innovative process of Training Programme
one to the existing level will surely help this organization to reach greater heights in
the years to come.
 54

ANNEXURE

QUESTIONNAIRE FOR TO EVALUATE THE TRAINING AND

DEVELOPMENT PROGRAMMES IN MRF PVT LTD

Name :

Department :

Designation :

Age : Below 25  25-35 Above 35 

Gender : Male  Female 

Experience : Below 5 years  5-10  Above 10 years 

1. Are you aware of the training programmes in MRF?

Yes  no 

2. Are you attended any training programmes?

yes  no 
3. If how many times?
Below 5 times  5-10  Above 10 times 

4. In which type of training you have attended?

On the job training  off the job training  Both 

5. Do you think that you need training in any areas

Yes  No 
If yes please mention the areas

…………………………………………………………………………..
 55

6. Do you think that the training available in MRF helps you to develop
personally and professionally?
Yes  No 
7. Do you think that the training programme can create a good relation with
employers and employees?
Yes  No 
8. The training need can be identified only if we set our goals properly. Did you
set your goals properly?
Yes  No 
9. Objectives and scope of training programmes should be communicated first.

How clearly the objectives are communicated in MRF training programmes?

Very good  Good  Average  Poor  Very poor 

10. Please rate the effectiveness of training materials used in MRF

Very good  Good  Average  Poor  Very poor 

11. The training programme should meet the training needs of the participants.

How well the programmes in MRF meet your needs?

Very good  Good  Average  Poor  Very poor 

12. Are you satisfied with the query handling method of your trainers at the time
of training?\

Highly satisfied  Less satisfied  Satisfied  Dissatisfied  Highly

dissatisfied 
13. How do you evaluate your trainers?

Very good  Good  Average  Poor  Very poor 

 56

14. Are you satisfied with the Class room training in helping practical work?

Yes No

15. Are you satisfied with the training Facilities like LCD, Seating arrangements
etc...
Yes No
16. Are you satisfied with the method of training implemented?
Yes No

17. Are you been asked to given training feedback after the Training and
Development Programmes?
Yes No

18. Did the company revised training programmes based on the feedback from the
trainee
Yes No

19. How do you evaluate the training programme available to you in MRF?

Highly satisfied satisfied less satisfied dissatisfied  highly dissatisfied

20. Other comments for improving your training programmes

 57

BIBLIOGRAPHY
Books
 C. R KOTHARI Research Methodology second revised edition in 2004
published by new age international publishers in new Delhi.
 Company Record
 Training Records
Websites
www.mrf.com
www.yahoo.com
www.google.com
www.wikipedia.com