Altered PROJECT REPORT

PROJECT REPORT (MS100)
TRAINING AS A HRD TOOLS

A STUDY IN VARDHMAN TEXTILES
LIMITED BADDI (SOLAN)
SUBMITTED TO
INDIRA GANDHI NATIONAL OPEN UNIVERSITY,
DELHI
In the partial fulfillment of the requirements for qualifying
Master of Business Administration (MBA)
SUBMITTED BY: __________________________________________________
ENROLLMENT NO: _______________________________________________
COURSE: _________________________________________________________
UNDER THE GUIDANCE OF: _______________________________________
__________________________________________________________________
TABLE OF CONTENTS
Chapter No. Title Page No.
List of Tables 5
List of Abbreviations and Acronyms 6
1 Organization Profile 7-20
2 Meaning and Concept of Training 21-24
3 Research Methodology 25-30
4 Data Analysis and Interpretation 31-76
5 Findings, Suggestions and Conclusion 77-80
6 Bibliography 81
7 Questionnaire 82-85
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LIST OF TABLES
1. Employees Taken into Study……………………………………………………………57
2. Behavioral Needs across All Units……….……….……….……….….……….…….…58
3. Quality Improvement Needs across All Units……….……….…………….….………..60
4. Computer Skill Needs across All Units……….……….……….……………….………62
5. Years of Service at Industry (at Vardhman Textiles Ltd.) ……….………..….….….….66
6. Training Program Attendance……….……….……….……….……….……….……….67
7. Training Needs Based on HR Strategy……….……….……….……….…...….……….68
8. Training Needs from Performance Appraisals……….……….……….…...…..……….69
9. Extensive Training Program……….……….……….……….……….……..….……….70
10. Employee Placement Tools……….……….……….……….……….……….…...…….71
11. Usefulness of Training Program……….……….……….……….……….………..……72
12. Effect of Training Program in Job handling……….……….……….……….………….73
13. Impression about Training……….……….……….……….……….……….…………..74
14. Feedback about Training……….……….……….……….……….……….………..…...75
15. Training met the Stated Objective……….……….……….……….……….…………...76
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LIST OF ABBREVIATIONS AND ACRONYMS
INR – Indian Rupee
ISO – International Organization for
Standardization ERP – Enterprise Resource
Planning USD – United States Dollar
TQM – Total Quality Management
R&D – Research & Development
HRD – Human Resource Development
MIS – Management Information System
IR – Investor Relations
Q.C. Tools – Quality Control Tools
PDSA – Plan-Do-Study-Act
MS - Microsoft
TPM – Total Productive Maintenance
MDP – Management Development Program
5S – Sorting, Straitening, Systematic Cleaning, Standardizing, Sustaining
HOD’s – Head of Departments
ESOP – Employee Stock Ownership Plan
i.e. – that is
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Chapter 1
ORGANIZATION PROFILE
ABOUT VARDHMAN TEXTILES LTD
Vardhman Group is a leading textile conglomerate in India having a turnover of $1009 million.
Vardhman Textiles Limited's operating revenues range is over INR 500 Crores for the financial
year ending on 31 March, 2021. Spanning over 24 manufacturing facilities in five states across
India, the Group business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread,
Acrylic Fiber and Alloy Steel.
HISTORY
The industrial city of Ludhiana, located in the fertile Malwa region of Central Punjab is
otherwise known as the "Manchester of India". Within the precincts of this city is located the
Corporate headquarters of the Vardhman Group, a household name in Northern India. The
Vardhman Group, born in 1965, under the entrepreneurship of Late Lala Rattan Chand Oswal
has today blossomed into one of the largest Textile Business houses in India.
At its inception, Vardhman had an installed capacity of 14,000 spindles, today; its capacity has
increased multifold to over 10 lakhs spindles. In 1982 the Group entered the sewing thread
market in the country which was a forward integration of the business. Today Vardhman Threads
is the second largest producer of sewing thread in India. In 1990, it undertook yet another
diversification - this time into the weaving business. The grey fabric weaving unit at Baddi (HP),
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commissioned in 1990 with a capacity of 20,000 meters per day, has already made its mark as a
quality producer of Grey poplin, sheeting, and shirting in the domestic as well as foreign market.
This was followed by entry into fabric processing by setting up Auro Textiles at Baddi and
Vardhman Fabric at Budhni, Madhya Pradesh. Today the group has 1300 shuttleless looms and
has processing capacity of 90 million meters fabrics/annum.
In the year 1999 the Group has added yet another feather to its cap with the setting up of
Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint venture in Acrylic Fibre production
undertaken with Marubeni and Exlan of Japan. The company also has a strong presence in the
markets of Japan, Hong Kong, Korea, United Kingdom and European Union in addition to the
domestic market.
Adherence to systems and a true dedication to quality has resulted in obtaining the coveted ISO
9002/ ISO 14002 quality award which is the first in Textile industry in India and yet another
laurel to its credit.
PROFILE OF VARDHMAN GROUP OF INDUSTRIES
The Vardhman Group born in 1965, under the entrepreneurship of Late Sh. R.C.Oswal has today
blossomed into one of the largest textile business houses in India. At its inception, Vardhman
had an installed capacity of 14,000 spindles, today; its capacity has increased multifold to over
10 lakhs spindles. In the year 1986 the group entered the sewing thread market with its plant at
Hoshiarpur. Presently it is the second largest selling brand in India after Madura Coats. In the
year 1986 Vardhman acquired Mohta Special Steels, presently known as Vardhman special
steels, Ludhiana. The plants cater to the needs of Auto Part Manufactures. It has state of the art
technology for quality conscious alloys steels industries. Vardhman diversified further into
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weaving business with its plant at Baddi in the year 1992 with a capacity of 20000 meters per
day. This plant has already made its mark as a quality producer of Grey poplin/sheeting/shirting
in the domestic as well as foreign market and has grown into more than 100000 meters capacity
per day. The group also increased its dyeing capacity with a state of the art dyeing plant at Baddi
in the year 1994. It has dyeing capacity of 56 tons/day. Vardhman has added yet another plan at
Bharuch (Gujarat) with a view for backward integration. The plant produces Acrylic for internal
consumption as well as external demand. Installed capacity is 50 tons/day. This was followed by
foray into fabric processing with Auro Textiles at Baddi. The group presently has 16
manufacturing units located in Punjab, Himachal Pradesh, Gujarat and Madhya Pradesh.
Major Highlights of the Group:
 Largest Spinning capacity in the country.
 Largest exporter of cotton yarn from the country.
 Exporting to high quality conscious countries like Japan, Korea, Hong Kong, Italy,
Germany, USA, UK etc
 Largest consumer of acrylic fibre in India
 Number two sewing thread manufacture in India
 First textile company to obtain ISO 9000 certification in India.
 First Textile Company to have implemented ERP in the country.
 Winner of coveted Texprociln Silver Trophy" for outstanding performance in 100%

Export Oriented Unit for the year 2001 -02.
 Winner of the “Indian Cotton Mills Federation" Award for IT 'application in Textile
Industry.
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 The group is in the process of implementing Total Productive Maintenance in all it',
units.
The Vardhman group has the following product range:
 Sewing thread
 Dyed acrylic yarn
 Cotton tyre cord
 Hand knitting yarn
 Grey polyester cotton yarns
 Grey acrylic yarns
 Cotton hosiery yarns
 Cotton yarn exports
 Dyed polyester cotton yarn
 Gas Mercerized yarns and many more.
Presently the Vardhman Group turnover is USD 1000 million per annum with exports forming
USD 300 million per annum. The Group's HR philosophy is that employees are the most
valuable resource and development of business and of employees must go hand in hand; every
employee is special and unique in his own field and has infinite potential to make contribution-to
the organization. Presently the total manpower strength of the Group is about 30000.
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MISSION
Vardhman aims to be world class textile organization producing diverse range of products for the
global textile market. Vardhman seeks to achieve customer delight through excellence in
manufacturing and customer service based on creative combination of state-of-the-art technology
and human resources. Vardhman is committed to be responsible corporate citizen.
PHILOSOPHY
 Faith in bright future of Indian textiles and hence continued expansion in area "which we
know the best".
 Total customer focus in all operation areas.
 Product to be of best available quality for premium market segments though TQM and
zero defect implementation all functional area.
 Global orientation targeting- at least 20% production for exports.
 Integrated diversification / product range expansion.
 World class manufacturing facilities in most modern R&D and process technology.
 Faith in individual potential and respect for human values.
 Encouraging innovation for constant improvements to achieve excellence in all functional
areas.
 Accepting change as a way of life.
 Appreciating our role as responsible corporate citizen
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PORTFOLIO
The group portfolio includes Yarn, Fabrics, Sewing Thread, Fibre and Alloy Steel. The Business
wise Turnover of Vardhman (in %age) given below:
Sewing Thread,
10.05%
Fabric,
25.39%
Steel, 8.98%
Garment,
Fibre, 0.34%
Other, 4.53% Power
4.14%
plant,
Yarn, 51.05% 0.05%
Yarns
Yarn manufacturing is the major activity of the group accounting for 51.05 percent of the group
turnover. Vardhman is virtually a supermarket of yarns, producing the widest range of cotton,
synthetics and blended, Grey and Dyed yarns and Hand Knitting Yarns, in which Vardhman is
the market leader in India.
The group has twenty five production plants with a total capacity of over 10 lakhs spindles,
spread all over the country. In many of the yarn market segments, Vardhman holds the largest
market share. Vardhman is also the largest exporters of yarn from India, exporting yarns worth
more than USD 218 million.
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Sewing Thread
Vardhman is the second largest producer of sewing thread in the country. The sewing thread
manufacturing capacity is 38 tons per day in its sewing thread plants located at Hoshiarpur,
Baddi, Ludhiana, Prendurai (Tami Nadu) and Visakhapatnam. Sewing threads contributes 10.05
percent of the group turnover.
Fabrics
The group has created state-of-the-art fabric weaving and processing facilities in its plant at
Baddi and Budhni. The group has over 1300 looms and a fabric processing capacity of 115
million meters per annum in collaboration of Tokai Senko of Japan. Fabrics business contributes
25.39 percent to the group turnover.
Fibre
The group has set up an Acrylic Staple Fibre plant at Bharuch in Gujarat in collaboration with
Marubeni and Japan Exlan of Japan. The plant has annual capacity of 20,000 tons per annum.
Fibre contributes 4.14 percent to the total turnover of the group.
Steel
The Group is also present in upper-end of the steel industry. The group has manufacturing
capacity of 1, 20,000 tons of special and alloy steel. The group supplies its steel products to some
of the most stringent quality steel buyers like Maruti and Telco. It contributes 8.98 percent to the
total turnover of the group.
The remaining holdings are of Garment and Power plant i.e. 0.34% and 0.05 % respectively.
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VARDHMAN HOLDINGS
• Vardhman Holding Limited
• Vardhman Textiles Limited
• Vardhman Acrylic Limited
• VMT Spinning Company Limited
• Vardhman Yarns and Threads Limited
• Vardhman Special Steels Limited
• Vardhman Nisshinbo Garment Company Limited
• VTL Investment
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ORGANISATION STRUCTURE OF THE INDUSTRY
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CORPORATE SOCIAL RESPONSIBILITY
Some of our CSR activities:
 Sri Aurobindo Socio-Economic and Management Research Institute are engaged in the
promotion of education, research and publications highlighting social and economic
issues facing the society. The Institute runs a Human Resource Development Centre for
providing career counseling and guidance to college students in Punjab. The teams of
experts also visit the colleges in the state to prepare college students for gainful
employment in the industry.
 Sprung from a keen desire to set up an educational institution in Ludhiana and inspired
by the writings of Sri Aurobindo and the Mother, the Trust has set up a college - Sri
Aurobindo College of Commerce and Management (affiliated to the Punjab University)
with the mission to create an institution with distinction dedicated to the ideals of creating
disciplined career oriented young people ready for going for administrative and
management roles in enterprises or to set up their own business as entrepreneurs.
 A Vardhman initiative to improve the yield of cotton in Punjab in 2001 when the State
had suffered a shock of crop devastation and area under cotton cultivation was dwindling,
led to the experiment to adopt villages and see whether concerted efforts in bringing
knowledge to farmers could improve the yield of cotton. The experiment was successful
as it improved the yield of cotton to 873 kg/hectare in 2005 in adopted villages where the
average yield of cotton in the State of Punjab was 587 kg/hectare (world average - 700
kg/hectare). It found mention in the President's broadcast on Technology Day (11/05/04)
as a 'technological event which has the potential to penetrate into our everyday lives'. The
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Village Adoption Programme also found mention in the President's address to the nation
on the eve of India's 56th Republic day. The President of India was gracious to bless one
of the participating Villages -'Gehri Buttar' (District - Bathinda) by his presence on
December 10th 2005.
 Vardhman is actively engaged in the activities of Nimbua Greenfield Punjab Limited
(www.ngpl.co.in) formed by a consortium of Industries of Punjab for developing a
common facility for storage, treatment and disposal of hazardous wastes generated by the
Industry with a Government of India grant.
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PROCESS FLOW
The process flow of Cotton and Worsted spinning along with objective of process is given
below:
Process Process Objective of Process

(Cotton) (Worsted)
Sorting To remove contaminants present in cotton bales like seed, hair,

vegetable matters etc.
Mixing Mixing Mix different type of fibre according to end product
Blow Room Willow Opening of fibre tuft and remove impurities

Machine
Carding Carding Individualization of fibre and formation of silver
Draw Frame Gill Box Parallelization of fibre and to increase evenness
Speed Frame Rubbing Frame Drafting of silver, Twisting of roving, Winding on small package
Ring Frame Ring Frame Drafting of roving up to required count, imparting twist, winding
of yarn on ring bobbin
Winding Winding Removal of undesired fault, Winding of yarn on cone
Doubling Doubling Feeding of 2 or 3 parallel yarns to make a single twisted yarn as

per requirement
Dyeing To dye grey yarn
Packing Packing To pack the finished material in the form as desired by the
customer(Carton/Pallet/Bag)
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SWOT ANALYSIS OF THE VARDHMAN GROUP
Strengths:
 Good brand equity
 Good technological base with foreign collaboration
 High quality standards
 Own research and development department
 Zero defect and optimum production with zero wastage
 It's culture and philosophy
Weaknesses:
 Lesser degree of promotional activity
 Long hierarchy
 Comparatively high prices
Opportunities:
 As a brand image is very good and production is too wide, business can be established.
With this Vardhman will have better and regularity of sales.
 Strict payments are strengths at times as well as weakness. If moderate policy as per
present conditions is adopt the dealers and customers shall be attract to buy more
regularly.
 Shortened hierarchy shall provide scopes for better customer service.
 As quality is good and prices are comparatively high, Vardhman can always easily
liquidate stock pressure by slight reduction in price.
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Threats:
 Companies from south are entering in Ludhiana market.
 Similar players in the market are using its price as a shield to push their products in the
market.
Departments of Spinning Units at a Glance
 Production
 Spinning-I, II
 Engineering
 Maintenance
 Research and Development
 Commercial
 Accounts and Finance within and outside the country
 HRD Concepts/Systems Practiced in the Industry.
A number of HRD initiatives are in practice in the Industry. More emphasis is given for four
HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions and Staff Meetings.
Quality Circles
Quality Circle is a time tested tool of Total Quality Management (TQM) which promotes team
spirit, cohesive quality work culture, commitment and involvement of employees.
Costing and MIS
Personnel, IR and Administration, Security and Transport
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Chapter 2
Meaning and Concept of Training
TRAINING
“It is any attempt to improve current performance by increasing an employee's ability to perform
through learning, usually by changing the employee's attitude or increasing his or her skills and
knowledge.”
Objectives of Training:
General objectives of any Training program are:
• To impart the basic knowledge and skill to the new entrants and enable them to perform
their jobs well.
• To equip the employee to meet the changing requirements of the job and the
organization.
• To teach the employee the new techniques and ways of performing the job or operation.
• To prepare employees for higher level tasks.
Importance of Training:
• Training benefits both the employees and employers. It makes the employee more
productive and more useful to an organization.
• Training enables the employee to develop and rise within the organization.
• Training makes the employee more loyal to an organization.
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• Training makes an employee to work more efficiently.
• Training enables to secure promotions easily.
• Training reduces wastages as the employees use the tools properly.
Areas of Training:
Knowledge: Awareness of the rules & regulations and policies of the company.
Social Skills: Teaching the employee how to be a team member and get ahead.
Technical Skills: Teaching the employee regarding the technical aspects of his job.
Decision Making and Problem Solving Skills: Emphasis on methods and techniques for
making organizational decisions and solving work related problems.
EVALUATION OF TRAINING
Definition: "Any attempt to obtain information on the effects of training on performance and to
assess the value of training in the light of that information."
Objectives of Training Evaluation:
• To check the effectiveness of training to improve performance of employees on the jobs.
• To ascertain how far the training is useful to improve career prospects of individual
employees in the organization.
• To identify the deficiencies of the training for the purpose it is intended in order to
incorporate additions to the training program.
• To identify unnecessary aspects in the training program for the purpose of deleting such
things from the training program.

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Principles of Evaluation:
 Evaluation must be continuous.
 Evaluation must be specific.
 Evaluation must be based on objective method and standards.
 Evaluation specialist must be clear about the goods and purpose of evaluation.
Techniques of Evaluation:
• Questionnaires
• Tests
• Interviews
• Cost benefit analysis
• Feedback
EVALUATION METHODS
Test-retest method: Participants are given a test before they begin the program. After the
program is completed the participants retake the test. This test may not be valid but more
importantly, increase in test scores may be due to causes other than the training program.
Pre-post performance method: in this method each participant is evaluated prior to training
and rated on actual job performance. After the instruction (program) is completed the participant
is reevaluated. It deals directly with job behavior.
Experimental-control group method: Two groups are established i.e. experimental & Control
group, comparable as to skills, intelligence and learning abilities and evaluated on actual job
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performance. Members of control group work on the job but do not undergo training.
Experimental group is given the training. At the conclusion of the training the two groups are
reevaluated.
Four factor comparison method (Kirkpatrick model): This method is proposed by
Kirkpatrick & others. According to this method evaluation of following 4 factors are essential to
determine the effectiveness of training program. These are as follows:
• Reaction: Employees reaction to the training program by itself is a good indicator. This
is subjective evaluation. However it reveals the attitude of the trainees to the training
program. Reaction is obtained by opinion surveys and taking majority views.
• Learning: In this case an attempt is made to assess whether the trainees have learned the
skills and knowledge intended to be imparted through the training program.
• Behavior: Here the trainee's behavioral pattern is examined carefully after his training
program for the purpose of evaluating whether there are changes in his behavior in the
job compared to the period before the training program was imparted.
• Result: This is a method of evaluating quantifiable indices or attributes of performance
which can be directly related as a result of training. For example Productivity, reduction
in rejection rates of finished goods, incidents of accidents, absenteeism, conflicts, etc.
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Chapter 3
RESEARCH METHODOLOGY
Research methodology is a careful investigation or enquiries in a systematic manner and finding
solutions to problem under investigation.
Understanding the phenomenon of Human resource Management in its various manifestations is
a difficult task. It is even more challenging to forecast how this phenomenon will continue to
change in the future. Global turbulence requires manager to develop a capacity to learn on an
ongoing basis which include the capacity to challenge their preferred approaches to manage and
trained people. Learning within an ever- changing competitive landscape will involve going
beyond the practice of bench marking and being able determine how best to cope with surprises
that are constantly thrown their way.
Statement of objectives
In this study, a systematic approach will be followed in order to find the different ways for
solving the problem. In order to define a problem, determining nature of research adopted at this
research is important.
The nature of research adopted in this study is exploratory as well as descriptive in nature.
Exploratory Research:
It is a preliminary research, whose objective is to provide insights and understandings.
Exploratory research might involve a literature search or conducting focus group.
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Interviews: The exploration of new phenomena in this way may help for better understanding,
may test the feasibility of a more extensive study, or determine the best methods to be used in a
subsequent study. For these reasons, exploratory research is broad in focus and rarely provides
definite answers to specific research issues.
It is difficult to study each of them in detail in the Vardhman Textile Ltd. with the help of
questionnaire and in depth study of vision. The research process that is adopted is flexible and
unstructured, data collected is qualitative in nature, and the findings of exploratory research are
regarded as tentative or used as input to further research. It seeks to discover new relationships
and is used for developing a hypothesis:
 Gaining organizational support
 Conducting organizational analysis
 Organizational climate
 Choosing HR training Practice
The Literature Survey
The literature research is fast, economic way for researchers to develop a better understanding of
a problem and to discover hypothesis in the work of other. A large volume of published and
unpublished data is used to study. Some tools like personal interview and questionnaire will be
used which would help to generate an idea about the effectiveness of the study.
A proper care needs to be followed while designing the questions for personal interview and for
the questionnaire so that it would become easy for a layman to understand and answer properly.
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SOURCES OF DATA
Primary data: Primary data is the data observed or collected from firsthand experience.
Primary data is important for all areas of research because it is accurate information about the
results of an experiment or observation.
1) Personal interview: A personal interview from staff members of company will be
organized regarding their convergence towards training needs and benefits under training
to accomplish their goal within the company and market place.
2) Questionnaire: A questionnaire would be designed that could help in fulfilling the
objective of the study to the maximum.
The questionnaire will be designed in such a way so that it could solve the issues, like what are
the terms and conditions followed by the company earlier and what are the policies they are
following now to make themselves competent. The Questionnaire would consist of 10-15
objective type questions which becomes easy for the Industry staff to answer.
Secondary data: Secondary data is the data that have been already collected by and readily
available from other sources. Such data are cheaper and more quickly obtainable than the
primary data and also may be available when primary data cannot be obtained at all. Following
are some of the sources of secondary data:
Secondary Information Sources:
 Performance Appraisal System of the Company
 Training Calendar of company
 Participants List
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 Various books and Magazines
 Company's websites.
RESEARCH INSTRUMENTS
Questionnaire: A questionnaire will be prepared while keeping in mind the objective of the
study. The option of filling a questionnaire is most convenient way to interact with people while
filling the questionnaire and moreover the data will be less biased as the details will be collected
directly from the company. The questionnaire will be designed in an objective mode so that it
would become easy for people to fill because it consumes less time.
Survey: Survey will be done with a view to study the training method and tools and area of
improvement.
Historical data collection: The data of company will be collected on historical basis. With a
view to study the terms and conditions or policy opted by the company, historical data will be
studied so that the new policies can be studies properly.
Sampling: Sampling is the process of selecting units (e.g. people, organizations) from a
population of interest so that by studying the sample we may fairly generalize our results back to
the population from which they were chosen. It is that part of statistical practice concerned with
the selection of a subset of individual observations within a population of individuals intended to
yield some knowledge about the population of concern, especially for the purposes of making
predictions based on statistical inference. Sampling is an important aspect of data collection.
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Sampling is commonly used term to describe the process of obtaining information about an
entire population by examining only a part of it. The result obtained by sampling is objective and
defensible. It is not subject to questions of bias.
Statistical sampling can be more accurate than an examination of every item in a large
population. It may save time and money. Data may be combined and evaluated, even though
obtained by different users.
Sampling Unit: an individual
Sampling size: 5 Units of Industry
Sample Size: 60
During my analysis I found that there are four types of training needs included at the time of
annual performance appraisal in Vardhman group to their employees so that they can execute
their role in a better way.
 Behavioral
 Quality improvement
 Computer skills
 Functional/Technical skills
But due to limitations, only top three are included in the study.
Tools and Techniques of Analysis: No study could be successfully completed without proper
tools and technique. For better presentation and right explanation I used tools of statistics and
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computer frequently and I am very thankful to all those tools for helping me a lot. Basic tools
which I used for project from statistics are:
 Columns /Pie Charts
 Tables
Pie charts are really useful tools for every research to show the result in a well clear, easy and
simple way. Because I used Column charts in project for showing data in a systematic way, so it
need not necessary for any observer to read all the theoretical detail, simple on seeing the charts
anybody could know that what is being said. Technological tools are:
 MS- Excel
 MS-Word
Above application software of Microsoft helped me a lot in making project more interactive and
productive. Microsoft Excel has a great role in my project, it created for me situation of "you and
get." I provided it simply all the detail of data and in return it given me all the relevant
information and in last Microsoft Word did help me for the documentation of the project in a
presentable form.
[30]
Chapter 4
DATA ANALYSIS AND INTERPRETATION
TRAINING NEED IDENTIFICATION
BEHAVIOURAL PROGRAMME
The mission of behavioral Program is to develop managers into successful leaders by improving
their habits and attitudes. Behavioral program comprises of many parts which are as follows:-
Counseling Skills: The acquiring verbal and nonverbal skills that enhance communication
called counseling skills.
Creative Problem Solving: Creative problem solving is the mental process of creating a
solution to a problem. It is a special form of problem solving in which the solution is
independently created rather than learned with assistance.
Influencing Skills: The effect on which the way a person thinks or behaves on the way that
works or develop. The essence of influencing is to make a proposal to people that they will say
"Yes" to and that also gets us what we want. We need to know enough about the person (people)
and the situation to be able to formulate a "Yes able" proposal. It will not work to guess what
people need and then sell the idea hard unless we are very lucky. The Art of Persuading and
Motivating Others called influencing skills.
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Interpersonal Relations: An interpersonal relationship is an association between two or
more people that may range from fleeting to enduring. This association may be based on love
and liking, regular business interactions, or some other type of social commitment.
Openness To Change: Willingness to be open to changes that could increase the efficiency
of the organization. Be willing to try out new ideas. If they don't work, you can always go back
to the way things were.
Stress Management: Stress management involves controlling and reducing the tension that
occurs in stressful situations by making emotional and physical changes. The degree of stress
and the desire to make the changes will determine how much change takes place.
Team Leadership: Team leader or team lead is someone (or in certain cases there may be
multiple team leaders) who provides guidance, instruction, direction, leadership to a group of
other individuals (the team) for the purpose of achieving a key result or group of aligned results.
The team leads reports to a project manager (overseeing several teams). The team leader
monitors the quantitative and qualitative result that is to be achieved. The leader works with the
team membership.
Time Management: Time management refers to a range of skills, tools, and techniques used
to manage time when accomplishing specific tasks, projects and goals. Time management can be
defined as the management of time in order to make the most out of it.
Management Development Program: Management development activities include short
courses, management education programs, management training, coaching, and mentoring.
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QUALITY IMPROVEMENT
Quality improvement includes as follows:
Quality Circle: Quality Circle is a volunteer group composed of members, sometimes

student, who meet to talk about workplace and service improvements and make presentation to
their management with their ideas, with the stated goal to improve processes or product quality
through analysis leading to process or design changes that reduce costs or enhance quality of the
finished product.
TQM (Total Quality Management): "TQM is a process and philosophy of achieving best
possible outcomes from the inputs, by using them effectively and efficiently in order to deliver
best value for the customer, while achieving long term objectives of the organization."
It is a well known fact that TQM movements and lean manufacturing had a close relationship. In
fact in some cases we cannot differentiate between lean manufacturing and TQM techniques.
Understanding Total Quality Management is therefore very important in the attempt of
understanding lean manufacturing
TQM is an integrative philosophy of management for continuously improving the quality of
products and processes. It is used around the world. TQM functions on the premise that the
quality of products and processes is the responsibility of everyone who is involved with the
creation or consumption of the products or services offered by an organization. In other words,
TQM capitalizes on the involvement of management, workforce, suppliers, and even customers,
in order to meet or exceed customer expectations. Considering the practices of TQM as
discussed in six empirical studies, Cua, McKone, and Schroeder (2001) identified the nine
[33]
common TQM practices as cross-functional product design, process management, supplier
quality management, customer involvement, information and feedback, committed leadership,
strategic planning, cross-functional training and employee involvement.
5S (Sorting, Straightening, Systematic Cleaning, Standardizing and
Sustaining):
5S is the name of a workplace organization methodology that uses a list of five Japanese words
which, transliterated and translated into English, start with the letter S. The list describes how
items are stored and how the new order is maintained,
Seven Q.C. Tools:
The Seven Q.C. Tools were identified by the Japanese Union of Scientists and Engineers (JUSE)
as the seven most important tools for use in Continuous Improvement. They are primarily
associated with the Study and Act steps in the PDSA cycle. The Seven Q.C. Tools are often used
in conjunction with a step-by-step problem solving process known as the Q.C. Story. A
definition of the seven tools varies slightly with different writers, but they are defined by
Professor Kaoru Ishikawa as follows:
 Pareto Chart
 Cause and Effect Diagram
 Stratification
 Check sheet
 Histogram
 Scatter Diagram
[34]
 Graph and Control Chart
Walker Associates teaches the Seven Q.C. Tools and the Q.C. Story within the Quality
improvement Team Workshop.
Kaizen: Kaizen (pronounced Ki -Zen) is a Japanese word constructed from two ideographs, the
first of which represents change and the second goodness or virtue. Kaizen is commonly used to
indicate the long-term betterment of something or someone (continuous improvement) as in the
phrase Seikatsu o kaizen suru which means to "better one's life." The term Kaizen is used in two
ways. The first use is consistent with the phrase continuous improvement The second use is as
the label for a group of methods that improve work processes.
Six Sigma: Six Sigma is generally used to indicate that a business process is well controlled. A
Six Sigma systematic quality program provides businesses with the tools to improve the
capability of their business processes, usually applied to manufacturing. Assertiveness is a form
of Communication in which needs or wishes are stated clearly with respect for oneself and the
other person in the interaction. Assertive communication is distinguished from passive
communication (in which needs or wishes go unstated) and aggressive communication (in which
needs or wishes are stated in a hostile or demanding manner).
Statistical Quality Control: Statistical quality control refers to the use of statistical
methods in the monitoring and maintaining of the quality of products and services, One method,
referred to as acceptance sampling, can be used when a decision must be made to accept or reject
a group of parts or items based on the quality found in a sample.
[35]
COMPUTER SKILLS
In this day and age it is extremely important that a person should be skillful and knowledgeable
in the area of computer and technologies. Computer skills include:
 MS Word
 MS Power Point
 MS Excel
 MS Access
 MS Excel Advanced
 ERP Modules
 Email & Internet
[36]
AURO SPINNING MILLS
The following analysis was undertaken by me at AURO SPINNING MILLS. As per my work
the following observation were made by me based upon the given parameters namely
(behavioral, quality improvement, computer skills) as well as study of 52 people in this unit of
Vardhman group.
BEHAVIORAL/MANAGERIAL NEEDS
The following bar diagram depicting my analysis
20
18
16
14
12
10 18
8 16
6 13
11 9
4 8
6 6
5
2 3 3 NO. OF PERSONS
2
0 0
Analysis: As per the aforesaid diagram based upon the said variables the following is the
resultant of the conducted analysis.
Improvement Areas: The following areas are that needed to be analyzed and evaluated in order
to the development of the employees:
 Counseling Skills
[37]
 Creative Problem Solving
 Influencing Skills
 Interpersonal Relations
 Team Leadership
 Time Management
These are the areas where additional inputs and efforts are required to overcome their
deficiencies.
Key Strengths: An organization possesses vital advantage that enhances its performance which
is very important. The employees of ASM (AURO SPINNING MILLS) are very good at
Assertiveness, Stress Management and Written Management.
QUALITY IMPROVEMENT
16
14
12
10
8
6
4
2 1 2 11 2 2 1 14 2 0 0 0
0 NO. OF PERSONS
[38]
 TPM
 Statistical Quality Control
Key Strengths: The employees of the ASM are very good at quality circle awareness, six sigma,
kaizen, 7 QC tools, 5S and ISO 9000 awareness which is a very good sign.
COMPUTER SKILLS
The following bar diagram is the analysis which I have done by going through the performance
appraisal forms of the employee of AURO SPINNING MILLS (O1 and above) and I found that
most of the employees require training in (MS Power Point, MS Access, ERP Modules) and
same should be provided in time and for that immediate action should be taken by the respective
authorities.
16
14
12
10
8
14
6 11
8 10
4
NO. OF PERSONS
2
2 2 2 1
0
[39]
 MS Power Point
 MS Access
 ERP Modules
Key Strengths: The employees of the AURO SPINNING MILLS are very good in MS Word
and MS Excel
[40]
ARISHT SPINNING MILLS
The following analysis was undertaken by me at ARISHT SPINNING MILLS. As per my work
the following observation were made by me based upon the given parameters namely
(behavioral, quality improvement, computer skills, functional) as well as study of 31 people in
this unit of Vardhman group.
7
6
5
4
3 6
2 4
3 3
1 2 2 2 1 NO. OF PERSONS
1 1 1
0 0 0
[41]
 Team Leadership
 Verbal English Communication
 Counseling Skills
deficiencies.
is very important. The employees of ARISHT SPINNING MILLS are very good at
Assertiveness, Open to change, Interpersonal Relations, Verbal English Communication, Written
Communication, MDP (Management Development Program).
QUALITY IMPROVEMENT
6
5
4
3
2
1 0 5 2 1 2 2 1 0 1 0
3
0 NO. OF PERSONS
[42]
 TPM
 Quality Circle Awareness
 5S
 Kaizen
Key Strengths: The employees of the ARISHT SPINNING MILLS are very good at TQM
(Total Quality Management), Six Sigma and ISO 9000 awareness which is a very good sign.
COMPUTER SKILLS
appraisal forms of the employee of ARISHT SPINNING MILLS (O1 and above) and I found the
areas where additional inputs are required for strengthening their existing skills or to overcome
any deficiencies.
[43]
10
9
8
7
6
5
9
4
3 4 5 4 NO. OF PERSONS
2 3
1
0 0 0 0
 MS Power Point
 MS Access
 ERP Modules
Key Strengths: The employees of the AURO SPINNING MILLS are very good in MS Word
and MS Excel
[44]
VARDHMAN SPINNING MILLS
The following analysis was undertaken by me at VARDHMAN SPINNING MILLS. As per my
work the following observation were made by me based upon the given parameters namely
(behavioral, quality improvement, computer skills, functional) as well as study of 22 people in
this unit of Vardhman group.
4.5
4
3.5
3
2.5
2 4 4 4
1.5 3 3 3
1 2 2 2
0.5 1 NO. OF PERSONS
0 0 0 0
 Counseling skills
[45]
 Openness to Change
 Influencing Skills
 Management Development Program
 Time Management
deficiencies.
is very important. The employees of VARDHMAN SPINNING MILLS are very good at
Assertiveness, Influencing Skills and their good interpersonal relationship between them and
they are also having very good working skills in stressful environment.
QUALITY IMPROVEMENT
4.5
4
3.5
3
2.5
2
1.5
1
0.5 2 1 4 1 3 0 2 1 0 0 0
0 NO. OF PERSONS
[46]
 TPM
 7 QC Tools
Key Strengths: The employees of the ASM are very good at TQM Awareness, Six Sigma,
Kaizen and ISO 9000 awareness which is a very good sign.
COMPUTER SKILLS
appraisal forms of the employee of VARDHMAN SPINNING MILLS (O1 and above) and I
found out the areas where additional inputs are required for strengthening their existing skills or
to overcome any deficiencies
[47]
3.5
2.5
2 3 3
1.5
2 NO. OF PERSONS
1
0.5 0 0 0 0 0
0
 MS Power Point
 MS Access
Key Strengths: The employees of the VARDHMAN SPINNING MILLS are very good in MS
Word, MS Excel, Email & Internet and ERP Modules.
[48]
VMT SPINNING MILLS
The following analysis was undertaken by me at VMT SPINNING MILLS. As per my work the
following observation were made by me based upon the given parameters namely (behavioral,
quality improvement, computer skills, functional) as well as study of 11 people in this unit of
Vardhman group.
7
6
5
4
3 6
2 5
4 4 4 4
1 1 NO. OF PERSONS
0 0 0 0 0 0 0
[49]
 Stress Management
 Team Leadership
 Time Management
deficiencies.
is very important. The employees of VMT SPINNING MILLS are very good at Assertiveness,
Interpersonal Relations, Written Communication, Influencing Skills, MDP, Counseling Skills
and Openness to change.
QUALITY IMPROVEMENT
8
7
6
5
4
3
2
1 0 0 0 0 0 7 1 1 0 0 0
0 NO. OF PERSONS
[50]
 Kaizen
 Six Sigma
Key Strengths: The employees of the VMT are very good at everything except Six Sigma,
Kaizen and Statistical Quality Control which is a very good sign.
COMPUTER SKILLS
appraisal forms of the employee of VMT SPINNING MILLS (O1 and above) and I found out the
areas where additional inputs are required for strengthening their existing skills or to overcome
any deficiencies.
[51]
4.5
4
3.5
3
2.5
2 4
1.5
NO. OF PERSONS
1
0.5
0 0 0 0 0 0 0 0
Improvement Areas: From the above graph we can see that most of the employees feel that
they should be provided with the training of MS Power Point.
Key Strengths: The employees of the VMT SPINNING MILLS are very good in everything
except MS Power Point which is very good.
[52]
AURO DYEING
The following analysis was undertaken by me at AURO DYEING. As per my work the
following observation were made by me based upon the given parameters namely (behavioral,
quality improvement, computer skills, functional) as well as study of 43 people in this unit of
Vardhman group.
20
18
16
14
12
10 19
8
6 10
4
2 6 5 5
3 3 NO. OF PERSONS
0 0 2 1 2 0 0
[53]
 Stress Management
 Team Leadership
 Time Management
deficiencies.
is very important. The employees of AURO DYEING are very good at Influencing Skills,
Openness to Change, Counseling Skills and Interpersonal Relations.
QUALITY IMPROVEMENT
25
20
15
10
5
5 1 21 0 1 0 2 0 1 0 0
0 NO. OF PERSONS
[54]
 TPM
Key Strengths: The employees of the ASM are very good at TQM Awareness, 5S, Kaizen and
Six Sigma which is a very good sign.
COMPUTER SKILLS
appraisal forms of the employee of AURO DYEING (O1 and above) and I found out the areas
where additional inputs are required for strengthening their existing skills or to overcome any
deficiencies.
[55]
30
25
20
15
27
10
NO. OF PERSONS
5
4 4 7
2 2 3
0 0
 MS Power Point
 ERP Modules
Key Strengths: The employees of the AURO DYEING are very good in MS Word, MS Excel,
MS Excel Advanced, MS Access and Email & Internet.
[56]
COMPOSITE CHARTS OF ALL SPINNING UNITS “TRAINING
NEEDS ANALYSIS”
The followings are the composite charts of behavioral needs, quality improvement and computer
skills of all five spinning unit employees which I have analyzed during my project and following
are the training needs which are identified by the HOD’s of the employees where they feel that
additional inputs and efforts are required to overcome their deficiencies.
UNITS TOTAL NEW TRAINING NEEDS TAKEN INTO

EMPLOYEES JOINEES NOT STUDY
(O1 TO M3) MENTIONED/LEFT
ASM 72 15 5 52
ARISHT 45 8 6 31
AD 64 11 10 43
VSM 33 10 1 22
VMT 25 6 8 11
TOTAL 239 50 30 159
Table 1: Employees Taken into Study
I have formulated a table in which all the employees from O1 (Assistant Officer) to M3 (Senior
Manager) are included. There are total 239 employees from five spinning units are taken into
studies, out of which 50 are new joiners and 30 employees have not mentioned their needs or
either they have left the organization and 159 employees are taken into the analysis by me.
[57]
COMPOSITE CHART OF BEHAVIORAL NEEDS
TRAINNING NEED ASM AD VMT VSM ARISHT TOTAL
ASSERTIVENESS 2 0 0 0 1 3
COUNSELING SKILLS 8 3 0 4 3 18
CREATIVE PROBLEM 13 19 4 2 6 44
SKILLS
INFLUENCING SKILLS 16 3 0 0 2 21
INTER PERSONAL 11 2 0 3 1 17
RELATIONS
OPENNESS TO 6 1 0 3 0 10
CHANGE
STRESS 3 6 4 1 2 16
MANAGEMENT
TEAM LEADERSHIP 18 10 5 2 4 39
TIME MANAGEMENT 9 5 4 4 2 24
VERBAL ENGLISH 6 5 6 2 3 22
COMMUNICATION
WRITTEN COMM. 3 2 1 3 1 10
MDP 5 0 0 4 1 10
ANY OTHER 0 0 4 0 0 4
TOTAL 100 56 28 28 26 239
Table 2: Behavioral Needs across All Units
[58]
6 2 1 0 2 4 2 3 1 1 0
3
2
0
3 3 1 2
1 3 4 2
4 4 0 5 3
2 0 4 4 6 4
0 1
0 10 1
3 19 5 0 4
16 6 5 2 ARISHT
2 11 6 VSM
8 18 5
9 3
13 6 VMT
3
0 AD
ASM
Under the behavior needs as per my observations 44 employees should be provided training of
Creative Problem Solving and out of those 44 employees, 19 are from AD and 39 employees
should be provided training of team leadership and out of those 39 employees, 13 are from AS.
[59]
COMPOSITE CHART OF QUALITY IMPROVEMENT
QUALITY IMPROVEMENT ASM AD VMT VSM ARISHT TOTAL
QUALITY CIRCLE AWARENESS 1 5 0 2 3 11
TQM AWARENESS 2 1 0 1 0 4
TPM 11 21 0 4 5 41
5S 2 0 0 1 2 5
7QC TOOLS 2 1 0 3 1 7
KAIZEN 1 0 7 0 2 10
STATISTICAL QUALITY CONTROL 14 2 1 2 2 21
SIX SIGMA 2 0 1 1 1 5
ISO 9000 AWARENESS 0 1 0 0 0 1
ISO INTERNAL AUDITOR PROG. 0 0 0 0 1 1
ANY OTHER 0 0 0 0 0 0
TOTAL 35 31 9 14 17 106
Table 3: Quality Improvement Needs across All Units
[60]
0 5 2 0
3 1 1 2 1
4 2
2 0 1
0 0
2 1
2 3
1
0 21 1 1 1 1
0 0 7 0 ARISHT
1 14
5
2 VSM
11 2 2 2 VMT
0
1 1 0 0 0 AD
ASM
Under the quality improvement as per my observations 41 employees should be provided
training of TPM and out of those 44 employees, 21 are from AD and 21 employees should be
provided training of statistical quality control and out of those 21 employees, 14 are from AS.
[61]
COMPOSITE CHART OF COMPUTER SKILLS
COMPUTER SKILL ASM AD VSM VMT ARISHT TOTAL
MS WORD 2 4 0 0 0 6
MS EXCEL 2 4 0 0 0 6
MS EXCEL ADVANCED 8 2 3 0 4 17
MS POWER POINT 14 7 3 4 5 33
MS ACCESS 10 2 2 0 9 23
EMAIL & INTERNET 2 3 0 0 3 8
ERP MODULES 11 27 0 0 4 42
ANY OTHER 1 0 0 0 0 1
TOTAL 50 49 8 4 25 136
Table 4: Computer Skill Needs across All Units
0 0 0
5 4
4 0
0 4 9 3
4 4 3 3 0 0
2 27
2 7
2 1 ARISHT
3
VMT
8 14 10 VSM
2 2 2 11 AD
ASM
[62]
Under the Computer skills as per my observations 42 employees should be provided training of
ERP Modules and out of those 42 employees, 27 are from AD and 33 employees should be
provided training of MS Power Point and out of those 33 employees, 14 are from ASM.
OBSERVATIONS
From the results of this study the following recommendations can be made:
 The current performance of managers, executives, staff and officers can be increased by
providing by proper training in their concerned departments.
 Improved quality, better utilization of new technology and better utilization of available
resources are most important benefits of training from the organizations point of view.
 Confidence building and acquiring new skills are the most important benefits of training
from the point of view of the employees.
 Training is required by the most of the employees in area of the communication skills:
 Statistical quality control
 TPM
 MS Excel Advanced
 MS Access
 Creative Problem Solving
 Team leadership
Till here I have mentioned the needs of the employees which are identified by their HOD's and
following are the needs which are asked by the employees themselves.
[63]
O1 to O2 Training Needs of Employees:
There are 75 employees on (O1 to O2) level in five spinning units (except new joiners' and
except those who have not mentioned their needs) and most of the employees feel that they
should be provided with following trainings so that they can execute their role in a better way.
 ERP modules training
 Leadership skills
 Communication skills
 Stress management
 Creative problem solving
 TPM
 5S
 Sales tax return
 Cost management training
 MS Excel
 MS power point
E1 to E2 Training Needs of Employees:
There are 43 employees on El to E2 level in five spinning units (except new joiners' and except
those who has not mentioned their needs) and most of the employees feel that they should be
provided following trainings so that they can execute their role in a better way.
 Awareness about excise duty
 ERP modules training
[64]
 TPM
 MDP
 Training in winding and packaging section
 MS Excel
 Ms Access
 Timely visit to other Processing units
 Cost and data analysis
M1 to M3 Training Needs of Employees:
On managerial Level (Ml to M3) the most employees require training in:
 Cost management
 TPM
 Time management
 Management training on work force handling
 MS Access
 Stress management
[65]
TRAINING ANALYSIS EFFECTIVENESS
1. How many years of service have you completed in Vardhman Textiles Ltd.
Year of Service No. of Persons %Age
0 to 5 10 16.67
5 to 10 20 33.33
10 to 15 25 41.67
15 to 20 5 8.33
Total 60 100
Table 5: Years of Service at Industry (at Vardhman Textiles Ltd.)
Year of Service at Industry
8.33%
16.67%
0 to 5
5 to 10
10 to 15
41.67%
33.33% 15 to 20
Interpretation: The above chart shows that 8.33% respondents have 15-20 years experience,
16.67% respondents have 0-5 years experience, 33.33% respondents have 5-10 years experience
and maximum respondents 41.67% have experience of 10-15 years.
[66]
2. Have you attended any Training program earlier?
Response No. of Persons %Age
Yes 40 66.67
No 20 33.33
Total 60 100
Table 6: Training Program Attendance
Training Program Attendance
33.33%
Yes
No
66.67%
Interpretation: The above chart shows that 66.67% respondents have attended training
programs earlier and 33.33% respondents have not attended any training.
[67]
3. Training need identified is realistic and useful based on HR strategy of
the organization.
Category No. of Persons %Age
Strongly Agree 18 30
Agree 26 43.33
Neutral 8 13.33
Disagree 5 8.33
Strongly Disagree 3 5
Total 60 100
Table 7: Training Needs Based on HR Strategy
Training Needs Identification
5%
8.33%
30%
Strongly Agree
13.33% Agree
Neutral
Disagree
Strongly Disagree
43.33%
Interpretation: Majority of the respondents, 41.67% agreed that the training needs identified
are realistic, useful and based on HR strategy of Organization.
[68]
4. Training needs are identified through formal performance appraisals system.
Strongly Agree 8 13.33
Agree 25 41.67
Neutral 13 21.67
Disagree 12 20
Strongly Disagree 2 3.33
Total 60 100
Table 8: Training Needs from Performance Appraisals
Training Needs Through Performance Appraisal

3.33%
13.33%
20% Strongly Agree

Agree
Neutral
21.67% 41.67% Disagree
Strongly Disagree
Interpretation: 13.33% respondents are strongly agreed that the training needs identified
through performance appraisal, 41.67% respondents agreed that training need identified through
performance appraisal system, 21.67% respondents have chosen neutral option, 20% respondent
disagreed from this and 3.33% respondents strongly disagreed that training needs identified from
performance appraisal system.
[69]
5. Organization conducts extensive training program in all aspects.
Agree 25 41.67
Neutral 13 21.67
Disagree 12 20
Strongly Disagree 2 3.33
Total 60 100
Table 9: Extensive Training Program
Extensive Training Program

3.33%
13.33%
20% Strongly Agree

Agree
Neutral
21.67% 41.67% Disagree
Strongly Disagree
Interpretation: 13.33% respondents are strongly agreed that the organization conducts
training in all aspects. 41.67% respondents agreed that organization conducts training in all
aspects. 21.67% respondents have chosen neutral option. 20% respondents disagreed that
organization conducts training in all aspects. 3.33% respondents strongly disagreed that
organization conducts training in all aspects.
[70]
6. Training is used as a tool for employee placement.
Agree 18 30
Neutral 13 21.67
Disagree 13 21.67
Strongly Disagree 6 10
Total 60 100
Table 10: Employee Placement Tools
Employee Placement Tools
10%
16.67% Strongly Agree
21.67% Agree
Neutral
30% Disagree
21.67% Strongly Disagree
Interpretation: 16.67% strongly agreed that the training is used as a tool for employee
placement. 30% agreed that the training is used as a tool for employee placement. 21.67% have
chosen the neutral option. 21.67% disagreed the training is used as a tool for employee
placement. 10% strongly disagreed that the training is used as a tool for employee placement.
[71]
7. In what way training program was useful?
Improvement in Skill 15 25
Enhanced Knowledge 25 41.67
Self Development 12 20
Attitudinal 8 13.33
Total 60 100
Table 11: Usefulness of Training Program
Usefulness of Training Program
13.33%
25%
Improvement in Skill
20% Enhanced Knowledge
Self Development
41.67% Attitudinal
Interpretation: 25% of the respondents are of the opinion that the training program brought
improvement in skills. 41.67% of the respondents are of the opinion that the training program
enhanced knowledge. 20% of the respondents are of the opinion that the training program was
useful in self development. 13% of the respondents are of the opinion that the training program
brought attitudinal changes.
[72]
8. Do you feel that you will be able to handle your job better after attending
the training program?
Yes 53 88.33
No 7 11.67
Total 60 100
Table 12: Effect of Training Program in Job handling
Usefulness of Training Program in Job

Handling
11.67%
Yes
No
88.33%
Interpretation: 88.33% of the respondents feel that the training program helps to do their job
better. 11.67% of the respondents disagree with it.
[73]
9. What is your impression about the training given to you?
Excellent 12 20
Very Good 20 33.33
Good 23 38.33
Satisfactory 4 6.67
Poor 1 1.67
Total 60 100
Table 13: Impression about Training
Impression about Training

1.67%
6.67%
20%
Excellent
Very Good
38.33% Good
Satisfactory
33.33%
Poor
Interpretation: 20% of the respondents said that the training given to them by Vardhman is
excellent. 33.33% of the respondents said that the training given to them is very good. 38.33% of
the respondents said that the training given to them is good. 6.67% of the respondents said that
the training given to them is satisfactory. 1.67% of the respondents said that the training given to
them is poor.
[74]
10. Was the training interesting & informative?
Substantially 16 26.67
Considerably 26 43.33
Very less 4 6.67
Fairly 10 16.67
Not at all 4 6.67
Total 60 100
Table 14: Feedback about Training
Feedback about Training

6.67%
16.67% 26.67% Substancially
Considerably
6.67% Very less
Fairly
43.33% Not at all
Interpretation: 26.67% of the respondents said that training was substantially interesting and
informative. 43.33% of the respondents said that training was considerably interesting and
informative. 6.67% of the respondents said that training was very less interesting and
informative. 16.67% of the respondents said that training was fairly interesting and informative.
6.67% of the respondents said that training was not at all interesting and informative.
[75]
11. Did the training meet its stated objectives?
Substantially 9 15
Considerably 21 35
Very less 17 28.33
Fairly 9 15
Not at all 4 6.67
Total 60 100
Table 15: Training met the Stated Objective
Training met the Stated Objective

6.67%
15% 15% Substantially

Considerably
Very less
28.33% 35% Fairly
Not at all
Interpretation: 15% of the respondents said that training substantially meet its stated
objective. 35% of the respondents said that training considerably meet its stated objective.
28.33% of the respondents said that training meet its stated objective in a very less extent. 15%
of the respondents said that training substantially meet its stated objective. 6.67% of the
respondents said that training does not meet its stated objective.
[76]
Chapter 5
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS
During the research study conducted among the employees of Vardhman Textiles Limited by the
help of my observations and interactions held with them, my findings are:
Training is the most important part of any organization and no person can think of the
development without it. By training the attitudinal change in the employee leads to the positive
thinking, a sense of devotion to organizational and also by the help of technical and behavioral
training the person in the organization can be aware of the latest developments and how to come
up with the best output with minimum investment and minimum labor waste. This leads to the
increase in the profit of the organization. This view is of the managerial and staff level employee.
The respondents are well qualified ranging from graduates to post graduates. The designations of
the respondents are ranging from Officers to Senior Managers. Over 40% have experience of 10-
15 years.
The findings during the work carried out by me can be categorized into two:
A. Positive Findings
[77]
 A majority of employees feel that recruitment process carried out in their companies are
satisfactory. Management is also satisfied with the process of recruitment to some extent.
 Superiors are very supportive and helps their sub-ordinates in achieving their objectives
 The management has understood the importance of systematic appraisal system & they
are taking every effort to implement it properly.
 The training program arranged for performance appraisal is good. The trainer is also very
effective to make the employees understand the concept. The performance appraisal
training program is appreciated by the employees & they are really benefited by it.
B. Negative Findings
 Some employees were moderately or not much satisfied with the process of recruitment.
The rules and regulations are very dynamic, so most of the employees face difficulty to
adjust with them.
 Regional behavior and language influence is higher during training and even after
delivering their language; the desired effects are not seen.
 Most of the employees slowly understand the importance of performance appraisal.
SUGGESTIONS
As in the competitive world where the need for every organization to prove it the best and make
an outstanding and remarkable progress is the need, no fact could be left ignored. Every
organization must know the shortcomings and must try to go for building up the shortcomings.
An ethical practice in any organization could only be achieved if the organization works for the
well being of its employees. Every organization must possess a
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basic structure and the organization must be capable enough to reward its outstanding performers
and must appreciate the initiative works. Some of the suggestions for the organization are as
follows:
 Suggestion scheme may be opened for staff and technicians. The main advantage
is that would help convince the employees that the organization “Listen to them”
and they are the part of organization.
 Training should aim at improving the skills of the employees and so that
training should be practically given by imparti9ng it on the job.
 Suggestion and experience from other business houses & people from
related field should also be taken & in calculated if used.
 New development programs should be used.
 External and internal training programs should be connected with each other.
CONCLUSION
Top management feels that training is the essential part of the organization, since it is the key for
the attitudinal change and the behavioral and their work in the employees. It should be imparted
at least one to every employee. Both managers and workers feel that the training should be
impacted by both external and internal faculty. Technical and behavioral training, both are
important for the development of the organization. Training and development programs are
increasing the output of organization. Finally to make any training program successful the
cooperation of the management and the employees are essential.
At last I want to say that while recruitment and selection identify acceptable candidate, the
process still continue with induction program for the new employee, we can further fine tune the
[79]
fit between the candidate’s qualities and the organization’s desire. Then to make the employees
more skilled behavioral training may be provided. It makes the positive impact of any
organization, but it needs a lot of money, time, attention and guidance. It is just like only taking,
not giving or taking the starting benefits and when the time comes for returning back you just
quit the job. So it is not always fruitful. The employee motivation is needed to be built up
through constant attempts of the organization. The organization may adopt various methods for
motivating the employees. It may be by providing recreational activities such as tours, picnics,
family outings, annual days, sport days, functions, and parties. The organization must consider
its employees as its family members and must provide some profit sharing policy such as ESOPs,
bonus, and shares. the organization may provide fringe benefits. Welfare activities to be
undertaken by the organization may include various facilities such as uniform for the employees
for whom HR department is responsible for its maintenance and providing it. Last but not the
least rewards are the main motivational activity, which may be monetary and non-monetary
rewards.
At last to conclude, I would like to say that with enthusiasm that it was a great experience
working with many experienced people working at senior positions. Interacting and spending
time with the people rich in learning experience. The people were very cooperative and helpful
and encouraging. It is an experience to be cherished for a long time. It was great of learning so
much about HR practices and implementing them. I’m really thankful for all the senior members
who explain me the working strategies and methodologies of organizations.
[80]
Chapter 6
BIBLIOGRAPHY
 https://web.archive.org/web/20110823210048/http://www.vardhman.com/index.asp
 Human Resource Management by C.B. Gupta
 www.google.co.in
 Prasad Lallan, and Banerjee A.M., “Management of Human Resource”, Vikas Publishing
House Pvt. Ltd, New Delhi, 2003.
 www.managementstudyuide.com
 www.wikipedia.org
 “Human Resource Management 4E” by Bernardin, Tata McGraw-Hill Education, 2007.
 Basatia, G.R. and Sharma, K.K., “Research Methodology” Mangal Deep Publications,
Jaipur, 1999
 www.simplypsychology.org
 “Researching Customer Satisfaction & Loyalty: How to Find Out what People Really
Think” Market research in practice series by Paul Szwarc, Market Research Society,
Kogan Page Publishers, 2005.
 “Human Resource Management 4E” by Bernardin, Tata McGraw-Hill Education, 2007.
[81]
Chapter 7
QUESTIONNAIRE
NAME:
AGE:
QUALIFICATION:
DESIGNATION:
DEPARTMENT:
1. How many years of service have you completed in Vardhman Textiles Ltd.
Less than 5 years
Between 5-10 years
Between 10-15 years
Between 15-20 years and above
2. Have you attended any Training program earlier?
Yes
No
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3. Training need identified is realistic and useful based on HR strategy of
the organization.
Strongly
agree Agree
Neutral
Disagree
Strongly disagree
4. Training needs are identified through formal performance appraisals system.
Strongly
agree Agree
Neutral
Disagree
Strongly disagree
5. Organization conducts extensive training program in all aspects.
Strongly
agree Agree
Neutral
Disagree
Strongly disagree
[83]
6. Training is used as a tool for employee placement.
Strongly
agree Agree
Neutral
Disagree
Strongly disagree
7. In what way training program was useful?
Improvement in skill
Enhanced knowledge
Self development
Attitudinal
8. Do you feel that you will be able to handle your job better after attending
the training program?
Yes
No
9. What is your impression about the training given to you?
Excellent
Very good
Good
Satisfactory
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Poor
10. Was the training interesting & informative?
Substantially
Considerably
Fairly
Very less
Not at all
11. Did the training meet its stated objectives?
Substantially
Considerably
Fairly
Very less
Not at all
Would you recommend any changes in the training program? Please Specify
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
-----Thank You-----
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PROJECT REPORT (MS100)

TRAINING AS A HRD TOOLS

ENROLLMENT NO: _______________________________________________

UNDER THE GUIDANCE OF: _______________________________________

Chapter No. Title Page No.

List of Abbreviations and Acronyms 6

1 Organization Profile 7-20

2 Meaning and Concept of Training 21-24

3 Research Methodology 25-30

4 Data Analysis and Interpretation 31-76

5 Findings, Suggestions and Conclusion 77-80

1. Employees Taken into Study……………………………………………………………57

2. Behavioral Needs across All Units……….……….……….……….….……….…….…58

3. Quality Improvement Needs across All Units……….……….…………….….………..60

4. Computer Skill Needs across All Units……….……….……….……………….………62

5. Years of Service at Industry (at Vardhman Textiles Ltd.) ……….………..….….….….66

6. Training Program Attendance……….……….……….……….……….……….……….67

7. Training Needs Based on HR Strategy……….……….……….……….…...….……….68

8. Training Needs from Performance Appraisals……….……….……….…...…..……….69

9. Extensive Training Program……….……….……….……….……….……..….……….70

10. Employee Placement Tools……….……….……….……….……….……….…...…….71

11. Usefulness of Training Program……….……….……….……….……….………..……72

12. Effect of Training Program in Job handling……….……….……….……….………….73

13. Impression about Training……….……….……….……….……….……….…………..74

14. Feedback about Training……….……….……….……….……….……….………..…...75

15. Training met the Stated Objective……….……….……….……….……….…………...76

INR – Indian Rupee

ISO – International Organization for

Standardization ERP – Enterprise Resource

Planning USD – United States Dollar

TQM – Total Quality Management

R&D – Research & Development

HRD – Human Resource Development

MIS – Management Information System

Q.C. Tools – Quality Control Tools

TPM – Total Productive Maintenance

MDP – Management Development Program

5S – Sorting, Straitening, Systematic Cleaning, Standardizing, Sustaining

HOD’s – Head of Departments

ESOP – Employee Stock Ownership Plan

ABOUT VARDHMAN TEXTILES LTD

Acrylic Fiber and Alloy Steel.

has processing capacity of 90 million meters fabrics/annum.

laurel to its credit.

PROFILE OF VARDHMAN GROUP OF INDUSTRIES

Major Highlights of the Group:

 Largest Spinning capacity in the country.

 Largest exporter of cotton yarn from the country.

 Number two sewing thread manufacture in India

 First textile company to obtain ISO 9000 certification in India.

 First Textile Company to have implemented ERP in the country.

 Winner of coveted Texprociln Silver Trophy" for outstanding performance in 100%

The Vardhman group has the following product range:

 Dyed acrylic yarn

 Cotton tyre cord

 Hand knitting yarn

 Grey polyester cotton yarns

 Grey acrylic yarns

 Cotton hosiery yarns

 Cotton yarn exports

 Dyed polyester cotton yarn

 Gas Mercerized yarns and many more.

manufacturing and customer service based on creative combination of state-of-the-art technology

and human resources. Vardhman is committed to be responsible corporate citizen.