A STUDY ON TRAIING AND DEVELOPMENT PROCESS AT

CARLISILE BRAKES AND FRICTION

A Project Report submitted to the SRM Institute of Science and

Technology in partial fulfilment of the requirements for the award of the
Degree of

BACHELOR OF COMMERCE

Submitted by

AMRITHA.B

RA1831201020012

Under the Guidance of

Dr. P. SUSEELA., M.com., M.Phil., MBA., Ph.D.

Assistant Professor
Department of Commerce

SRM Institute of Science and Technology – Ramapuram Campus

Faculty of Science and Humanities

Department of Commerce

APRIL 2021
SRM Institute of Science and Technology – Ramapuram Campus
Faculty of Science and Humanities
Department of Commerce
Certificate

This is to certify that the Project Report entitled “A Study on Training and
development process at CARLISLE Brakes and friction”, in partial fulfilment of
the requirements for the award of the Degree of Bachelor of Commerce is a record
of Project Work undergone by Ms. AMRITHA. B (Reg.No. RA1831201020012)
during the year 2020 - 21 of his study in the Department of Commerce, SRM
Institute of Science and Technology, Ramapuram Campus under my supervision
and the report has not formed the basis for the award of any Degree/Fellowship or
other similar title to any candidate of any University.

Place: Chennai – 89
Date:

Signature of the Guide

Dr. P. SUSEELA., M.com., M.Phil., MBA., Ph.D.

Countersigned

Dr. A. JAYABAL., M.Com, M.Phil., AFA, B.Ed., Ph.D., Professor & Head

Submitted to the Department of Commerce, SRM Institute of Science and

Technology (Ramapuram Campus) for the examination held on_______________

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

I, AMRITHA.B, hereby declare that the Project Report, entitled “A Study on

Training and Development process at CARLISLE Breaks and Friction”,
submitted to the SRM Institute of Science and Technology in partial fulfilment of
the requirements for the award of the Degree of Bachelor of Commerce is done by
me during the period 2020 - 21 under the supervision and guidance of. Dr. P.
SUSEELA., M.com., M.Phil., MBA., Ph.D. Assistant Professor (O.G.),
Department of Commerce, SRM Institute of Science and Technology, Ramapuram
Campus and it has not formed the basis for the award of any Degree/Fellowship or
other similar title to any candidate of any University.

Place: Chennai – 89
Signature of the Student
Date:
 ACKNOWLEDGEMENT
First and foremost, I offer my sincerest gratitude to our Chancellor, SRM
Institute of Science and Technology, for his academic support and the facilities
provided to carry out the project work at the Institute. His wide vision and concern
for students have been inspirational.
I wish to express my profound gratitude to my venerable Chairman, SRM
Group of Institutions-Ramapuram & Trichy Campuses, who offered me such a huge
opportunity, incredible Infrastructure and other support which made the project work
quite smooth.
I express my heartfelt thanks to our Dean, Vice Principal (Academic) and
Vice Principal (Admin), Faculty of Science and Humanities, SRM Institute of
Science and Technology, Ramapuram Campus who provided all facilities for
carrying out this project.
I immensely thank to our Head of the Department Dr. A. JAYABAL.,
M.Com, M.Phil, AFA, B.Ed., Ph.D., Professor & Head, for his cordial support,
valuable information and guidance, which helped me in completing this task through
various stages. The blessing, help and guidance given by him time to time shall carry
me a long way in the journey of life on which I am about to embark.
I take this opportunity to express my profound gratitude and deep regards to
my guide Dr. P. SUSEELA., M.com., M.Phil., MBA., Ph.D. Assistant Professor
(O.G.), for her exemplary guidance, monitoring and constant encouragement
throughout the course of this project.
I thank God Almighty for showering his perennial blessing on me for giving
me the courage to pursue this project work successfully. I owe a lot to my parents,
who encouraged and helped me at every stage of my personal and academic life,
and longed to see this achievement come true.

Place: Chennai – 89.

Date:

AMRITHA.B (RA1831201020012)
 LIST OF CONTENTS

CHAPTER NO. NAME OF THE TOPIC PAGE NO

1 INTRODUCTION 1 - 28
2 COMPANY PROFILE 29 - 32
A) REVIEW OF LITERATURE 33 - 39
3
B) RESEARCH METHODOLOGY
ANALYSIS AND INTERPRETATION OF 40 - 59
4
DATA
FINDINGS, CONCLUTION AND 60 - 63
5
SUGGESTIONS
BIBLIOGRAPHY 64 - 65
ANNEXURE
QUESTIONNAIRE 66 - 69
 LIST OF TABLES

TABLE NO. TITLE PAGE NO.

4.1 Age of the respondents 41
4.2 Conducting Training programme 42
4.3 Opinion towards training 43
4.4 No. of training programme are 44
conducted in a year
4.5 No. of training programme attended 45
by the respondents
4.6 Training effectiveness 46
4.7 Satisfaction summary 47
4.8 Training methodology 48
4.9 Trainers capability 49
4.10 Implementation timeliness 50
4.11 Training types 51
4.12 Training utilization 52
4.13 Training efficiency 53
4.14 Career growth 54
4.15 Training methods 55
4.16 Satisfaction index 56
4.17 Positive attitude 57
4.18 Effectiveness monitoring 58
4.19 Feedback 59
 LIST OF DIAGRAMS

TABLE NO. TITLE PAGE NO.

4.1 Age of the respondents 41
4.2 Conducting Training programme 42
4.3 Opinion towards training 43
4.4 No. of training programme are 44
conducted in a year
4.5 No. of training programme 45
attended by the respondents
4.6 Training effectiveness 46
4.7 Satisfaction summary 47
4.8 Training methodology 48
4.9 Trainers capability 49
4.10 Implementation timeliness 50
4.11 Training types 51
4.12 Training utilization 52
4.13 Training efficiency 53
4.14 Career growth 54
4.15 Training methods 55
4.16 Satisfaction index 56
4.17 Positive attitude 57
4.18 Effectiveness monitoring 58
4.19 Feedback 59
 CHAPTER - I
INTRODUCTION

1
 INTRODUCTION

1.1 INTRODUCTION OF HUMAN RESOURSE MANAGEMENT:

Human Resource Management (HRM) is an operation in companies designed to

maximize employee performance in order to meet the employer's strategic goals and
objectives. More precisely, HRM focuses on management of people within companies,
emphasizing on policies and systems.

HRM also includes employee assessment like performance appraisal, facilitating proper
compensation and benefits, encouragement, maintaining proper relations with labour and with
trade unions, and taking care of employee safety, welfare and health by complying with labour
laws of the state or country concerned.

CONCEPT OF HRM

HRM is concerned with the human beings in an organization. “The management of man” is a
very important and challenging job because of the dynamic nature of the people. No two people
are similar in mental abilities, tacticians, sentiments, and behaviours; they differ widely also as
a group and are subject to many varied influences. People are responsive, they feel, think and
act therefore they cannot be operated like a machine or shifted and altered like template in a
room layout. They therefore need a tactful handing by management personnel.”

HRM is the process of managing people of an organization with a human approach. Human
resources approach to manpower enables the manager to view the people as an important
resource. It is the approach through which organization can utilize the manpower not only for
the benefits of the organization but for the growth, development and self-satisfaction of the
concerned people. Thus, HRM is a system that focuses on human resources development on
one hand and effective management of people on the other hand so that people will enjoy
human dignity in their employment.

HRM is involved in providing human dignity to the employees taking into account their
capacity, potentially, talents, achievement, motivation, skill, commitment, great abilities, and
so on. So, that their personalities are recognized as valuable human beings.

2
If an organization can trust, depend and draw from their bank account on the strength of their
capital assets, they can trust, depend and draw more on their committed, talented, dedicated
and capable people. This is what the HRM is involved in every business, managerial activity
or introduction. The principal component of an organization is its human resource or ‘people
at work’.

According to Leon C. Megginson from the national point of view Human Resources as, “the
knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas
from the View point of the individual enterprise, they represent the total of inherent abilities,
acquired knowledge and skills as exemplified in the talents and aptitudes of its employees.”

Human resource has a paramount importance in the success of any organization because most
of the problems in organizational setting are human and social rather than physical, technical
or economical failure. In the words of Oliver Shelden, “No industry can be rendered efficient
so long as the basic fact remains unrecognized that it is principally human.”

Human Resources Management is concerned with the “people” dimension in management.

Since every organization is made up of people acquiring their services, developing their skills,
motivating them to high level of performance and ensuring that they continue to maintain their
commitment to the organization are essential to achieve organizational objectives. This is true
regardless of the type of organization, government, business, education, health, recreation or
social action. Getting and keeping good people is critical to the success of every organization,
whether profit or non-profit, public or private.

Definition:

“Byars and Rue”

“Human resource management encompasses those activities designed to provide for and
coordinate the human resources of an organization Human resource functions refer to those
tasks and duties performed in organizations to provide for and coordinate human resources”.

“Ivancevich and Glueck”

“Human resource management is the function performed in organizations’ that facilitate the
most effective use of people (employees) to achieve organizational and individual goals”

3
“Pigors and Myers”
“It is basically a method of developing the potentialities of employees so that they feel
maximum satisfaction of their work and give their best efforts to the organisation”

There are two different definitions:

The first definition of HRM is that “It is the process of managing people in organizations in a
structured and thorough manner. “This covers the fields of staffing (hiring people), retention
of people, pay and perks setting and management, performance management, change
management and taking care of exits from the company to round off the activities. This is the
traditional definition of HRM which leads some experts to define it as a modem version of the
Personnel Management function that was used earlier.

The second definition of HRM encompasses “The management of people in organizations from
a macro perspective, i.e. managing people in the form of a collective relationship between
management and employees.” This approach focuses on the objectives and outcomes of the
HRM functions. It means that the HR function in contemporary organizations is concerned
with the notions of people enabling, people development and a focus on making the
“employment relationship” fulfilling for both the management and employees.
The National Institute of Personnel Management (NIPM) of India has defined human resource
as “that part of management which is concerned with people at work and with their relationship
within an enterprise. Its aim is to bring together and develop into an effective organization of
the men and women who make up an enterprise and having regard for the well-being of the
individuals and of working groups, to enable them to make their best contribution to its
success.”

Nature of HRM

HRM is a management function that helps managers to remit, select, train and develop
members for an organization. HRM is concerned with people’s dimension in organizations.
The following aspects constitute the core of HRM:

4
1. HRM Involves the Application of Management Functions and Principles. The functions and
principles are applied for acquiring, developing, maintaining and providing remuneration to
employees in organization.
2. Decision Relating to Employees must be integrated. Decisions on different aspects of
employees must be consistent with other human resource (HR) decisions.
3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an
organization will result in betterment of services to customers in the form of high quality
products supplied at reasonable costs.
4. HRM Functions are not confined to Business Establishments Only but applicable to non-
business organizations such as education, health care, recreation and like. HRM refers to a set
of programmes, functions and activities designed and carried out in order to maximize both
employee as well as organizational effectiveness.

1.2 FUNCTIONS OF HUMAN RESOURCE MANGEMENT

1. Strategic HR Management: As a part of maintaining organizational competitiveness,

strategic planning for HR effectiveness can be increased through the use of HR metrics and
HR technology. Human resource planning (HRP) function determine the number and type of
employees needed to accomplish organizational goals. HRP includes creating venture teams
with a balanced skill-mix, recruiting the right people, and voluntary team assignment. This
function analyses and determines personnel needs in order to create effective innovation teams.
The basic HRP strategies are staffing and employee development.

2. Equal Employment Opportunity: Compliance with equal employment opportunity

(EEO) laws and regulations affect all other HR activities.

3. Staffing: The aim of staffing is to provide a sufficient supply of qualified individuals to

fill jobs in an organization. Job analysis, recruitment and selection are the main functions under
staffing.

Workers job design and job analysis laid the foundation for staffing by identifying what
diverse people do in their jobs and how they are affected by them.

5
Job analysis is the process of describing the nature of a job and specifying the human
requirements such as knowledge, skills and experience needed to perform the job. The end
result of job analysis is job description. Job description spells out work duties and activities of
employees.

Through HR planning, managers anticipate the future supply of and demand for employees
and the nature of workforce issues, including the retention of employees. So HRP precedes the
actual selection of people for organization. These factors are used when recruiting applicants
for job openings. The selection process is concerned with choosing qualified individuals to fill
those jobs. In the selection function, the most qualified applicants are selected for hiring from
among the applicants based on the extent to which their abilities and skills are matching with
the job.

4. Talent Management and Development: Beginning with the orientation of new

employees, talent management and development includes different types of training.
Orientation is the first step towards helping a new employee to adjust himself with the new job
and the employer. It is a method to acquaint new employees with particular aspects of their
new job, including pay and benefit programmes, working hours and company rules and
expectations.

Training and Development programs provide useful means of assuring that the employees are
capable of performing their jobs at acceptable levels and also more than that. All the
organizations provide training for new and inexperienced employee. In addition, organization
often provide both on the job and off the job training programmes for those employees whose
jobs are undergoing change.

Likewise, HR development and succession planning of employees and managers both are
necessary to prepare for future challenges. Career planning has developed as result of the desire
of many employees to grow in their jobs and to advance in their career. Career planning
activities include assessing an individual employee’s potential for growth and advancement in
the organization. Performance appraisal includes encouraging risk taking, demanding
innovation, generating or adopting new tasks, peer evaluation, frequent evaluations and
auditing innovation processes.

6
This function monitors employee performance to ensure that it is at acceptable levels or not.
This strategy appraises individual and team performance so that there is a- link between
individual innovativeness and company profitability. Which tasks should be appraised and who
should assess employees’ performance are also taken into account.

5. Total Rewards: Compensation in the form of pay, incentives and benefits are the rewards
given to the employees for performing organizational work. Compensation management is the
method for determining how much employees should be paid for performing certain jobs.

Compensation affects staffing and in the matter of staffing; people are generally attracted to
organizations offering a higher level of pay in exchange of the work performed. To be
competitive, employers develop and refine their basic compensation systems and may use
variable pay programs such as incentive rewards, promotion from within the team, recognition
rewards, balancing team and individual rewards etc.

This function uses rewards to motivate personnel to achieve an organization's goals of

productivity, innovation and profitability. Compensation is also related to employee
development in the matter of compensation; it provides an important incentive for motivating
employees to higher levels of job performance in the organization. Benefits are another form
of compensation to employees other than direct pay for the work performed.

Benefits include both legally required items and those offered at employer’s discretion.
Benefits are primarily related to the area of employee maintenance as they provide for many
basic employee needs.

6. Risk Management and Worker Protection: HRM addresses various workplace

risks to ensure protection of workers by meeting legal requirements and being more responsive
to concern for workplace health and safety along with disaster and recovery planning.

7. Employee and Labour Relations: The relationship between managers and their
employees must be handled legally and effectively. Employer and employee rights must be
addressed. It is important to develop, communicate and update HR policies and procedures so
that managers and employees alike know what is expected. In some organizations,
union/management relations must be addressed as well.

7
The term labour relation refers to the interaction with employees who are represented by a trade
union. Unions are organization of employees who join together to obtain more voice in
decisions affecting wages, benefits, working conditions and other aspects of employment. With
regard to labour relations the major function of HR personnel includes negotiating with the
unions regarding wages, service conditions and resolving disputes and grievances.

1.3 Advantages of human resource management:

 Organizational culture.
 Planning for change.
 Training and development.
 Management of conflicts.
 Health and safety.
 Recruitment and retention.
 Development of good relations.

1.4 Disadvantages of human resource management:

 Recent origin
 Improper actualising
 Man power collaboration
 Inadequate development programme
 Inadequate information

1.5 SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of HRM is really vast. All major activities in the working life of a worker – from
the time of his or her entry into an organization until he or she leaves it comes under the purview
of HRM. American Society for Training and Development (ASTD) conducted fairly an
exhaustive study in this field and identified nine broad areas of activities of HRM.

These are given below:

 Human Resource Planning

 Design of the Organization and Job

8
 Selection and Staffing

 Training and Development

 Organizational Development

 Compensation and Benefits

 Employee Assistance
 Union/Labour Relations
 Personnel Research and Information System

a) Human Resource Planning: The objective of HR Planning is to ensure that the

organization has the right types of persons at the right time at the right place. It prepares human
resources inventory with a view to assess present and future needs, availability and possible
shortages in human resource. Moreover, HR Planning forecast demand and supplies and
identify sources of selection. HR Planning develops strategies both long-term and short-term,
to meet the man-power requirement.

9
b) Design of Organization and Job: This is the task of laying down organization
structure, authority, relationship and responsibilities. This will also mean definition of work
contents for each position in the organization. This is done by: “job description”. Another
important step is “Job specification”. Job specification identifies the attributes of persons who
will be most suitable for each job which is defined by job description.

c) Selection and Staffing: This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and career
path available within the organization.

d) Training and Development: This involves an organized attempt to find out training
needs of individuals to meet the knowledge and skill which is needed not only to perform
current job but also to fulfil the future needs of the organization.

e) Organizational Development: This is an important aspect whereby “Synergetic

effect” is generated in an organization i.e. healthy interpersonal and inter-group relationship
within the organization.

f) Compensation and Benefits: This is the area of wages and salaries administration
where wages and compensations are fixed scientifically to meet fairness and equity criteria. In
addition labour welfare measures are involved which include benefits and services.

g) Employee Assistance: Each employee is unique in character, personality, expectation

and temperament. By and large each one of them faces problems every day. Some are personal
some are official. In their case he or she remains worried. Such worries must be removed to
make him or her more productive and happy.

h) Union-Labour Relations: Healthy Industrial and Labour relations are very important
for enhancing peace and productivity in an organization. This is one of the areas of HRM.

I) Personnel Research and Information System: Knowledge on behavioural

science and industrial psychology throws better insight into the workers expectations,
aspirations and behaviour. Advancement of technology of product and production methods
have created working environment which are much different from the past.

10
Objectives of HRM

The primary objective of HRM is to ensure the availability of competent and willing workforce
for an organization. Beyond this, there are other objectives too. Specifically, HRM objectives
are four fold: Societal, Organization, Functional and personal.

Personal Objectives:

To assist Employees in achieving their personal goals, at least in so far as these goals enhance
the individual’s contribution to the organization. Personal objectives of employees must be
maintained, retained and motivated.

Functional Objectives:

To maintain the contribution of department at an appropriate level organization should fulfil

the needs. Resources are wasted when HRM is either more or less sophisticated to suit the
organizations demands.

11
Organizational Objectives:

To recognize the role of HRM in bringing about organizational effectiveness, HRM is not an
end in itself but it is only a mean to assist the organization with its primary objectives
organization.

Societal Objectives:

To be ethically & socially responsible for the needs and challenges of society while minimizing
the negative impact of such demands upon the organization to use their resources for society’s
benefits in ethical ways may lead to restriction.

Importance of HR managers in organisations

 Strategy management: This is an important aspect of any organisation and plays

a vital role in human resource management. HR managers manage strategies to ensure
the organisation reaches its business goals, as well as contributing significantly to the
corporate decision-making process, which includes assessments for current employees
and predictions for future ones based on business demands.
 Benefits analysis: HR managers work towards reducing costs, such as with
recruitment and retention. HR professionals are trained to conduct efficient negotiations
with potential and existing employees, as well as being well-versed with employee
benefits that are likely to attract quality candidates and retaining the existing workforce.
 Training and development: Since HR managers contribute significantly to
training and development programmes, they also play a pivotal role in strengthening
employer-employee relationships. This contributes to the growth of employees within
the company, hence enhancing employee satisfaction and productivity.
 Interactivity within employees: HR managers are responsible for conducting
activities, events and celebrations in the organisation which gives way to team building
opportunities. Moreover, it enhances interactivity within employees and instils a sense
of trust and respect among peers.
 Conflict management: The department to go to when any kind of professional
conflict arises between employees is HR. They ensure that issues and conflicts are
resolved effectively, approaching the problem with an unbiased attitude and
encouraging effective communication to reach a solution. In addition, they help

12
 employees understand various ways of developing effective work relationships and the
importance of not letting personal judgement affect their behaviour.
 Establishing a healthy work culture: A healthy work culture is pivotal in
bringing out the best in employees. HR managers contribute significantly in setting up
a healthy and friendly work culture, which further translates into better productivity
among employees.
 Compliance: HR professionals work towards making the organisation compliant
with employment laws, as well as maintaining records of hiring processes and
applicants’ log.

ROLE OF HRM

1. Advisory Role: HRM advises management on the solutions to any problems affecting
people, personnel policies and procedures.

(a) Personnel Policies: Organization Structure, Social Responsibility, Employment

Terms & Conditions, Compensation, Career & Promotion, Training & Development
and Industrial Relations.

(b) Personnel Procedures: Relating to manpower planning procedures, recruitment

and selection procedures, and employment procedures, training procedures,
management development procedures, performance appraisal procedures,
compensation procedures, industrial relations procedures and health and safety
procedures.

2. Functional Role: The personnel function formulates personnel policies in accordance

with the company’s doctrine and management guidelines. It provides guidance to
managers to help them ensure that agreed policies are implemented.

3. Service Role: Personnel function provides personnel services. These services

constitute the main activities carried out by personnel department, like payroll,
disciplinary actions, etc, and involve the implementation of the policies and procedures
described above.

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Duties/Responsibilities of HR Manager:

 Partners with the leadership team to understand and execute the organizations human
resource and talent strategy particularly as it relates to current and future talent needs,
recruiting, retention, and succession planning.

 Provides support and guidance to HR generalists, management, and other staff when
complex, specialized, and sensitive questions and issues arise; may be required to
administer and execute routine tasks in delicate circumstances such as providing
reasonable accommodations, investigating allegations of wrongdoing, and
terminations.

 Manages the talent acquisition process, which may include recruitment, interviewing,
and hiring of qualified job applicants, particularly for managerial, exempt, and
professional roles; collaborates with departmental managers to understand skills and
competencies required for openings.

 Analysis trends in compensation and benefits; researches and proposes competitive

base and incentive pay programs to ensure the organization attracts and retains top
talent.

 Creates learning and development programs and initiatives that provide internal
development opportunities for employees.

 Oversees employee disciplinary meetings, terminations, and investigations.

 Maintains compliance with federal, state, and local employment laws and regulations,
and recommended best practices; reviews policies and practices to maintain
compliance.

 Maintains knowledge of trends, best practices, regulatory changes, and new

technologies in human resources, talent management, and employment law.

14
 TRAINING AND DEVELOPMENT
1.6 Introduction:

The main aim behind this to explore the effects of training and development on the employee’s
performance and productivity of employees the contemporary business organization are now
in rapidly changing environment in contributing to the overall goal of the organization training
and development processes are implemented to improve the performance of the employees.
Performance refers to the accomplishment of something or mere working effectiveness. For
the organization, training and development leads to improve profitability while cultivating
more positive attitudes toward profit orientation. Training and development is defined as the
planned learning experiences that teach employees how to perform current and future jobs.

Training and development play an important role in the effectiveness of organisations and to
the experiences of people in work. Training has implications for productivity, health and safety
at work and personal development. All organisations employing people need to train and
develop their staff. Most organisations are cognisant of this requirement and invest effort and
other resources in training and development. Such investment can take the form of employing
specialist training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining space
and equipment.

It also means that operational personnel, employed in the organisation’s main business
functions, such as production, maintenance, sales, marketing and management support, must
also direct their attention and effort from time to time towards supporting training development
and delivery.

This means they are required to give less attention to activities that are obviously more
productive in terms of the organisation’s main business. However, investment in training and
development is generally regarded as good management practice to maintain appropriate
expertise now and in the future.

Definition:

Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational process

15
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of the employees.

Good & efficient training of employees helps in their skills & knowledge development, which
eventually helps a company improve.

Training is about knowing where you are in the present and after some time where will you
reach with your abilities. By training, people can learn new information, new methodology and
refresh their existing knowledge and skills.

Due to this there is much improvement and ads up the effectiveness at work. The motive behind
giving the training is to create an impact that lasts beyond the end time of the training itself and
employee gets updated with the new phenomenon. Training can be offered as skill development
for individuals and groups.

Organizational Development is a process that “strives to build the capacity to achieve and
sustain a new desired state that benefits the organization or community and the world around
them.”

1.7 Relation between Training and Development:

There is a relation between training and development, and there is clear difference between
the two based on goals to be achieved. Development is made to answer the training
problems:

TRAINING DEVELOPMENT
Training is meant for operatives Development is meant for executives
It is reactive process It is pro- active process
AIM: To develop additional AIM: To develop the total personality
skills
It is short term process It is continuous process
OBJECTIVE: To meet the OBJECTIVE: To meet the future need of an
present need of an employee employee
Initiative is taken by the Initiative is taken by an individual.
management

16
1.8 Importance of Training and Development :

For companies to keep improving, it is important for organizations to have continuous training
and development programs for their employees. Competition and the business environment
keeps changing, and hence it is critical to keep learning and pick up new skills. The importance
of training and development is as follows:

Optimum Utilization of Human Resources:

Training and Development helps in optimizing the utilization of human resource that further
helps the employee to achieve the organizational goals as well as their individual goals.

Development of Human Resources:

Training and Development helps to provide an opportunity and broad structure for the
development of human resources technical and behavioural skills in an organization. It also
helps the employees in attaining personal growth.

Development of skills of employees:

Training and Development helps in increasing the job knowledge and skills of employees at
each level. It helps to expand the horizons of human intellect and an overall personality of the
employees.

Productivity:
Training and Development helps in increasing the productivity of the employees that helps the
organization further to achieve its long-term goal.

Profitability:
Training and Development leads to improved profitability and more positive attitudes towards
profit orientation.

17
Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organisational policies.

Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.

1.9 Advantage of training and development:

 Proper training and development can remove bottle-necks in operations.

 New & improved job positions can be created to make the organization leaner.

 Keeps employees motivated and refreshes their goals, ambitions and contribution
levels.

 Helps employees develop new skills and increases their knowledge.

 Improves efficiency and productivity of the individuals as well as the teams.

1.10 Disadvantage training and development:

Risk behind training and development are mentioned below:

1. It is an expensive process which includes arranging the correct trainers and engaging
employees for non-revenue activities.

2. There is a risk that after the training and development session, the employee can quit the job.

18
Training and Development Process:

Training and development is a continuous process as the skills, knowledge and quality of work
needs constant improvement. Since businesses are changing rapidly, it is critical that
companies focus on training their employees after constantly monitoring them & developing
their overall personality.

1.10 Steps for training and development processes are:

 Determine the need of training and development for individuals or teams.

 Establish specific objectives & goals which need to be achieved.

 Select the methods of training.

 Conduct and implement the programs for employees

 Evaluate the output and performance post the training and development sessions.

 Keep monitoring and evaluating the performances and again see if more training is
required.

Hence, this concludes the definition of Training and Development along with its overview.
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. Training and development
is the process of providing opportunities for employees to gain the knowledge and experience
they require to perform their job.

19
Steps in the Training & Development Process:

Employees are the investment in the business. Whether they are new to the company or
seasoned workers, providing opportunities for them to grow professionally is essential to the
success of business. That's where a training and development process comes in.
The training and development process is a systemic approach aimed at improving the
performance and outcomes of individuals and groups within the business. While most
managers and owners understand the importance of a quality training and development process,
many lack the tools and knowledge to create and implement a plan of action.

Step One: Identify the Need

Employees have different needs. Whether those needs are individual or as a specific group
within the company, its job to identify those needs before you design a training or development
program.

If the training is for new employees, they will need an introduction to the company culture,
policies and procedures. Once they have completed this training, they will move on to job-
specific training for their roles in the business.

This step will need to have several different training programs in place.
If the training is for existing employees who are cross-training or moving to different positions
within the company, they can go through the same job-specific training as new employees.

Step Two: Plan the Training and Development Process

Once identified the need, decide which information you plan on delivering. If already having
clear business and managerial goals in place, use this information to help develop the program.
Ensure the goals align with the training and development process.
The next step is to design the process of hiring and training new employees, which includes
initial on boarding tasks and review of the company’s policies and procedures. Finally, create
the curriculum or materials for training employees on their job-specific duties.

20
Step Three: Implementing the Training and Development Plan

Having an excellent training and development process on paper is a start. But it’s how you
deliver the information that matters. Depending on your type of business, this process may take
place in-house, online or off-site at a corporate headquarters.

Step Four: Track the Progress

An effective training and development program always involves follow-up. Start tracking an
employee as soon as they complete the initial training and development program. Tracking
helps to determine if the employee understands his or her role and employer expectations, and
gives you feedback on the process so you can make adjustments, if necessary. You should also
track progress on existing employees who go through a new training program.
By training and developing workers, you can increase productivity, reduce employee turnover
and decrease the need for supervision.

1.11 Types of Training:

• Health and safety.

• Induction.
• Communication skills.
• Problem-solving skills.
• Team working.
• Ability to improve personal learning and performance.
• Motivation, judgement and leadership skills.

1.12 Formats of Training:

 There are three types of training and development formats.

 On the job training
 On site, but not on the job training

21
  Off the job Training

1.13 Objectives of training and development

1. Increased Productivity
2. Quality Improvement
3. Learning time Reduction
4. Safety First
5. Labour Turnover Reduction
6. Keeping yourself Updated with Technology
7. Effective Management

Let’s discuss all of the above mentioned objectives:

1. Increased Productivity

For any company, keeping the productivity at its peak is as important as getting in new
customers for business. Since even a slightest of the disturbance can take the business to the
brink of huge losses. Moreover, to tackle with the immensely growing competition in the target
market, it is important for one to increase the productivity of its workers while reducing the
cost of production of the products. So, that’s where the training comes as a savior of the
company, jumps in the scenario and takes it out of the dangers bravely.

Training takes the current capabilities of the workers of a brand, polishes it and makes them
learn and devise new and effective methods of doing the same thing, in a repeated manner. In
other words, the training, if done in a proper way, can give your business a whole new look
with a much powerful base as experienced workers at its core.

2. Quality Improvement

Improving the quality of the product is obviously one of the main objectives of training and
development since it’s not like those times when customers weren’t such quality conscious.
Today’s customer knows what’s better for him and what’s not. Simply said, those old methods
of some sweet talk and business won’t work for much long, because once they know the reality

22
behind the curtains through the services and products quality, they will leave the company as
it is without giving it, even, a second thought.

3. Learning time Reduction

Keeping an eye on the learning capabilities of employees, and providing them the help which
they need, can be highly beneficial in longer runs. This capability of theirs’ is what that
determines how quickly an employee grabs the newly discovered fact and so, shape the future
products on this discovery. The weaker the capability, the harder it is to learn. But this scenario
can also be supported by the usage of proper learning material and experienced instructors who
prefer real-life experience than cramming. So, reducing the learning time is also one of the
main objectives of training and development.

4. Safety First

Safety of anyone, either he is a worker, an officer or even a customer, is not something that can
be taken lightly, especially in cases, where one knows that even a minute mistake can even lead
to life threats. Therefore, providing the knowledge, for using the equipment in a proper way
and creating the life-friendly product, also belongs to one of the major objectives of training
and development. The higher, the employees are better at handling equipment, the better it is
both for the company and for the workers.

5. Labour turnover Reduction

No business can flourish well while it is regularly turning over its workforce since it is obvious
that every new workforce will require some time to understand the type of work, its principle
and safety precautions, which lead to decreased productivity. Moreover, it also diminishes the
feeling of self-confidence among the workers, and this really isn’t a good thing.

On the contrary, training ensures that the company doesn’t need to turn over its workforce
again and again because it prepares the employees to face any situation which proves helpful
in bringing in the feeling of workers. Therefore, the workforce feels safe and secure at a
particular job.

23
6. Keeping oneself Updated with Technology

Computers and mobile phones are the miracles of the past but the world of today is far more
advanced than that. It’s time for latest technologies capable of connecting the world in just a
blink of an eye. Now, earthlings are trying to reach far off planets to get information about the
life force present there. Newer technologies are rolling in and we could continue to list it down
but we haven’t got time for that.

Training and education to the employees keep them updated with the latest of the additions to
the technologies, methods, techniques and processes. Since it also opens a new gateway for
them to look for a way which is greater in productivity and efficiency but decreases the need
of manual work immensely.

7. Effective Management

One of the primary objectives of training and development process is to give rise to a new and
improved management which is capable of handling the planning and control without any
serious problem. With the knowledge and experience gathered through training, acting as the
guiding light for this newly shaped management, it lets them handle the tough decisions and
confusing realities thus opening the way for bigger and better opportunities for business for the
cause of the brand.

1.13 Need of study:

 Main purpose is to classify the impact of training and development on employee’s

performance and productivity.

 To help the organisation to prepare its employees for better performance and
productivity and to enhance skills and knowledge to do their job.

 This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks.

24
 Training and development program help the employees to work effectively and
efficiently in the organisation.

 The outcomes of this research will help and support the organisation to identify the
Training and Development factors that influence the employee performance in the
organizations.

 On the other hand, the research will be helpful in the department of human resource of
every organizations which are trying to increase the productivity of their employees.

 A training program allows to strengthen those skills that each employee needs to
improve.

 A development program brings all employees to a higher level so they all have similar
skills and knowledge.

 Training and development of employees is a costly activity as it requires a lot quality

inputs from trainers as well as employees. But it is essential that the company revises
its goals and efficiencies with the changing environment. Here are a few critical reasons
why the company endorses training and development sessions.

 When management thinks that there is a need to improve the performances of

employees.

 To set up the benchmark of improvement so far in the performance improvement effort.

 To train about the specific job responsibility and skills like communication
management, team management etc.

 To test the new methodology for increasing the productivity.

25
The purpose of the training and development function is to:

 Organize and facilitate learning and development.

 Expedite acquisition of the knowledge, skills, and abilities required for effective job
performance.

 Provide employees with career growth opportunities consistent with corporate goals,
objectives, and strategies.

 Training and employee development programs are designed to be effective, efficient,

and timely, using sources, methods, and strategies consistent with the following goals:
 Ensure the availability of human resources to meet present and future organizational
needs.

 Ensure linkage with corporate goals and business strategies.

 Provide learning experiences that are responsive to the training and development needs
of Postal Service employees.

 Make instruction timely, using the most cost-effective methods.

 Reduce organizational training costs while increasing learner retention and proficiency.

 Training and development help companies to improve the quality of work done by their
employees.

 Training programs concentrate on specific areas. There by improving the quality of

work in that area.

 Every employee who takes development program becomes better at his job.

 Training provides perfection and required practice, therefore employee’s area able to
develop them professionally.

26
  Through training and development the employee is up to date with new technology and
the fear of being thrown out of the job is reduced.

 Training and development programs greatly help new employees to get accustomed to
new methods of working, new technology, the work culture of the company etc.

 Training and development program clearly identifies and teaches employees about the
different risk involved in their job, the different problems that can arise and how to
prevent such problems. This helps to improve the health and safety measures in the
company.

1.14 Objectives of the study:

The main objective of the study is to gain some practical knowledge regarding the function of
Carlisle brake and friction which is necessary to fully understand the primary function.

The other objectives are:

1. To study the importance of the Training and Development.

2. To study the roles of Training and Development programme.

3. To study the process and functions of Training and development in Carlisle brake and
friction.

4. To explore the methodology and types of training provided to the employees in Carlisle
brake and friction.

5. To study the process, purpose, principle, functions of the post training evaluation.

6. To study the different types of methods / techniques used to evaluate the training.

27
7. To study the level of evaluation.

8. To study the relevance of the post training evaluation / feedback for the employees as
well as Carlisle brake and friction.

9. To know the challenges in training and development by Carlisle brake and friction.

28
 CHAPTER - II
COMPANY PROFILE

29
1920'S

Henry Ford called on us to develop the transmission linings for his Ford Model T. Carlisle
product technologies were OE standard on the world's first mass produced street cars.
When in 1924, founder Samuel K. Wellman perfects and begins producing transmission
linings for the Model “T”.

1930'S

In addition to their successful aircraft tire business, the Goodyear Tire Com pany
manufactured brake products. In 1935 Carlisle developed a new kind of aircraft brake
friction, sintered metal brake discs. At this time, Carlisle began manufacturing and
supplying this new sintered metal friction material for use in Goodyear aircraft brakes.

1940'S

As the Second World War approached and government agencies continued to increase
manufacturing efforts for military tanks and ground transport vehicles, they realized that
they needed a better performing and longer lasting brake solution. Carlisle sintered
metallic friction products were tested and approved for production, and in 1940, Carlisle
became a manufacturer of braking products for the military.

1950'S

During the 1950's, Carlisle supplied brakes for the first generation of CAT mining trucks
and became the first supplier to adapt the expander tube brake.

30
Originally designed for use on a military aircraft, the expander tube brake became a
widely popular solution for use on a leading construction equipment manufacturer’s large
wheel loader.

1960'S

During the 1960's, Carlisle patents a wet type friction material called HDT and begins
producing clutch buttons. In 1969, Carlisle licenses Frendo-Abex in Italy and builds a
new plant. It was during this time that Carlisle became known as the ind ustry leader in
adapting calliper disc brakes for use on the world's leading construction equipment
OEM's, off-highway applications.

1970'S

In 1975, Carlisle introduced high-density paper friction discs in response to the emerging
demands for wet brake system technologies. Today Carlisle offers a wide range of motion
control solutions including complete hydraulic brake systems and superior friction
material components for wet brake, dry brake, clutch and transmission applications. When
you pass a construction site, chances are you will see machinery equipped with Carlisle
product.

1980'S

During the 1980's, Carlisle is among the first group of suppliers approved by the CAT
quality audit team. By the late 1980's, Carlisle develops a range of non-asbestos friction
materials and establishes manufacturing facilities in Bloomington, Indiana and Sorocaba,
Brazil. In 1989, the Friction Products Group is acquired by the Hawk Corp.

1990'S

Carlisle Industrial Brake originates from BF Goodrich off-highway brake division, when
in 1990, Carlisle Companies, Inc acquires BF Goodrich off - Highway Braking Systems.
Included in the acquisition were manufacturing facilities in Zevenaar, Netherlands,
Sorocaba, Brazil, and a joint venture with Yokohama Rubber located in Atsugi, Japan.

31
2000'S

In 2005, Carlisle acquires the off-highway braking assets of Arvin Meritor. This
acquisition includes the Meritor, Rockwell, and Goodyear brake product lines
manufactured a facility in York, South Carolina, in addition to the Meritor and Lucas
Grilling brake and actuation product lines manufactured at a facility in Cwmbran, Whales.

2010'S

Carlisle purchased the Hawk Corporation in 2010, adding advanced wet and dry friction
materials to its portfolio, including Hawk Performance disc pads and Well man wet disc
products. Hawk/Wellman has a long history that includes providing the first brake pads
for the Ford Model T.

2016

Carlisle started their own manufacturing unit in India, Tamilnadu at Sriperumbudur and
doing exports of its various products across the Globe.

32
 CHAPTER - III A
REVIEW OF LITERATURE

33
3A.1 Review of literature

According to Easter by-Smith (1999) Training and Development basically deals with the
acquisition of understanding, know-how, techniques and practices.
In fact, training and development is one of the imperatives of human resource
management as it can improve performance at individual, collegial and organizational levels.
As the process of ‘increasing one’s capacity to take action, organizations are now increasingly
becoming particular with organizational learning and therefore collective development.
Organizational learning, on the other hand, refers to the “efficient procedure to process,
interpret and respond to both internal and external information of a predominantly explicit
nature, the emergence of the concept of
organizational learning is central on the hitherto idea that prior advocacies of learning are
tended to its commercial significance and are lacking of empirical information on learning
processes.
Strategically, organizational learning, which makes use of training and development as
one of the several responses, deals with the acquisition of understanding, know-how,
techniques and practices.
These intellectual intangibles can be translated into an organizational resource through
the people that acquire, infer and utilize such towards the achievement of the organization-
wide training and development (Armstrong, 2006).
Training and development are planned learning experiences which teach employees how
to perform current and future jobs more effectively.
Sims (2002) emphasizes that training focuses on present jobs while development prepares
employees for possible future jobs. Basically, the objective of training and development is to
contribute to the organization's overall goal.
Closing the skills gap is now a critical area of human resource development for
organizations to continuously penetrate the market.
Skills gap basically threatens the productivity and competitiveness both in organizational
and operational levels.
This requires that human resource management professionals should start the cultivation
of the workforce from the recruitment period.

34
However, this is not easy considering that there are specific works which require customization
of skills and that not all newly hired employees acquire social skills aside from the basic skills.
In responding to the challenges of the skills gap and skills deficiency, HR professionals
have to develop programs that will address the problem (Sims, 2006).
Building the organization hence is an imperative for the existence and survival of
modern organizations. Consistently, companies are investing on their internal customers or
employees thus taking advantage of the human capital management.
Sense of ownership is also important, requiring HR professionals to develop strategies that will
ensure superior knowledge, skills and experience to settle within the workforce.
Learning activities shall put skills enhancement and development assignments at its core as
well as empowerment and career development.
This is lifelong learning which guide the organizations particularly human resource department
to make an ongoing investment with organizational members and help them build their
competencies (Sims, 2006).
The purposes of learning from the employee perspective are basically to acquire skills and
knowledge to do the job and to gain promotion and advance career.
In facilitating career changes, training and development also caters for the personal and
professional developments of the employees. Learning can be defined as knowledge obtained
by self-directed study, experience, or both; the art of acquiring knowledge, skills,
competencies, attitudes, and ideas retained and used; or a change of behaviour through
experience ( Maycunich 2000).
Senge (1990) believes that learning has little to do with taking in information; rather it
is a process that enhances capacity.
Learning is about building the capacity to create that which one
Previously could not create.
Regardless of individual differences and whether a trainee is learning a new skill of
acquiring knowledge of a given topic, the person should be given opportunity to practice what
is being taught.
Practice is also essential after the individual has been successfully trained (Sims 1990).
There are two aspects of practice – active practice and over learning.
Active learning allows the trainees to perform the task repeatedly or use the knowledge
being learned.

35
 Over learning occurs when trainees are given the opportunity to practice far beyond the
point where the task becomes ‘second nature’ and is said to be ‘over learned’.
The fifth and most important of all which will give life to other four is application because
training is useless unless learning can be applied.
Thereby, training and development is beneficial not just for the organization itself but
also to the individual employees. On the one hand, training and development leads to improved
profitability and/or more positive attitudes toward profit orientation, improves the job
knowledge and skills at all levels of the organization, improves the morale of the workforce
and helps the employees identify with organizational goals (Sims, 1990).
On the other, training and development benefits individual employees through helping
them make better decisions and effective problem solving, assisting in encouraging and
achieving self-development and self-confidence, helping an employee a person handle stress,
tension, frustration, and conflict, increasing job satisfaction and recognition and moving the
person toward personal goals while improving interaction skills.

36
CHAPTER - III B
METHODOLOGY

37
3B.1 Research Methodology:
MEANING OF RESEARCH:

Research as “the manipulation of things, concepts of symbols for the purpose

of generalizing to extend, correct or verify knowledge, whether that knowledge aids in
construction of theory or in the practice of an art.” The Research Methodology followed for
further work can be primarily classified into two stages namely Exploratory and Descriptive.
The stepwise details of the research are as follows:
This consists of mainly a descriptive style investigation to find out impact of
Training & Development on employees performance and productivity. The present research
study is descriptive by nature.

Descriptive Study:

After carrying out initial Exploratory studies to bring clarity on the subject under
study, Descriptive study will be carried out to know the actual Training and Development
method being followed. After this I get to know the importance of training and development
and its impact on employee’s performance and productivity. The tools used to carry out
Descriptive study included both monitoring and Interrogation.

Collection of data:

Collection of data began when the research topic was finalized and research plan was
chalked out. Data are collected from primary source. The primary data was collected through
questionnaire, informal discussions, and it is interpreted.

Data collection:

The data is collected mainly by the following method:

 Primary data
 Secondary data

38
Primary data:

Primary data is a type of data that is collected by researchers directly from main
sources through interviews, surveys, experiments, etc. Primary data are usually collected from
the source where the data originally originates from and are regarded as the best kind of data in
research.

Merits of primary data:

 Degree of accuracy is quite high.

 It does not require extra caution.

 It depicts the data in great detail.

 Primary source of data collection frequently includes definitions of units used.

 For some investigations, secondary data are not available.

Demerits of primary data:

 Collection of data requires a lot of time.

 It requires lot of finance.

 In some enquiries it is not possible to collect primary data.

 It requires a lot of labour.

Sampling techniques:

Sampling helps a lot in research. It is one of the most important factors which
determines the accuracy of your research/survey result. If anything goes wrong with your
sample then it will be directly reflected in the final result. There are lot of techniques which help
us to gather sample depending upon the need and situation.

Sample design:

Samples were collected from the employees of the Carlisle brakes and friction in
which the total respondents are 60. Sample area is collected at sriperumbathoor in Chennai city.

39
 CHAPTER - IV
DATA ANALYSIS
AND
INTERPRETATION

40
DATA ANALYSIS AND INTERPRETATION:

Data analysis is the process of inspecting, cleansing, transforming,

and modelling data with the goal of discovering useful information, informing conclusions,
and supporting decision-making. Data analysis used in different business, science, and social
science domains. In today's business world, data analysis plays a role in making decisions
more scientific and helping businesses operate more effectively.

AGE OF THE RESPONDENTS

Age No. of respondents Percentage

Less than 25 18 30
25-30 18 30
30-35 10 16.6
More than 35 14 23.4
Total 60 100
Table No. 4.1

Chart No. 4.1

Age of respondents

23%
30%
Less than 25
25-30
17%
30-35
30%
More than 35

Interpretation:
30% of the employees are in the category of 25-30 age of group, 30% are less than
25 age of groups, 23% are more than 35 and 17% are in the category of 30-35 age of group.

41
 CONDUCTING TRAINING PROGRAMME

Table No. 4.2

Opinion of the respondents No. of respondents Percentage
Yes 60 100
No 0 0
Total 60 100

Chart No. 4.2

CONDUCTING TRAINING PROGRAMME

Yes No
100
100

90

80

70 60

60

50

40

30

20
0 0
10

0
No. of respondents Percentage

Interpretation:

100% of the employees have voted yes for, is organization conducting training
programme frequently.

42
.

OPTIMUM TOWARDS TRAINING

Table No. 4.3

Opinion of the respondents No. of respondents Percentage
Yes 60 100
No 0 0
Total 60 100

Chart No. 4.3

Opinion Towards Training

100
90
80
70
60
50
40
30
20
10
0
Yes No Total

No. of respondents Percentage

Interpretation:

100% of the employees have voted yes for, attending any training program.

43
 NO. OF TRAINING PROGRAMMES CONDUCTED IN A YEAR
Table No. 4.4
Opinion of the respondents No. of respondents Percentage
2 10 16.67
2 to 3 16 26.67
3 to 4 22 36.67
More than 5 12 20
Total 60 100

Chart No. 4.4

No. of Training programme are conducted in a

year

20% 17%

2
2 to 3
27%
3 to 4
36%
More than 5

Interpretation:
36.67% of the employees have voted 3 to 4 training programs conducted in a
year, 26.67% have voted 2 to 3 training programs conducted in a year, 20% have voted
more than 5 training programs conducted in a year and 17% of them have voted 2
training programs conducted in a year.

44
 NO. OF TRAINING PROGRAMME ATTENDEND BY THE
RESPONDENTS
Table No. 4.5
Opinion of the respondents No. of respondents Percentage
2 16 26.67
2 to 3 10 16.67
3 to 4 24 40
More than 5 10 16.67
Total 60 100

Chart No. 4.5

No. of Training programme attended by the respondents

More than 5

3 to 4

2 to 3

0 5 10 15 20 25 30 35 40 45

Percentage No. of respondents

Interpretation:
40% of the employees have attended 3 to 4 training programs, 26.67% have
attended 2 training programs, 16.67% have attended more than 5 training programs and
16.67% of them have attended 2 training programs.

45
 TRAINING EFFECTIVENESS

Table No. 4.6

Opinion of the respondents No. of respondents Percentage
Yes 52 86.67
No 8 13.33
Total 60 100

Chart No. 4.6

Training Effectiveness
100

90

80

70

60

50

40

30

20

10

0
No. of respondents Percentage

Yes No

Interpretation:

86.67% of the employees have voted yes for training session as helped to
improve working efficiency and 13.33% of the employees have voted No for training
session as helped to improve working efficiency.

46
 SATISFACTION SUMMARY

Table No. 4.19

Opinion of the respondents No. of respondents Percentage
Satisfied 45 75
Not satisfied 2 3.33
Average 13 21.67
Total 60 100

Chart No. 4.7

SATISFACTION SUMMARY
Satisfied Not satisfied Average

22%

3%

75%

Interpretation:

75% of the employees have voted that they have satisfied with the information
provided by the trainer during the training session, 3.33% of the employees have voted
that they have not satisfied with the information provided by the trainer during the
training session, 21.67% of the employees have voted for average.

47
 TRAINING MAENTHODS

Table No. 4.8

Opinion of the respondents No. of respondents Percentage
Only theory 12 20
Only practical 12 20
Both theory & practical 36 60
Total 60 100

Chart No. 4.8

Training Methodology

70

60

50

40

30

20

10

0
Only theory Only practical Both theory & practical

No. of respondents Percentage

Interpretation:

60% of the employees have voted both theory and practical, 20% of the
employees have voted only for theory, 20% of the employees have voted only for
practical.

48
 TRAINERS CAPABILITY

Table No. 4.9

Opinion of the respondents No. of respondents Percentage
Yes 49 81.67
No 11 18.33
Total 60 100

Chart No. 4.9

Trainers Capability

Percentage

No. of respondents

0 10 20 30 40 50 60 70 80 90

No Yes

Interpretation:

86.67% of the employees have voted yes for clearing doubts by the trainer and
18.33% of the employees have voted No for clearing doubts by the trainer.

49
 IMPLEMENTATION TIMELINESS

Table No. 4.10

Opinion of the respondents No. of respondents Percentage
Less than 1 month 11 18.33
1-2 months 18 30
2-4 months 23 38.33
More than 4 months 8 13.34
Total 60 100

Chart No. 4.10

Implementation Timeliness

Percentage

No. of respondents

0 5 10 15 20 25 30 35 40

More than 4 months 2-4 months 1-2 months Less than 1 month

Interpretation:
38.33% of the employees have voted for 2-3 months to implement the
training process, 30% of the employees have voted for 1-2 months to implement the
training process, 18.33% of the employees have voted less than 1 month to implement
the training process 13.33% of the employees have voted for more than 5 months to
implement the training process.

50
 TRAINING TYPES

Table No. 4.11

Type No. of respondents Percentage

On the job 42 70
Off the job 12 20
On site, but not on the 6 10
job training
Total 60 100

Chart No. 4.11

Training Types
80

70

60

50

40

30

20

10

0
On the job Off the job On site, but not on the job training

No. of respondents Percentage

Interpretation:

70% of the employees have preferred on the job training, 20% of the employees
have preferred off the job training, 10% of the employees have preferred on site, but not
on the job training.

51
 TRAINING UTILIZATION

Table No. 4.12

Opinion of the respondents No. of respondents Percentage
Yes 53 88.33
No 7 11.67
Total 60 100

Chart No. 4.12

Training Utilisation
100

90

80

70

60

50

40

30

20

10

0
No. of respondents Percentage

Yes No

Interpretation:

88.33% of the employees have voted yes for utilizing the training skills and
knowledge acquired through training programme and 11.67% of the employees have
voted No for utilizing the training skills and knowledge acquired through training
programme.

52
 TRAINING EFFICIENCY

Table No. 4.13

Opinion of the respondents No. of respondents Percentage
Yes 51 85
No 9 15
Total 60 100

Chart No. 4.13

Training Efficiency

90

80

70

60

50

40

30

20

10

0
No. of respondents Percentage

Yes No

Interpretation:
85% of the employees think training and development programme
increase efficiency and 15% of the employees do not think training and development
programme increase efficiency.

53
 CAREER GROWTH

Table No. 4.14

Opinion of the respondents No. of respondents Percentage
Yes 45 75
No 5 8.34
Sometimes 10 16.67
Total 60 100

Chart No. 4.14

Career Growth

17%

8%

Yes
No
75% Sometimes

Interpretation:
75% of the employees think career growth is based on various training,
8.34% of the employees do not think career growth is based on various training and
16.67% of the employees think career growth is sometimes based on various training.

54
 TRAINING METHODS

Table No. 4.15

Type No. of respondents Percentage
Coaching 11 18.33
Lectures 14 23.33
Workshops 35 58.34
Total 60 100

Chart No. 4.15

Training Methods
70

60

50

40

30

20

10

0
Coaching Lectures Workshops

No. of respondents Percentage

Interpretation:
58.34% of the employees have voted workshops for method followed
in the organization for training , 23.33% of the employees have voted lectures for
method followed in the organization for training and 18.33% of the have voted
Coaching for method followed in the organization for training.

55
 SATISFACTION INDEX

Table No. 4.16

Opinion of the respondents No. of respondents Percentage
Yes 44 73.33
No 14 23.33
Not responded 2 3.34
Total 60 100

Chart No. 4.16

Satisfaction index
4%

23%

Yes
No
73%
Not responded

Interpretation:
73.33% of the employees have voted yes for training provide job satisfaction,
23.33% of the have voted no for training provide job satisfaction and 3.34% of the
employees did not responded.

56
 POSITIVE ATTITUDE

Table No. 4.17

Opinion of the respondents No. of respondents Percentage

Yes 51 85
No 9 15
Total 60 100

Chart No. 4.17

Positive Attitude
90

80

70

60

50

40

30

20

10

0
No. of respondents Percentage

Yes No

Interpretation:
85% of the employees think that training and development brings positive
attitude in employees and 15% of the employees do not think that training and
development brings positive attitude in employees.

57
 EFFECTIVENESS MONITORING

Table No. 4.18

Type No. of respondents Percentage
Through skill matrix 15 25
Individual key 7 11.66
performance indicators
All the above 38 63.34
Total 60 100

Chart No. 4.18

Effectiveness Monitoring

25%
Through skill matrix

63% Individual key performance

12%
indicators
All the above

Interpretation:
63.34% of the employees have voted both skill matrix and individual key
performance indicators for monitoring the effectiveness of training programme, 25%
of the employees have voted skill matrix for monitoring the effectiveness of training
programme and 11.66% of the employees have voted individual key performance
indicators for monitoring the effectiveness of training programme.

58
 NO. OF RESPONDENTS FOR FEEDBACK

Table No. 4.19

Opinion of the respondents No. of respondents Percentage
Yes 45 75
No 15 25
Total 60 100

Chart No. 4.19

Feedback

Percentage

No. of respondents

0 10 20 30 40 50 60 70 80

No Yes

Interpretation:
75% of the employees have voted yes for feedback is collected after the
training programme and 25% of the employees have voted no for feedback is collected
after the training programme.

59
 CHAPTER - V
FINDINGS, SUGGESTIONS
&
CONCLUSION

60
5.1 FINDINGS:

 Here the majority 30% of the employees are in the category of less than 25 age
of groups.

 Here the majority 100% of the employees have voted yes for organization
conducting training programme frequently.

 Here the majority 100% of the employees have voted yes for, attending any
training program.

 Here the majority 36.67% of the employees have voted 3 to 4 training programs
conducted in a year.

 Here the majority 40% of the employees have attended 3 to 4 training programs.

 Here the majority 86.67% of the employees have voted yes for training session as
helped to improve working efficiency.

 Here the majority 75% of the employees have voted that they have satisfied with
the information provided by the trainer during the training session.

 Here the majority 60% of the employees have voted both theory and practical.

 Here the majority 86.67% of the employees have voted yes for clearing doubts
by the trainer.

 Here the majority 38.33% of the employees have voted for 2-3 months to
implement the training process.
 Here the majority 70% of the employees have preferred on the job training.

 Here the majority 88.33% of the employees have voted yes for utilizing the
training skills and knowledge acquired through training programme.

61
  Here the majority 85% of the employees think training and development
programme increase efficiency.

 Here the majority 75% of the employees think career growth is based on various
training.

 Here the majority 58.34% of the employees have voted workshops for method
followed in the organization for training.

 Here the majority 73.33% of the employees have voted yes for training provide
job satisfaction.

 Here the majority 85% of the employees think that training and development
brings positive attitude in employees.

 Here the majority 63.34% of the employees have voted both skill matrix and
individual key performance indicators for monitoring the effectiveness of
training programme.

 Here the majority 85% of the employees have voted yes for feedback is collected
after the training programme.

OBSERVATION:

All the training programme effectiveness have been monitored very effectively
across the functions in the organization. It is evident that the feedback mechanism is working
smoothly and the loop is getting closed with actions.

5.2 SUGGESTIONS:

 The implementation of the learning is taken 3 to 4 months it can be improved less than
2 months.
 On the job training can be improved to 50%
 The number of training programme can be improved based on the needs with clear
yearly target of Training hours.

62
5.3 CONCLUTION:

As the increase of concentration on administrative management during

these years, HRM plays a more important role in managing an organization, such as the effects
of HRM on innovation, ‘new way of working principles ‘for working relations and enhancing
employees’ capability. Training and Development is an important aspect of HRM.

It is important for organization to get skilled and capable employees for better
performance, and employees will be than competent when they have the knowledge and skill
of doing the task. Training and Development would provide opportunities to the employees to
make a better career life and get better position in organization. In doing so, organizations
efficiency would be increased.

On the other hand, employees are the resources and assets of an organization if
they are skilled and trained would perform better than those who are unskilled and untrained.

Therefore, the purpose of this study was to find out the relationship between
Training and Development and Employees’ performance and Productivity. 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.

63
ANNEXURE

64
BIBLIOGRAPHY:

 Armstrong, M. (2006). A Handbook of human resource management practice.

 Hashim, M. (2013).”A Guide to Human Resource Management: Basic concepts.
 TRAINING_and_DEVELOPMENT_TARINING_AND_DE-58969202.pdf -- MR.
BIBIN BIJU

REFERENCE:

 www.google.com
 www.wikipedia.com
 www.carlislecbf.com

65
 QUESTIONNAIRE
What is your name? _______

What is your age?

o Less than 25
o 25 – 30
o 30 – 35
o More than 35

Is your organisation conducting training programmes frequently?

o Yes
o No

Have you attend any training programmes?

o Yes
o No

How many training programmes are conducted in a year?

o 2
o 2 to 3
o 3 to 4
o More than 5

How many training session have to attend?

o 2
o 2 to 3
o 3 to 4
o More than 5

66
Do you think the training session as helped to improve your working efficiency?

o Yes
o No

Are you satisfied with the information provided by the trainer during the training
session?

o Satisfied
o Not satisfied
o Average

Will the training session include only theory or even the practical?

o Only theory
o Only practical
o Both theory and practical

Does the trainer clear your doubts regarding the topic?

o Yes
o No

How long it will take to implement the training process?

o Less than 1 month

o 1 – 2 months
o 2 – 4 months
o More than 4 months

Which type of training is given to the employees?

o On the job
o Off the job
o On site, but not on the job training

67
Are you utilising the training skills and knowledge acquired through training
programme?

o Yes
o No

Do you think training and development programme increase the efficiency?

o Yes
o No

Is your career growth is based on various training you attended?

o Yes
o No
o Some times

What are the methods followed for training in the organisation?

o Coaching
o Lectures
o Workshops

Does training and development provide job satisfaction?

o Yes
o No

Do you think training and development brings positive attitude in employees?

o Yes
o No

How the training programme effectiveness had been monitored?

o Through Skill Matrix

o Individual Key Performance indicators.

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 o All of the above

Is feedback is collected after the training program?

o Yes
o No

69