CHAPTER I 1.

1 INTRODUCTION

It is an accepted that besides money, material and machine the success of any organization depends upon the quality of its human resources. With globalization, liberation, in future will belong to the fittest; customers also need good quality materials to meet ever changing demands. Success of any organization crucially depend on their ability to attract, develop and retain people who are competitive, innovative and who can build and steer the global organization that is responsive to its customer needs technology development and also environmental changes. In this context, the entire training and development effort is to align human effort with the corporate and business strategy. Development of high quality in managerial manpower in the country is considered essential for coping with rapidly changing industrial scene. This has led to expansion in the number of training activities and institutions. Training is considered as a tool for HRD. Training has immense potential in transfer and utilization of latest technical known-how, leadership development, organization of people, formation of self-help-groups, mobilization of people as well as resources, empowerment of resource-poor rural mass, entrepreneurship development, etc., which are considered essential components of HRD. Because of cutting edge of competition today demands every organization, to measure its activities in terms of Effectiveness, Excellence and Efficiency (triple E). Evaluation is not one time measure. It is an ongoing process. Evaluation of training in these days is doing with the help of various sophisticated mathematical, statistical and phsychometric tools. Highly developed electronic machines and computers are employed by experts and trainers to do the evaluation in systematic and scientific way. Specialized experts, psychometrians and
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management consultants are available to do the evaluation of training programmes independently without any biases or prejudices. It is worthwhile to try evaluation in a scientific way since the proper and appropriate evaluations may change the color of the entire training system towards more usefulness to the organization. The evaluation tools and procedures of the company should be sensitive and sharp enough to evaluate the referred changes precisely, as far as possible.

1.2 SCOPE OF THE STUDY

The title selected is , A study on training and development with special reference to UNITED INDUSTRIES. It helps to know the training activities conducted by the organization. The scope of the study also covers key factor of the training program to improve the employee performance.

This research study also includes the study of the employees satisfaction in Training process in UNITED INDUSTRIES. This study focus on various tools used for training process.

1.3 OBJECTIVES OF THE STUDY

Study on training and development. To study the various strategies adopted in training and development. To study how training methods are selected in the organization. To help the employees to know the importance of training and development. To study the impact of training & development program.

1.4 RESEARCH METHODOLOGY

Research methodology is a way to systemically solve the research problem. It may understand as a science of studying ho w research is done scientifically. Descriptive Research Design: The study is descriptive in nature, surveys are best suited method for Descriptive research and so survey method is used for this study. Companies are usually undertaken survey to learn about peoples knowledge, belief, preference, satisfaction and attitudes in the population. In this evaluation value judgment attached to acts and recommendations are made by the investigation. Sampling The technique used to collect the data from the target group of UNITED INDUSTRY is Convenient Sampling. The size of the sample selected is 100 employees. SAMPLING UNIT The worker belonging to different units of the department make up the sampling unit. Methods of Data Collection Collection of information is called Data. There are 2 types in which the data can be collected. Theses are as follows: Primary Data Secondary Data
PRIMARY DATA The research collects primary data for the first time. It is the first hand (or)

fresh data obtained for the study.

 SECONDARY DATA It is the second hand data, which is already collected (or) existing one, which may be available in books, magazines, websites, etc.,

HYPOTHESIS TESTING A hypothesis is some statement about a population parameter. The hypothesis is tested on the basis of outcome of a random sample. Definition: A proposal intended to explain certain facts or observations Types of Hypothesis: Crude Hypothesis Refined Hypothesis Research Hypothesis Null Hypothesis (H1) Working Hypothesis Statistical Hypothesis

CHAPTER - II INDUSTRY PROFILE

The injection moulding has seen steady growth since its beginnings in the late 1800's. The technique has evolved from the production of combs and buttons to major consumer, industrial, medical, and aerospace products. In 1868, perhaps in response to a request by billiard ball maker Phelan and Collander, John Wesley Hyatt invented a way to make billiard balls by injecting celluloid into a mould. By 1872, John and his brother Isaiah Hyatt patented the injection moulding machine. The machine was primitive yet it was quite suitable for their purposes. It contained a basic plunger to inject the plastic into a mould through a heated cylinder. Revolutionizing the plastics industry in 1946, James Hendry built the first screw injection moulding machine with an auger design to replace Hyatt's plunger. The auger is placed inside the

cylinder and mixes the injection material before pushing forward and injecting the material into the mould. Today, almost all injection moulding machines use this same technique. The injection moulding has seen steady growth since its beginnings in the late 1800's. The technique has evolved from the production of combs and buttons to major consumer, industrial, medical, and aerospace products. In 1868, perhaps in response to a request by billiard ball maker Phelan and Collander, John Wesley Hyatt invented a way to make billiard balls by injecting celluloid into a mould. By 1872, John and his brother Isaiah Hyatt patented the injection moulding machine. The machine was primitive yet it was quite suitable for their purposes. It contained a basic plunger to inject the plastic into a mould through a heated cylinder. Revolutionizing the plastics industry in 1946, James Hendry built the first screw injection moulding machine with an auger design to replace Hyatt's plunger. The auger is placed inside the cylinder and mixes the injection material before pushing forward and injecting the material into the mould. Today, almost all injection moulding machines use this same technique. HISTORY OF ROTATIONAL MOULDING Rotational moulding has had a long history of development dating back to the Egyptians who used rotational casting processes for creating ceramics. Moulding processes were used hundreds of years ago by the Swiss to make hollow chocolate eggs. In more recent times, somewhere between 1940 and 1950 in the USA, the rotational moulding process was developed for a small number of plastics but its popularity did not take off because it was regarded as a slow process. In the past few decades, however, process control improvements and plastic powder developments have resulted in a very large increase in its use. By the late 1950s, when the process was better understood, applications for other industries were developed including road cones, marine buoys, and car armrests. The Engel process was developed in Europe in the early 1960s that enabled large hollow containers to be created in low density polyethylene(LDPE) by rotating (or rocking) a mould on a chassis, houses open gas jets, through 30 degrees which coated the inside of the mould with the polymer. The cooling method
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was simply switching off the burners. This allowed the rocking to continue until the moulding could be extracted. By the 1980s the rotational moulding process was streamlined by larger material suppliers around the world. And in response to increasing demand, new materials and grades became available. Storage tanks of all sizes and shapes typically dominated the industry in various compositions including polycarbonates, polyesters, polypropylene, LDPE, nylon and ABS (acrylonitrile butadiene styrene) complemented LDPE and high density polyethylene (HDPE). Today, the primary aspects attracting current research involve lowering the cycle times and improving the quality of parts. Pressurization techniques offer some hope in lowering the cycle times as applying a small pressure at the right point in the heating phase may speed the coalescence of polymer particles. This will produce parts will less bubbles in a shorter amount of time than at atmospheric pressure. Critics..

COMPANY PROFILE

NAME OF THE COMPANY UNITED GROUPS

: :

UNITED INDUSTRIES UNITED INDUSTRIES PLANT- I Injection molded parts and assembly for auto and engineering industries Mobile application software

UNITED INDUSTRIES PLANT-II Injection molded parts and assembly for auto and engineering industries UNITED PLASTIC COMPANY
9

Precision

molded

parts

for

Bi-cycle

and

appliances industries UNITED CARRIERS Logistics services provider

UNITED DISTRIBUTORS FMCG distribution

COMPANY HISTORY
United group of industries is promoted by Shri. R.Mahalingam, pioneer in plastic industry having over 25 years of experience. His passion for professionalism and loyalty to stay ahead of his competitor and become preferred choice till date. United groups were found in 1985 as a small injection molding unit at Chennai with two machines. With commitment to quality and customer services the business started growing at a greated pace. The group employs around 250 people. Now united industries (UI) is headed by shri.M. Karthik Krishnan, BE, MBA,MFE,s/o shri. R.mahalingam. in order to cater to the growing automotive segment third plant was started at moulivakkam, Chennai with higher tonnage machines (up to 850T) and with state of the art facilities.UI caters to tier 1 vendors of Hyundai, ford, reno-nissan, Toyota and Daimler. Through our group companies we cater to TI cycles, wheels India, TVS rubber, Samsung and ashok Leyland.
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MAJOR MILESTONES PLANT-I IN 1985 the humble beginning IN 1988 the company installed first semi auto machine IN 1996 they started united plastic company at ekkatuthangal IN 2000 the company installed 450T machines entered auto parts industry IN 2005 they started new plant at manapakkam. Installed 600T machine.acheived sales INR 1.0 cr(USD 0.25Mn) IN 2007 they achieved sales over INR 8.0 cr (USD 2.0Mn) IN 2010 they implement new plant at moulivakkam the target sales INR 25 cr(USD 5 Mn) IN 2011 the target sales INR 30 cr (USD 6.5 MIN)

MAJOR MILESTONESPLANT-II IN 1985 the humble beginning if united industries IN 2010 they started united industries plant-II IN 2010 June installed semi auto machine engle 350 ton 2 m/c IN 2010 July they installed semi auto machine JSW 650 ton 1 m/c IN 2010 august the installed semi auto machine KMF, SM,L and T 850 ton total 3 m/c IN 2010 September the company installed semi auto machine ferromatic Milacron 200 ton IN 2010 October the company installed all electric150 ton 2 m/c and engle tie barless 150 ton 2 m/c

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IN 2010 December they started small tool room IN 2011 the plant to achive TS 16949 at plant-II

EMPLOYEE STRENGTH AND QUALIFICATION

Plant -I

category manger and above Sr exe to manager engineers Staff/supervisor operators Casual labour total

no of person 2 5 11 23 94 65 200

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category Master/degree Engineering graduates Diploma engineering Other graduates ITI/tech Upto schooling total 1 6 20 15 60 98 200

no of person

Plant-II

category manger and above Sr exe to manager engineers Staff/supervisor operators Casual labour total

no of person 1 2 7 8 51 70 139

category

no of person

13

Master/degree Engineering graduates Diploma engineering Other graduates ITI/tech Upto schooling total

1 6 15 15 32 70 139

VISION: United industries will be the most preferred source of its customers in providing total solution for plastic injection moulding within next 5 years. MISSION: Consistent top rating from customer in Q.C.D.S. State of the art single plant by 2014 Sales turn over rs.50 cr by 2014 Enhance performance thro professional management Develop and manufacture own products QUALITY POLICY We are committed to consciously and continually improve systems and quality of our products through latest quality management systems to exceed customers requirement in a most cost effective way. QUALITY OBJECTIVES
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To achieve customer satisfaction as 100% To achieve on time delivery as 100% To achieve customer end rejection as 100 PPM To reduce in-house rejection to 10000 PPM

CHAPTER III 3.1.CONCEPTUAL AND THEORETICAL REVIEW The various concepts and definitions used in the Research are as follows: Management: Management is the process of planning, organizing, leading and controlling the resources of an organization in the efficient and effective pursuit of specified organizational goals. Human resource management: Human Resource Management system is the central subsystem, which operates upon and controls the Human Resources of all other systems. The main objective of Human Resource Management is to organize, direct and control human resources in an organized effort, in order to achieve the individual as well organization objectives. Research: Research is an academic activity that comprises of defining and redefining problems, formulating hypothesis of suggested solutions, collecting, organizing and evaluating data, making

15

deductions and conclusions. According to another definition, Research is the continuous movement from unknown to known. Training If you wish to plan for a year, sow seeds If you wish to plan for ten years, plant trees If you wish to plan for life time development train people to do he above. Famous Chinese Proverb

This highlights performance of training a man. This training is a learning experience in that it seeks a relatively permanent change in an individual that will improve their ability to performance on the job.

DEFINITION According to the Flippo, Training in the act of increasing the knowledge and skills of an employee for doing a particular job. Training is the consistent and effective transfer of appropriate behavior which leads to the achievement of predetermined and specified outcomes. According to Monappa and Saidiyan Training refers to the teaching/learning activities carried on for the primary purpose to teach member of an organization to acquire and supply the knowledge, skill and attitudes needed by the organization. Mc Ghee and Thayer suggest three fold approaches in determining the training needs. This approach involves, Organizational Analysis Determining where within the organization training emphasis can and should be placed.
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 Operational Analysis Determining what should be the correct of training in terms of what an employee must do to perform a task, job or assignment in an effective way. Man Analysis Determining what skills, knowledge or attitude an individual employee must develop if he is to perform the tasks which constitute his job in the organization. According to Campbell (1970) Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. Need for Training The need for training of employees is clear from the following observation; A. To Increase Productivity Training can help employee to increase their level of performance which directly tends to increase productivity and increase company profit. Training helps new employees to understand the most efficient and effective way of performing the job. B. To Improve Quality Better informed workers are less likely to make operational mistakes. Quality increase may be in reference to a company product or service or reference to the intangible organizational employment atmosphere.

C. To Help Company Fulfill Future Personal Needs Organization that have a good internal educational programmes will have to make less drastic man power changes and when the need arises can more easily be staffed from internal sources, If a company initiates and maintains adequate instructional programmes for the both its non-supervisory staff and managerial employees.

D. To Improve Organizational Climate

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An endless chain of positive reaction result from a well planned training programmes production and product quality may improve, financial incentives may increase, and internal promotions become stressed.

E. To Improve Health And Safety Proper training can help prevent industrial accidents. Managerial mental state also improve if supervisors know that they can better themselves through company designed development programmes.

F. Obsolescence Prevention Training programmes faster initiatives and creativity of employees and help prevent manpower obsolesce which may be due to age, temperament (or) motivation (or) inability to adapt to technical changes.

G. Personal Growth Employees on a personal basis gain individually from their exposure to educational experiences.

Training is needed for more than above reasons such as: An increase use of technology in production Labor turnover Employment of inexperienced

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 Old employees require refreshers training Need for reducing grievances and minimizing accident Need for maintaining validity of the organization and raising the morale of the employees Importance Of Training Training is the integral part in the whole management programme, with all its activities functionally inter-related. The need for training people is important so that new and changed techniques may be taken advantage of and improvement affected in the old method. The importance of training has been expressed in these words: Training is widely accepted problem solving device. Indeed, our national superiority in manpower productivity can be attributed in a number of small measures to the success of our educational and industrial training programme. This success has been achieved by a tendency in many quarters t regard training as a panacea. Training is Importance to employees in that: It makes employees more effective and productive. It enables employees to develop and use within the organization and increase market value, earning power, and job security. It moulds the attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. Heightens morale of employees make a better and economical use of material and equipments reduces wastage.

Training helps management in following ways:

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 It helps management to resolve sources of friction arising from parochialism bring home the fact that management is not devisable. The management benefits in those higher standards of quality are achieved. A satisfactory re-organizational structure is built up authority can be delegated and stimulus for progress applied to employees. Training Methods The forms and types of training methods are inter-related. It is difficult if not possible, to say which of the methods or combination of method is more useful than the others. Methods are multi-faceted in scope and dimension and each is suitable for a particular situation. The training methods could be classified as follows: On the Job Training: Popularly called OJD, every employee virtually gets OJD when he joins the company. It is the common, mot widely and accepted method of training. In this kind of training, trainees learn the job under the watchful eyes of a master craftsman, practices the job real work environment. The methods used for on the job Training is as follows: Coaching Job Rotation Under Study Apprenticeship Job Instruction Training Demonstration Simulation Vestibule Training

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Off the Job Training: Off the job training means that the training is not part of the job activity. It may be in the companys training institutes or with associations who undertake to train people. Conferences Lecturers Role Playing Case Study Seminars Management Games Training Should Bring About Change Training should provide new knowledge, new skills and give rise to changes in attitudes and behavior. This is the primary function of training. Training function can assist in brining about a change in the attitude of employees to promote a new work ethics conductive to productivity, ensure optimal utilization of the existing manpower, develop the human resource, ensure continuity of skill and operation, and import proper orientation. If traini9ng fails to achieve in brining about a change in any of these areas, such training is absolutely meaningless. Training should be an integral part of companys strategy People are companys valuable resource. Every company or organization should have a People strategy involving strategies for recruitment, training motivation and development of all personnel. In order to make training effective, it should be a part of companys corporate strategy and should be pro-active. It cannot be like a standard medicine picked up from the shelf. In should

21

be in consonance with the culture of organization, national and regional sub-cultures and well designed to suit needs of organization.

Training Should be Easily Understood All the topics that go to makeup training should be based on bet and most recent knowledge and experience in the field training content and activities should reflect real world relating to trainees day to day jobs. Citation of befitting illustrations and examples in which trainees can apply skill and knowledge learned will facilities training transfers understand general principles behind the skills they learning. Intensive drill and practice techniques in training programme help trainees reach a level of automatic implementation on the job. Training Should Include Tools And Written Materials A write has to be excellent. A good trainer puts in it all that he has got in his own style and keeps on improving upon it. A good write up never gets completed. It can always be improved, modified and used further. A trainee should also use optimum mix of other training tools like audio-visuals, role play in basket exercise etc. Training Right Candidate At Right time Avoid feast and famine situation. Determine quality of training and aim to give it accordingly. Avoid spending your good money after a bad idea, i.e. incase when a seven days course is required do not reduce it to four days. If X has to be trained, do not train Y. if X has to trained twice a year, you cannot skip him four time next year. Training Should Reflect Both Approach

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Training should improve the quality of life both for individual and organization to higher levels. The training is mentally beneficial. It benefits individual as well as organization. Training Evaluation: Objectives of training evaluation is to determine the ability of the participant in the training programme to perform job for which they were trained, the specific nature of training deficiencies, whether trainees required any additional on-the-job training, the extend of neither training nor needed for the participants to meet job requirement. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the personnel manager should accurately assess trainees job performance 2 to 4months after completion of training. Definition Of Training & Development Training means to imparting specific objectives -Mc Farland. Development can be defined as the nature and direction of change taking place among personnel through educational & training. -Mc Farland. Training refers to the organizations efforts to improve an individuals abilities to advance in his organization to perform additional job duties. -Dunn & Stephens. Training Objectives The personnel manager formulates the following training objectives keeping the companys overall objectives in mind. To prepare the employee both new & old to meet the present as well as the future change. To import the new entrants with the basic knowledge & Skills.
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 To prepare employees for higher-level tasks. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of department. To prevent obsolescence. Methods for assessing the training needs: Organizational requirements/weakness. Job specification & employee satisfaction. Identifying specific problems. Anticipating future problems. Managements requests. Observation. Interviews. Group conferences. Performance appraisal. Areas of Training Generally organization provide to their employees in following areas. Company policies & Procedures. Language Skills Human relations Problem solving skills

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 Managerial and supervisory skills Apprentice training Training Content for Different Categories of Employees Training methods and content may not be the same for different categories of employees. As such case Mgt. has to offer training to different categories of employees based on the job analysis. The method adopted would, therefore be different. Supervisory Training Supervisory mostly learn to supervise under the guidance of a manager. It has the emphasis mainly in on-the-job training methods. Course contents of training to this category includes production, control, organized methods, work control, method study, time study, & Job evaluation, company policies, procedures, report writing, performance appraisal, dealing with absenteeism labour turnover, industrial & labour laws, leadership etc.,

Clerical Training Off-the-job training method is mainly followed in training of clerical personnel. The training content includes organization methods, company policies, procedures & programs, background knowledge of the company, forms, reports, clerical aptitudes etc. Steps in Training & Development process Need Analysis Identify specific job performance skills needed to improve the performance & productivity. Analyze the audience to ensure that the program will be suited to their specific level of education, experience and skills as well as their attitudes of personnel motivations.
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 We research to develop specific measurable knowledge & performance objectives. Instruction design:
Gather instructional objectives, methods, media, description, & sequence of content

examples, excises, and activities, organizing, them into curriculum that supports, adult learning theory and provide blueprint for program development. Make sure all materials such as video scripts, leaders guides and participants work books, complement to each other are written clearly and blend into unified training geared directly to the stated learning objectives. Carefully and professionally handle all program elements whether reproduced on paper, film or tape to guarantee quality & effective. Validation Introduce and validate the training before a representative audience base final revision on plot results to ensure the program effectiveness. Implementation When applicable, boost success with a training work shop that focuses on presentation knowledge, skills & addition to training content. Distinction between Training & Development All though used interchangeable with reference to individual employees there are however distinction of emphasis and scope. Broadly speaking training is regarded as applying principally to the improvement and skills and hence learning how to perform specific task, while development in an unfolding process carried on as a form of growth and neutralization. The distinction can be depicted in following manners. TRAINING 1) Usually a short-term process. 2) Imparted mostly on non-mgt personnel. 3) Confirmed generally to the area of
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DEVELOPMENT 1. Invariable an ongoing long term. 2. Designed executives. mainly for manager and

hands and on technical skills Knowledge and Skills of the Manager Technical Skills

3. Relating more broadly to the level of interpersonal and decision making skills.

Technical skills are those that enable manager to use effectively techniques, methods process and equipment in performing specific jobs. To a large extent, those skills are developed through experience and education. Technical skills are most important for operating managers, because of the some jobs are to be performed high, to that we have some knowledge i.e., they should the ability to operate complex machinery, and to draw up intercept meaningful financial data. In every type of organizations managers at lower level have to understand the mechanics of their jobs. Then they are to supervise their subordinates effectively. However as they move up the hierarchy, technical skills become less important then other skills.

Human skills: Human skills refer to the ability to work effectively with offers on a person to person basis, and to build up co-operative group relations to accomplish the organizational goals. Such skills include the ability to communicate, motivate and lead.

Conceptual Skills: Conceptual skills are those which make it possible for a manager to consider an enterprise as whole and evaluate the relationship, which exists between various parts of functions of a business. Top managers in particular need skill. Because they are of maximum importance in long-range planning. Such skills are concerned with real of ideas and creativity. In sum, it may be said that technical skills are essential ingredient in lowlevel management. Human skills are important at all levels of the management, and conceptual skills are essentially critical in top level executive positions.
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 Procedure for Development of Executive

Establishing parameters to development
Determining development need including who needs developing? What needs developing

Setting development objectives

Conducting development programmes

Appraising & evaluating effectiveness of development activities

Looking at organizations objectives. Ascertaining development needs. An appraisal of present management talent. A management manpower inventory. The planning of individual development programs. Establishing of training and development programs Evaluating development programs.

Techniques Of Development Techniques of management development

On-the-job techniques

Off-the-job

Techniques

On-the-job techniques: These techniques are most widely used techniques. These techniques are most interesting to trainee, since the location of the learner is not an artificial one as the class room. The success of
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these techniques depending on the immediate supervisor and how good a teacher he is. On-jobtechniques are especially useful for certain group like scientific and technical personnel. Important on-the-job techniques Coaching Job rotation Under study Multiple management

Off-the-job Techniques: Because of the fact that on-the-job techniques have their own limitations, these off-the-job techniques are consider important to fill those gaps. Some of the important off-the-job-techniques are as follows: The case study Incident method Role playing In basket method Business game Sensitivity training Simulation

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CHAPTER IV ANALYSIS PART I TABLE 4.1.1 TRAINING METHODS IN THE ORGANIZATION Options On the job Training Off the job Training Total Inference: The above table shows that 98% of the respondents are said that on-the-job training providing in their organization and the rest 2% of the respondents are said that off-the-job training in the organization. CHART 4.1.1 TRAINING METHODS IN THE ORGANIZATION No of Respondents 98 2 100 Percentage % 98% 2% 100

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TABLE 4.1.2 PROVISION OF REFRESHMENT TRAINING PROGRAMS IN THE ORGANIZATION

Options Yes No Total Inference:

No of Respondents 83 17 100

Percentage % 83% 17% 100

The above table shows that 83% of the respondents said that have refreshment training programs in the organization and the rest 17% of the respondents said that dont have refreshment training.

CHART 4.1.2 PROVISION OF REFRESHMENT TRAINING PROGRAMS IN THE ORGANIZATION

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TABLE 4.1.3 RELATIONSHIP BETWEEN SUPERVISORS AND SUBORDINATES

Options Very Good Good Bad Smooth Total Inference:

No of Respondents 2 31 3 64 100

Percentage % 2% 31% 3% 64% 100

The above table shows that 64% of the respondents said that exist a smooth relationship between the supervisors and the subordinates, 31% of the respondents said that relationship is good, 3% of the respondents said that it is bad and the rest 2% of the respondents said that exist a very good relationship between the subordinates and the supervisors. Charts 4.1.3 RELATIONSHIP BETWEEN SUPERVISORS AND SUBORDINATES

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Table 4.1.4 SATISFACTION LEVEL OF TRAINING FACILITIES OF THE ORGANIZATION

Options Fully Satisfied Satisfied Partially Satisfied Fair Total Inference:

No of Respondents 35 21 32 12 100

Percentage % 35% 21% 32% 12% 100

The above table shows that 35% of the respondents are fully satisfied with the training facilities of the organization, 32% of the respondents are partially satisfied, 21% of the respondents satisfied and the rest 12% of the respondents said the training facilities of the organization are fair. CHART 4.1.4 SATISFACTION LEVEL OF TRAINING FACILITIES OF THE ORGANIZATION

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TABLE 4.1.5 TRAINING PROGRAM REDUCES ACCIDENT

Options Always Often Sometimes Not at all Total Inference:

No of Respondents 52 28 9 11 100

Percentage % 52% 28% 9% 11% 100

The above shows that 52% of the respondents said that training program always reduced accident in the organization, 28% of the respondents said that it reduce accidents and 9% of the respondents said that reduces sometimes. CHART 4.1.5 TRAINING PROGRAM REDUCES ACCIDENT

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TABLE 4.1.6 TRAINING PROGRAMS ARE RELATED TO JOB Options Strongly Agree Agree Partially Agree Disagree Total Inference: The table shows that 51% of the respondents are agree that training programs are related to job, 42% of the respondents strongly agree this statement, 6% of the respondents are partially agree and the rest 1% of the respondents are disagree. CHART 4.1.6 TRAINING PROGRAMS ARE RELATED TO JOB No of Respondents 42 51 6 1 100 Percentage % 42% 51% 6% 1% 100

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TABLE 4.1.7 PERSONAL GROWTH TRAINING IMPROVES TO ABILITY KNOWLEDGE AND SKILLS Options Strongly Agree Agree Partially Agree Disagree Total Inference: The above table shows that 42% of the respondents are agree that personal growth training improves to ability knowledge and skills, 36% of the respondents are strongly agree, 12% of the respondents are partially agree and the rest 10% of the respondents are disagree. No of Respondents 36 42 12 10 100 Percentage % 36% 42% 12% 10% 100

CHART 4.1.7 PERSONAL GROWTH TRAINING IMPROVES TO ABILITY KNOWLEDGE AND SKILLS

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TABLE 4.1.8 NECESSITY OF TRAINING PROGRAMS

Options Job Knowledge Motivation Competence Multi skill ISO Awareness Total Inference:

No of Respondents 63 24 4 9 0 100

Percentage % 63% 24% 4% 9% 0 100

The above table shows that 63% of the respondents said that training programs are necessary for job knowledge, 24% of the respondents said that motivation, 9% of the respondents said that multi-skill and the 4% of the respondents said that competence. CHART 4.1.8 NECESSITY OF TRAINING PROGRAMS

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TABLE 4.1.9 TRAINING PROGRAMS AND EMPLOYEE KNOWLEDGE

Options Objectives of the organization Increasing the productivity Life style Multi Skill Other Total Inference:

No of Respondents 11 79 2 8 0 100

Percentage % 11% 79% 2% 8% 0 100

The above table shows that 79% of the respondents said that training programs and employee knowledge improves by the way of increase productivity, 11% of the respondents said that organization objectives, 8% of the respondents said that multi-skill and 2% of the respondents said that life style for improving the knowledge.

CHART 4.1.9 TRAINING PROGRAMS AND EMPLOYEE KNOWLEDGE

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TABLE 4.1.10 ORGANIZATION IDENTIFYING TRAINING NEEDS Options Strongly Agree Agree Disagree Strongly Disagree Total Inference: The above table shows that 48% of the respondents are strongly agree that the organization itself identifies the training needs, 465 of the respondents are agree, 5% of the respondents are disagree and the rest 1% of the respondents are strongly disagree. CHART 4.1.10 No of Respondents 48 46 5 1 100 Percentage % 48% 46% 5% 1% 100

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ORGANIZATION IDENTIFYING TRAINING NEEDS

TABLE 4.1.11 ORGANIZATIONS CLARITY THE TRAINING SCHEDULE

Options Strongly Agree Agree Disagree Strongly Disagree Total Inference:

No of Respondents 42 52 5 1 100

Percentage % 42% 52% 5% 1% 100

The above table shows that 52% of the respondents are agree that the organization is clarity about the training schedule, 42% of the respondents are strongly agree, 5% of the respondents are disagree and the rest 1% of the respondents are strongly disagree.

CHART 4.1.11
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ORGANIZATIONS CLARITY THE TRAINING SCHEDULE

TABLE 4.1.12 TRAINING STRATEGIES OF THE ORGANIZATION Options Goal Settings Action perspective Training Planning Specification Programming resource Other training strategy Total Inference: The above table shows that 48% of the respondents said that the training strategies of the organization are for goal settings, 46% of the respondents said that action perspective training, 4% of the respondents said that planning specification and the rest 2% of the respondents said that programming resource. CHART 4.1.12 TRAINING STRATEGIES OF THE ORGANIZATION No of Respondents 48 46 4 2 0 100 Percentage % 48% 46% 4% 2% 0 100

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TABLE 4.1.13 OCCUPATIONAL DISEASE IN THE WORKING PLACE

Options Yes No Total Inference:

No of Respondents 83 17 100

Percentage % 83% 17% 100

The above table shows that 83% of the respondents said that the occupational disease persists in the working place and the rest 17% of the respondents said that existence.

CHART 4.1.13 OCCUPATIONAL DISEASE IN THE WORKING PLACE

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TABLE 4.1.14 EMPLOYEES FEELINGS TOWARDS JOB AS CHALLENGING

Options Strongly Agree Agree Disagree Strongly Disagree Total Inference:

No of Respondents 21 32 19 28 100

Percentage % 21% 32% 19% 28% 100

The above table shows that 32% of the respondents are agree that they feel the job as challenging, 28% of the respondents are strongly disagree, 21% of the respondents are strongly agree and the rest 19% of the respondents disagree.

CHART 4.1.14 EMPLOYEES FEELINGS TOWARDS JOB AS CHALLENGING

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TABLE 4.1.15 CO-WORKERS ADVICE TO WORK FOR THE ORGANIZATION Options Strongly Agree Agree Disagree Strongly Disagree Total Inference: The above table shows that 83% of the respondents are agree that their collegue advice them to work for the organization, 15% of the respondents are strongly agree and 2% of the respondents are disagree. CHART 4.1.15 CO-WORKERS ADVICE TO WORK FOR THE ORGANIZATION No of Respondents 15 83 2 0 100 Percentage % 15% 83% 2% 0 100

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TABLE 4.1.16 TRAINING PROGRAM INCREASE PRODUCTIVITY

Options Strongly Agree Agree Disagree Strongly Disagree Total Inference:

No of Respondents 24 65 7 4 100

Percentage % 24% 65% 7% 4% 100

The above table shows that 65% of the respondents are agree that training programs increases productivity, 24% of the respondents are strongly agree, 7% of the respondents are disagree and the rest 4% of the respondents are strongly disagree. CHART 4.1.16 TRAINING PROGRAM INCREASE PRODUCTIVITY

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TABLE 4.1.17 TRAINING PROGRAM IMPROVES SELF-CONFIDENCE

Options Highly acceptable Acceptable Unacceptable Total INFERENCE:

No of Respondents 20 80 0 100

Percentage % 20% 80% 0% 100

The above table shows that 80% of the respondents are acceptable training programs improves self-confidence and 20% of the respondents are high acceptable training programs improves self-confidence. CHART 4.1.17 TRAINING PROGRAM IMPROVES SELF-CONFIDENCE

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TABLE 4.1.18 RECOGNZATION OF EMPLOYEES AFTER TRAINING

Options Strongly Agree Agree Disagree Strongly Disagree Total INFERENCE:

No of Respondents 24 65 7 4 100

Percentage % 24% 65% 7% 4% 100

The above table shows that 65% of the respondents are agree that the employees are recognized by the organization after training, 24% of the respondents strongly agree, 7% of the respondents are disagree and the rest 4% of the respondents are strongly disagree. TABLE 4.1.18 RECOGNZATION OF EMPLOYEES AFTER TRAINING

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TABLE 4.1.19 RECOGNZATION OF EMPLOYEES AFTER TRAINING

Options Strongly Agree Agree Disagree Strongly Disagree Total INFERENCE:

No of Respondents 92 7 1 0 100

Percentage % 92% 7% 1% 0 100

The above table shows that 92% of the respondents are strongly agree that the employees role is important to the organization, 7% of the respondents are agree, and 1% of the respondents are disagree. CHART 4.1.19 RECOGNZATION OF EMPLOYEES AFTER TRAINING

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TABLE 4.1.20 SATISFACTION LEVEL OF THE TRAINING PROGRAMS

Options Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Inference:

No of Respondents 36 42 19 3 100

Percentage % 36% 42% 19% 3% 100

The above table shows that 42% of the respondents are satisfied with training programs, 36% of the respondents are high satisfied, 19% of the respondents are dissatisfied and the rest 3% of the respondents are highly dissatisfied. CHART 4.1.20 SATISFACTION LEVEL OF THE TRAINING PROGRAMS

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TABLE 4.1.21 IMPROVEMENT IN EMPLOYEE PERFORMANCE DUE TO TRAINING Options Strongly Agree Agree Disagree Strongly Disagree Total INFERENCE: The above table shows that 45% of the respondents are strongly agree that training improved employees performance, 36% of the respondents are disagree and 195 of the respondents are agree. CHART 4.1.21 IMPROVEMENT IN EMPLOYEE PERFORMANCE DUE TO TRAINING No of Respondents 45 19 36 0 100 Percentage % 45% 19% 36% 0 100

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TABLE 4.1.22 CONVENIENCE WITH THE ENVIRONMENT

Options Highly Convenience Convenience Inconvenience Highly Convenience Total INFERENCE:

No of Respondents 40 32 16 12 100

Percentage % 40% 32% 16% 12% 100

The above table shows that 40% of the respondents high convenience with the environment, 32% of the respondents convenience with the environment, 16% of the respondents inconvenience and 12% of the respondents highly inconvenience with the environment.

CHART 4.1.22 CONVENIENCE WITH THE ENVIRONMENT

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CHI SQUARE ANALYSIS Chi Square between provision of refreshment training programs in the organization and occupational disease in the working place. H0 (Null hypotheses) = There is no dependency between provision of refreshment training programs in the organization and occupational disease in the working place. H1 (Alternate Hypotheses) = There is dependency between provision of refreshment training programs in the organization and occupational disease in working place.

OBSERVED FREQUENCY: REFRESHMENT

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Yes

No

Total

TRAINING/OCCUPATIONAL DIEASE Yes No Total 72 11 83 11 6 17 83 17 100

EXPECTED FREQUENCY REFRESHMENT TRAINING/OCCUPATIONAL DIEASE Yes No Total Formula CHI SQUARE = [O-E)2 /E] O-Observed Frequency E-Expected Frequency (O-E)= Difference between observed frequency and expected Frequency. (O-E)= Square of the difference CALCULATION O 72 11 11 6 68.89 14.11 14.44 2.89 E O-E 3.11 -3.11 -3.11 3.11 (O-E)2 9.6721 9.6721 9.6721 9.6721 (O-E)2/E 0.1404 0.6855 0.6855 3.3467 68.89 14.11 83 14.11 2.89 17 83 17 100 Yes No Total

[O-E)2 /E] = Degree of freedom

4.8581 = = n-1 4-1

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= Calculated Value =

3 4.8581

At 5% level of significance the table value is 7.815 Table value > calculated value Inference: There is no dependency between provision of refreshment training programs in the organization and occupational disease in the working place. WEIGHTED AVERAGE TABLE SHOWING TRAINING PROGRAMS ARE RELATED TO JOB Strongly 42 Agree 51 Partially agree 6 Disagree 1 Aggregate 157 Weighted Average 1.57

SCALE REPRESENTATION:Agree Strongly Agree Partially Agree Disagree =(51*1)+(42*2)+(6*3)+(1*4) _______________________ 100 = 51+84+18+4 ___________ 100
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-1 -2 -3 -4

= 157 100 =1.57 INTERPREATION:From the above table it is clear that weighted average is 1.57 the value of the weighted average is in between 1 to 2. Hence, most of the respondents are agree the training program are related to job.

CHAPTER V 5.1. FINDINGS

98% of the respondents are said that on-the-job training providing in their organization 83% of the respondents said that have refreshment training programs in the organization 64% of the respondents said that exist a smooth relationship between the supervisors and the subordinates 35% of the respondents are fully satisfied with the training facilities of the organization. 52% of the respondents said that training program always reduces accident in the organization. 51% of the respondents are agree that training programs are related to job. 42% of the respondents are agree that personal growth training improves to ability knowledge and skills 63% of the respondents said that training programs are necessary for job knowledge 79% of the respondents said that training programs and employee knowledge improves by the way of increase productivity.

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 48% of the respondents are strongly agree that the organization itself identifies the training needs. 52% of the respondents are agree that the organization is clarity about the training schedule 48% of the respondents said that the training strategies of the organization are for goal settings.
48% of the respondents said that the training strategies of the organization are for goal

settings.
83% of the respondents said that the occupational disease persists in the working place 32% of the respondents are agree that they feel the job as challenging

83% respondents are agree that their colleague advice them to work for the organization 65% of the respondents are agree that training programs increase productivity 80% of the respondents are acceptable training programs improves self-confidence 65% of the respondents are agree that the employees are recognized by the organization after training. 92% of the respondents are strongly agree that the employees role is important to the organization 42% of the respondents are satisfied with training programs 45% of the respondents are strongly agree that training improved employees performance 40% of the respondents highly convenience with the environment

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5.2. LIMITATIONS OF THE STUDY

The study has been restricted to THE UNITED INDUSTRIES, Chennai. Some respondents were less interested in answering the questionnaire, as it was an interruption to their regular work. Primary data has been collected using questionnaire, which has the problem of respondents not given factual information occasionally. Some of the respondents could not be interviewed as they were not available

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5.3 CONCLUSION Training is the process of increasing the knowledge & skills for doing a particular job. It is an organized procedure by which people learn knowledge & skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirement & present competence of an employee. Training is aimed at improving the behavior & performance of a person. The ultimate aim of the training programme is to achieve Continuous Improvement Change in Attitude Cost saving Total Productivity Immediately after completing the training programme we may not know the result of his/her learning from the training unless he/she is tested to observed for a specific period. Report must be collected before & after attending the training program in the subsequent month.
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Technical & functional training should be provided persons trained about job before commissioning. Rewards must be given for good performance & recognition at all levels should be there. In UNITED INDUSTRIES, all the employees were interest in attending the training programme & the company is also giving much importance for training to their employees particularly in the field of personal skills. The intention of the company regarding the training was to increase the quality of the job there by reduce the job completion time & wastage.

5.4 SUGGESTIONS From the study most of respondents suggested that the training period should be extended. So that they can learn more about their job & more every they can have clear cut idea about the organization structure & organizational culture. It is suggested that instead of sticking to the same old technologies, they have to provide the modern equipments & technologies which may refresh the employee mind. The company can think of conducting the training program outside the campus to make employee feel free their job tension. For managers, conceptual training is very much important for the implementation of new ideas & concepts in their field. So it should be given more emphasis in the organization. More handouts & fall back materials should be prepared & give to the trainees during the training program for their better performance in the job.
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APPENDIX QUESTIONNAIRE 1. Personal Details: a) Name : b) Age: c) Designation: d) Gender: e) Experience: GENERAL DETAILS
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CCC

2. How do you feel about the benefit of training facilities for the training period? a) Full satisfaction b) Satisfaction c) Partially Satisfaction d) Fair

3. Is the training program reduces accident? a) Always b) Often c) Sometimes d) Not at all

4. Training program is related to the job a) Strongly agree b) Agree c) Partially agree d) Disagree 5. Do you agree whether the organization is clarity about the training schedule in advance? a) Strongly agree

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b) Agree c) Disagree d) Strongly disagree

6. What are the training strategies in your organization? a) Goal settings b) Action perspective training c) Planning specification d) Programming resource e) Other training strategy

7. Do you suffer from the occupational disease in working place? a) Yes b) No

8. Do you accept that the training programme improve self-confidence? a) Highly acceptable b) Acceptable c) Unacceptable

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9. Whether the employees are adequately recognized after the training program? a) Strongly agree b) Agree c) Disagree d) Strongly disagree

10. Do you agree employee role is very important for the organization? a) Strongly agree b) Agree c) Disagree d) Strongly disagree

11. Are you satisfied with the training program of you organization? a) Strongly agree b) Agree c) Disagree d) Strongly disagree

12. Is their any improvement in the employee performance because of the training program?

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a) Strongly agree b) Agree c) Disagree d) Strongly disagree

13. Are you convenience with the training environment? a) Highly convenience b) Convenience c) Inconvenience d) Highly inconvenience

BIBLIOGRAPHY Books 1) David A. Decenio & Stephen P. Robbins, Personnel/Human Resource Management, Prentice Hall of India Pvt. Ltd., - 2002.
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2) C.B. Momoria & S.V. Gankar, Personnel management, Himalaya Publilcation, Mumbai -2001.
3) C.R. Kothari, Research Methodology (Methods & Techniques) New Age Internation Pvt

Ltd., New Delhi, 2nd Edition 2002. 4) P. Subba Rao, Human Resource Management and Industrial Relation, Himalya Publishing House, Mumbai 2002.

SEARCH ENGINE www.google.com www.yahoo.com www.citehr.com

Websites
www.training&development.info www.training&development.com www.humanresources.about.com

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