A STUDY ON TRAINING AND DEVELOPMENT PROGRAMME AT VISTEON AUTOMOTIVE SYSTEMS, INDIA PVT.

LTD
Submitted by SHOBANA.P Reg No 421211631050 of KARPAGA VINAYAGA COLLEGE OF ENGINEERING & TECHNOLOGY, MADHURANTHAGAM 603308 A PROJECT REPORT

Submitted to the Faculty of Management Studies In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT ANNA UNIVERSITY

CHENNAI 600 025 JULY-2013

ANNA UNIVERSITY: CHENNAI 600 023

BONAFIDE CERTIFICATE
Certified that the Project report titled A STUDY ON TRAINING AND DEVELOPMENT PROGRAMME VISTEON AUTOMOTIVE SYSTEMS INDIA PVT. LTD is the bonafide work of MISS.SHOBANA.P, 421211631050 who carried out the research under my supervision. Certified further that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Signature of HOD Prof. p .Shalini Karpaga vinayaga college of Engineering & Techonolgy, G.S.T. Road,Karpaga vinayaga nagar, Chinnakolapakam palayanoor post, Mathuranthagam(T.C) kancheepuram District - 603308

Signature of Supervisor Mr. C.V.Rajagopalan Karpaga vinayaga college of Engineering and Tenchnology, G.S.T. Road Karpaga vinayaga nagar, Chinnakolapakam palayanoorpost Mathuranthagam(T.C) kancheepuram District - 603308

INTERNAL EXAMINER

EXTERNAL EXAMINER

Submitted to the university viva voce held on __________________________________

ABSTRACT

The study aims to analyses the A STUDY ON TRAINING AND DEVELOPMENT PROGRAMME AT VISTEON AUTOMOTIVE SYSTEMS, INDIA PVT LTD MARAIMALAINAGAR .

To achieve the objective of research, the primary data was collected with the help of questionnaire. Responses were gathered from various level of employees of VISTEON AUTOMOTIVE SYSTEMS, INDIA, PVT LTD. A descriptive research study was carried out among the population and a sample size of 100 was chosen for the purpose of this study through a structured questionnaire. The collected data was analyzed with the help of simple statistical tools, such as percentage analysis and chi-square analysis. Convenience sampling was used in this study. The results were tabulated and measured. Suggestion was made by the employees are satisfied in present training methods, but some employees are some betterment in changing training periods, so the organization improve performance at training period. Finally I would like to conclude that the employees of Visteon are satisfied with training in the organization.

ACKNOWLEDGEMENT With profound gratitude and due regards I whole heartedly and sincerely acknowledge with thanks the opportunity provided to me by our Respectful Director Tmt. Meenakshi Annamalai for allowing me to do this project in partial fulfillment for the degree of Master of Business Administration under Anna University, Chennai. I thank our respectable Advisor Prof. V.C. Ravichandran for his effective advice and support for planning and processing of the project. I thank our Dean (Administration) Prof. T. Rangarajalu for his unrelenting support and guidance and useful tips for completing the project. I thank our dedicated Principal Prof. Dr. Prabhu Ramakrishnan for his valuable suggestions and timely advice which helped me in completing this project on schedule. I thank our Dean (MBA) Dr. P. Uma Rani for her remorseless support and guidance and useful tips for completing the project. I thank our Head of the Department Prof.P.Shalini for her pain taking efforts and very encouraging and proper guidance without which this project could not have been completed. I would like to extend my hearty gratitude to Mr.C.V.Rajagopalan sfor instructing, guiding and encouraging me carrying out this project work. I also thank Mr. Sridhar (Deputy Manager) and Mr. Iyappan (director(HR)) Visteon Automotive India Pvt Ltd who guided me with full-fledged support and help me complete this work successfully. I finally thank my parents and all my dear ones without whose constant love and encouragement all these would have been possible.

TABLE OF CONTENT

S.NO TITLE PAGE

CHAPTER TITLE

PAGE NUMBER I ii iii iv

BONAFIDE CERTIFICATE ABSTRACT ACKNOWLEDGEMENT 1. CHAPTER I 1.1 INTRODUCTION 1.2 OBJECTIVE OF THE STUDY 1.3 NEED FOR THE STUDY 1.4 SCOPE OF THE STUDY 1.5 LIMITATION OF THE STUDY 1.6 COMPANY PROFILE 1.7 INDUSTRY PROFILE 2. CHAPTER II 2.1 REVIEW OF LITERATURE 2.2 THEORETICAL REVIEW 3. CHAPTER III 3.1RESEARCH METHODOLOGY 4. CHAPTER IV 4.1DATA ANALYSIS AND INTERPRETATION 4.2 STATISTICAL ANALYSIS

1 8 9 10 11 12 19

27 29

38

44 69

5.

CHAPTER V 5.1FINDINGS 5.2 SUGGESTIONS AND RECOMMENDATION 5.3 CONCLUSION 72 74 75

6.

CHAPTER VI ANNEXURE QUESTIONNAIRE BIBLIOGRAPHY 76 79

LIST OF TABLES

S.NO 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 AGE GENDER EDUCATIONAL QUALIFICATION LEVEL OF THE EMPLOYEES EXPERIENCE

TABLE

PAGE NO 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

OPPORTUNITY FOR CAREER DEVELOPMENT IN THE FACTORY SATISFACTION AND EFFECTIVENESS OF TRAINING PROGRAM RATING THE TRAINING PROGRAM IS YOUR STRENGHT AND WEAKNESS HIGHLIGHTED BY YOUR SUPERIOR HOW OFTEN TRAININ PROGRAM IS CONDUCTED THE TRAINING METHOD DO YOU PREFER EXPECTATION REGARDING YOUR JOD AFTER TRAINING NEED IN THE PRESENT TRAINING PROGRAM DURATION OF TRAINING PROGRAM THE ORGANIZATION ENCOURAGES THE TRAINING PROGRAM BENEFIT OF TRAINING PROGRAM INVOLVEMENT IN TRAINING PROGRAM DO YOU PARTICIPATE IN DETERMINING TRAINING PROGRAM POLICIES REALTED TO TRANING AND DEVELOPMENT PROGRAM IN YOUR COMPANY HOW OFTEN THE WORK OBSERVED BY TRAINING AND DEVELOPMENT DEPARTMENT OPINION ABOUT OVERALL QUALITY OF TRAINING PROGRAM CONTENT AND METHODOLOGY USED IN TRAINING PROGRAM DO YOU HAVE SEPARATE TRAINING AND DEVELOPMENT DEPARTMENT OPININON ABOUT TRAINING METHOD DO YOU NEED SOME MORE TRAINING

LIST OF CHART
S.NO 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 AGE GENDER EDUCATIONAL QUALIFICATION LEVEL OF THE EMPLOYEES EXPERIENCE OPPORTUNITY FOR CAREER DEVELOPMENT IN THE FACTORY SATISFACTION AND EFFECTIVENESS OF TRAINING PROGRAM RATING THE TRAINING PROGRAM IS YOUR STRENGHT AND WEAKNESS HIGHLIGHTED BY YOUR SUPERIOR HOW OFTEN TRAININ PROGRAM IS CONDUCTED THE TRAINING METHOD DO YOU PREFER EXPECTATION REGARDING YOUR JOD AFTER TRAINING NEED IN THE PRESENT TRAINING PROGRAM DURATION OF TRAINING PROGRAM THE ORGANIZATION ENCOURAGES THE TRAINING PROGRAM BENEFIT OF TRAINING PROGRAM INVOLVEMENT IN TRAINING PROGRAM DO YOU PARTICIPATE IN DETERMINING TRAINING PROGRAM POLICIES REALTED TO TRANING AND DEVELOPMENT PROGRAM IN YOUR COMPANY HOW OFTEN THE WORK OBSERVED BY TRAINING AND DEVELOPMENT DEPARTMENT OPINION ABOUT OVERALL QUALITY OF TRAINING PROGRAM CONTENT AND METHODOLOGY USED IN TRAINING PROGRAM DO YOU HAVE SEPARATE TRAINING AND DEVELOPMENT DEPARTMENT OPININON ABOUT TRAINING METHOD DO YOU NEED SOME MORE TRAINING CHART PAGE NO 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

CHAPTER - I

1.1. INTRODUCTION

1 Introduction
William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His study led him to believe that if these same employees were properly motivated, they could work at 80-90 percent of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used in such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning reason.

Meaning
A business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you - increasing the chances that they will satisfy your customers. Eloquently putting Training is a systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task or job.

2.2. Definition
Training is the continuous, systematic development among all levels of employees of that knowledge and those skills and attitudes which contribute to their welfare and that of the company.- M.C Lord and Efferson Training may be defined as a process of developing an understanding of some organized body of facts, rules and methods. This information concerns largely the operative phases of an applied knowledge. - R.C Davis

Training and Development Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power. The effective functioning of any organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Here is the role of training. Employee training tries to improve skills or add to the existing level of the knowledge so that the employee is better equipped to do his present job or to prepare him for higher position with increased responsibilities. However individual growth is not an end itself. Organization growth needs to be meshed with the individuals growth. The concern is for the organization viability, that it should adapt itself to a changing environment. Employee growth and development has to be seen in the context of this change. So training can be defined as: Training is a systematic development of the knowledge, skills and attitudes required by employees to perform adequately on a given task or job The need for improved productivity in organization has become universally accepted and that it depends on efficient and effective training. However, the need for organizations to embark on staff development programme for employees has become obvious. Absence of these programme often manifest tripartite problems of incompetence, inefficiency and ineffectiveness. So training and development aim at developing competences such as technical, human, conceptual and managerial for the furtherance of individual and organization growth which makes it a continuous process

THE NEED FOR TRAINING AND DEVELOPMEN Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things. The following are the two biggest factors that contribute to the increased need to training and development in organisations: 1. Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver. 2.Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enrol himself / herself in a course on self awareness, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important

Importance of Training
Improvement in skill and knowledge

training helps the employees to perform his job much better. This benefits the enterprise as well. Higher production and productivity:

If an enterprise has a team of well trained employees there will be rise in production as well as increase in productivity. Productivity is the input- output ratio Job satisfaction:

Trained employees will be able to make better use of the making of their skill. This increases their level of self confidence and commitment to work. Such employees are bound to have higher job satisfaction. Better use of resources:

Trained employees will be able to make better use of materials and machines. This reduces the rate of wastage and spoilage of materials and also breakage of tools and machines Reduction in accidents:

Trained employees are aware of safety precautions and so they are alert and cautious. This is bound to bring down the number of accident in the works place. Reduced supervision:

Well trained employees do not need much supervision. They can do their work without having to approach their superior often for guidance. Reduction in complaints:

Only bad workers blame their tools. An employee who has acquired the necessary skill and job knowledge would certainly love his job. 4

Adaptability:

Trained workers have the capacity to adapt themselves to any kind of situation. They are odd in crisis management too. This indeed is beneficial for the organization. Scope for management by exception:

With trained workers working under them, it becomes easy for the managers to get things done by delegating authority. This enables the managers to concentrate more on important issues confronting the organization. Stability:

The employees of today are going to be the managers of tomorrow. The retirement of key managers may not affect the stability of an organization if it has a team of trained, efficient and committed employees who are ever ready to take over management.

Definition of Important Terms

1.Training This term is often interpreted as the activity when an expert and learner work together to effectively transfer information from the expert to the learner (to enhance a learner's knowledge, attitudes or skills) so the learner can better perform a current task or job. 2.Development This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience.

3.Information At its most basic form, a piece of information about something is a "unit of awareness" about that thing. (A field of philosophy, epistemology, includes analysis of what is really information and what isn't. This field might visit the question: "If a tree falls in the forest, does it make a sound?") Some people think that this awareness occurs only in the brain and, therefore, usually comes from some form of thought. Other people also accept information as a form of realization from other forms of inquiry, e.g., intuition. 4.Knowledge Knowledge is gleaned by organizing information. Typically, information evolves to knowledge by the learner's gaining context, perspective and scope about the information.

5.Skills Skills are applying knowledge in an effective and efficient manner to get something done. One notices skills in an employee by their behaviors. 6.Task A task is a typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks, which are sometimes referred to as functions. 7.Job A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles. 8.Role A role is the set of responsibilities or expected results associated with a job. A job usually includes several roles.

9.Learning Typically, learning is viewed as enhancing one's knowledge, understanding or skills. Some people see learning as enhancement to one's knowledge, awareness and skills. Some professionals view learning as enhancing one's capacity to perform. Some view learning as a way of being that includes strong value on receiving feedback and increasing understanding. It's important to note that learning is more than collecting information -- more than collecting unreferenced books on a shelf. Depending on the needs of the learner, knowledge is converted to skills, that is, the learner knows how to apply the knowledge to get something done. Ideally, the skills are applied to the most appropriate tasks and practices in the organization, thereby producing performance -- results needed by the organization. Here's another perspective. 10.Continuous Learning Simply put, continuous learning is the ability to learn to learn. Learning need not be a linear event where a learner goes to a formal learning program, gains areas of knowledge and skills about a process, and then the learning ceases. If the learner can view life (including work) as a "learning program", then the learner can continue to learn from almost everything in life. As a result, the learner continues to expand his or her capacity for living, including working. 11.Education This term seems to be the most general of the key terms in employee training. Some professionals view education as accomplishing a personal context and understanding of the world, so that one's life and work are substantially enhanced, e.g., "Go get an education." Others view the term as the learning required to accomplish a new task or job. Here's another perspective.

1.2.OBJECTIVE OF THE STUDY Primary Objective To know the effectiveness of Training and development program in Visteon automotive systems India pvt ltd.

Secondary Objectives To know the level of awareness of training program among worker To measure the effectiveness of training program. To find out the relationship between benefit of training program and impact of training methods provided . To find out the relationship between quality of training program and the level of employees. To give suitable suggestion to improve training program.

1.3. NEED FOR THE STUDY

Training is the act of increasing the knowledge and skills of an employee for doing a particular job. It utilizes a systematic and organized procedure by which employee learns technical knowledge and skills. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization. Training is closely related with education and development but needs to be differentiated from these terms. It is aimed at improving the behavior and performance of a person. Training is a continuous and life long process. Training provides an atmosphere of sharing synthesizing with the help of the trainers, the information already available on the subject.

1.4 SCOPE OF THE STUDY

Training and development is the process where in the management finds out how effective it has been at training the employees in an organization. To Identify the employee level of satisfaction in training program This study is helpful to conduct further research in their organization. This study gives more suggestion for making the present training and development system more effective . It gives organization the direction how to deal differently with different employees. It identifies the Training and Development needs among the employees.

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1.5 LIMITATION OF THE STUDY:-

The following were the major limitations of the study;

The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be assured. The research was carried out in a short span of time, where in the researcher could not widen the study. The study could not be generalized due to the fact that researcher adopted personnel interview method. The results obtained from the analysis would not be applicable to similar organizations in the industry.

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1.6 COMPANY PROFILE INTRODUCTION: Visteon is one of the world's largest suppliers of automotive parts. The company formed in 1997 and spun off from the Ford Motor Company in 2000. In 2005, Visteon moved to new headquarters in Van Buren Township, Michigan. Visteon is to the Ford Motor Company as Delphi is to General Motors and Denso is to Toyota. Vision We aspire to be the best in the world at partnering with our customer to provide innovative, high-quality products that deliver exceptional value. Corporate Offices North America Van Buren Township, Michigan, United States Asia Pacific Shanghai, China Europe Chelmsford, United Kingdom Facilities Technical, manufacturing, sales and service facilities located in 27 countries. Product Lines Visteon's market share, market and revenue has changed substantially since it formed. A majority of revenue (80+%) came from North America, driven by its relationship with Ford Motor Company. Today its revenue is mainly from Europe and Asia with North America market share becoming a lesser part of its portfolio in terms of revenue and nonFord business growing. The organization is divided into four core business groups: Climate Electronics Interiors

Electronics being the largest of the groups as it includes Driver Information, Audio & Powertrain segments. Visteon provides a full supply chain, that is to say it designs, develops and manufactures automotive parts to the needs of its customers. 12

Additional Products Powertrain Controls Engine Induction Commercial Products Mobile Applications Brazilian Aftermarket Other Products

AWARDS

Visteon receives Top 10 Supplier Award from Auto Alliance Thailand Nissan North America recognizes Visteon for superior quality Visteon recognized for exemplary workplace practices Visteon receives Turnaround Atlas Award Visteon receives honors from Maruti Suzuki in India Visteon honored by Mahindra & Mahindra Visteon Awarded Toyota Global Technology and Development Award Visteon honored with two Ford World Excellence Awards Visteon among top companies for multicultural business opportunities Visteon receives best supplier award from LG Visteon receives honor from Honda Auto in Brazil

SUSTAINABILITY COMPANY REPORT: Visteon wins Ford World Excellence Award for Corporate Responsibility World Excellence Awards are Ford Motor Company's highest recognition for its global suppliers. Visteon received a Recognition of Achievement award for improving customer satisfaction by providing significant contributions in corporate responsibility. The corporate responsibility recognition was based on Visteon's global practices related to environmental protection, energy and waste minimization, recycling and social responsibility. Visteon also received the Silver Award for outstanding performance in the areas of quality, cost and delivery.

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ETHICS AND GOVERNANCE: Visteon's ethics and compliance program is based on our Ethics and Integrity policy. This policy describes the company's expectations regarding the standards of behavior and conduct of employees. It underscores our dedication, at all levels of the organization, to the behaviors underlying our ethical standards. The policy is translated into nine languages and distributed to our employees throughout the world. The company also maintains an ethics "hotline" and encourages employees to report any concerns or failures in compliance. Finally, Visteon has implemented a process under which employees can bring any concerns regarding matters of ethics and compliance to the direct attention of Visteon's Audit Committee. Through an annual report presented to the Audit Committee, the company describes its activities and compliance within our ethics areas. HIGHLIGHTS OF ETHICS AND INTEGRITY POLICY Diversity and Inclusion Environment, Health and Safety Product Safety and Quality Company Property and Information Intellectual Property, Confidentiality and Privacy Property Books, Records and Filings Insider Trading Conflicts of Interest

CODE OF BASIC WORKING CONDITIONS As an extension of Visteon's ethics and compliance program, Visteon adopted its own Code of Basic Working Conditions in 2006. This code sets requirements and expectations related to the following areas:

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Child Labor Forced Labor Harassment & Discrimination Work Hours

Compensation Freedom of Association & Collective Bargaining

Environment, Health, and Safety Responsibility and Implementation

Visteon is committed to ensuring its suppliers are aligned with the company's ethics and compliance program. Visteon issues to all of its suppliers terms and conditions that include compliance with all applicable laws and regulations, including those relating to environmental matters, wages, hours, conditions of employment, discrimination, health and safety. The terms and conditions also require that suppliers attest that any supplies purchased by Visteon will not be produced with forced labor either by the supplier or its suppliers DIVERSITY: Visteon values diversity and everything it embodies. For Visteon, diversity represents an environment of open communication where contributions of all employees are valued. The cornerstone to establishing a diverse business is built on the foundation of inclusion, respect, acceptance and learning. The attributes that make us unique individuals culture, ethnicity, race, gender, age, sexual orientation, gender identity and expression, disability, nationality, education, life experience and beliefs allow us to provide each other with insights that may not otherwise be realized. Visteon's global mission for diversity is to provide a business environment that:

Maximizes the benefits derived from a diverse workforce Promotes a culture that encourages every individual to contribute to the success of the business Values the differences in the background and skills of individual 15

There is a strong business case for organizations that appreciate and manage diversity. It is based on demographic changes in the workforce and a global customer base. Additionally, diverse organizations gain the opportunity to benefit from the advantages of improved talent retention and increased productivity.Valuing diversity also creates better working relationships with suppliers, customers and communities. ACHIEVEMENTS IN DIVERSITY 2010 DiversityBusiness.com, the largest organization of minority and women-owned businesses in the U.S., included Visteon on its list of the top 50 companies in America for providing multicultural business opportunities in 2010. More than 600,000 leaders of diversity-owned businesses had the opportunity to participate in an online election to determine the top 50 organizations. Their decisions were based on factors such as the volume, consistency and quality of business opportunities provided to organizations owned by minorities and women. In 2009 and 2010, Visteon received the Alfred P. Sloan Award for Business Excellence in Workplace Flexibility for companies in Michigan. In both years, Visteon was the only automotive-related company to be recognized for its progressive programs that promote work-life integration, including opportunities for employees to adopt flexible work schedules and access to the Visteon information technology network from remote locations ENVIRONMENT:s Visteon announced several new initiatives in 2010 to strengthen its position as a leader in the development of both products and processes that achieve strong environmental performance. Highlighting these efforts are the development of two technology demonstration projects, the C-Beyond and Q-e concept vehicles. Visteon also participated in pilot programs in the industry to improve greenhouse gas (GHG) emissions reporting capability and for the first time has begun to include Scope 3 emissions in its emission reporting. These efforts demonstrate Visteon's continued commitment to the environment, aligned with the company's corporate environmental, health and safety policy. 16

ENVIRONMENTAL SUCCESSES IN 2010: SPE Award Best Energy Efficient Unit Award Gold Award OPERATIONS The company operates in 27 countries and has three corporate offices reflecting the companies key markets. North American Corporate Office and Innovation Center, Van Buren Township, Michigan, United States.Asia Pacific Corporate Office and Innovation Center, Shanghai, China European Corporate Office, Chelmsford, United Kingdom. African Corporate Office, Tetouan Morocco, created in 2011.
The organization is divided into three core business groups:

Interiors Climate Electronics

PRODUCT PROFILE This plant has received quality awards such as ISO14001 and TS16949. Some of the products Heater core Engine Cooling module Evaporator FEM bolster Exteriors Painting Clusters Cockpit A/C hoses and pipes

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Visteon's market share, market and revenue has changed substantially since it formed. A majority of revenue (80+ %) came from North America, driven by its relationship with Ford Motor Company. Today its revenue is mainly from Europe and Asia with North America market share becoming a lesser part of its portfolio in terms of revenue and non-Ford business growing.
Electronics being the largest of the groups as it includes Driver Information, Audio & Power train segments. Visteon provides a full supply chain, that is to say it designs, develops and manufactures automotive parts from the needs of its customers.

IMAGES OF PRODUCTS MANUFACTURE

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1.7 INDUSTRY PROFILE The automotive industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is the seventh largest in the world, with an annual production of more than 3.7 million units in 2010. According to recent reports, India is set to overtake Brazil to become the sixth largest passenger vehicle producer in the world, growing 16-18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India reached as Asia's third largest exporter of passenger cars, behind Japan and South Korea beating Thailand. As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 5 million by 2015 and more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads. The majority of India's car manufacturing industry is based around three clusters in the south, west and north. The southern cluster near Chennai is the biggest with 35% of the revenue share. The western hub near Maharashtra is 33% of the market. The northern cluster is primarily Haryana with 32%.Chennai, is also referred to as the "Detroit of India" with the India operations of Ford, Hyundai, Renault and Nissan headquartered in the city

and BMWhaving an assembly plant on the outskirts. Chennai accounts for 60% of the country's automotive exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest car manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the western cluster with companies like General

Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Fiat and Force Motors having assembly forms plants part of in the the western

area. Aurangabad with Audi, Skoda and Volkswagen also

cluster., Noida with Honda and Bangalore with Toyota are some of the other automotive manufacturing regions around the country.

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The Indian Automobile Industry manufactures over 11 million vehicles and exports about 1.5 million each year.The dominant products of the industry are two-wheelers with a market share of over 75% and passenger cars with a market share of about 16% Commercial vehicles and three-wheelers share about 9% of the market between them. About 91% of the vehicles sold are used by households and only about 9% for commercial purposes.The industry has a turnover of more than USD $35 billion and provides direct and indirect employment to over 13 million people. The supply chain is similar to the supply chain of the automotive industry in Europe and AmericaInterestingly, the level of trade exports in this sector in India has been medium and imports have been low. However, this is rapidly changing and both exports and imports are increasing. The demand determinants of the industry are factors like affordability, product innovation, infrastructure and price of fuel. Also, the basis of competition in the sector is high and increasing, and its life cycle stage is growth. With a rapidly growing middle class, all the advantages of this sector in India are yet to be leveraged. With a high cost of developing production facilities, limited accessibility to new technology, and increasing competition, the barriers to enter the Indian Automotive sector are high. On the other hand, India has a well-developed tax structure. The power to levy taxes and duties is distributed among the three tiers of Government. The cost structure of the industry is fairly traditional, but the profitability of motor vehicle manufacturers has been rising over the past five years. Major players, like Tata Motors and Maruti Suzuki have material cost of about 80% but are recording profits after tax of about 6% to 11%. The level of technology change in the Motor vehicle Industry has been high but, the rate of change in technology has been medium.. However, further investment in new technologies will help the industry be more competitive. Over the past few years, the industry has been volatile. Currently, India's increasing per capita disposable income which is expected to rise by 106% by 2015 and growth in exports is playing a major role in the rise and competitiveness of the industry.

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Tata Motors is leading the commercial vehicle segment with a market share of about 64%. Maruti Suzuki is leading the passenger vehicle segment with a market share of 46% Hyundai Motor India and Mahindra and Mahindra are focusing expanding their footprint in the overseas market. Hero Honda Motors is occupying over 41% and sharing 26% of the two-wheeler market in India with Bajaj Auto. Bajaj Auto in itself is occupying about 58% of the three-wheeler market. Consumers are very important of the survival of the Motor Vehicle manufacturing industry. In 2008-09, customer sentiment dropped, which burned on the augmentation in demand of cars. Steel is the major input used by manufacturers and the rise in price of steel is putting a cost pressure on manufacturers and cost is getting transferred to the end consumer. The price of oil and petrol affect the driving habits of consumers and the type of car they buy. The key to success in the industry is to improve labour productivity, labour flexibility, and capital efficiency. Having quality manpower, infrastructure improvements, and raw material availability also play a major role. Access to latest and most efficient technology and techniques will bring competitive advantage to the major players. Utilising manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the Automotive Industry of India. Both, Industry and Indian Government are obligated to intervene the Indian Automotive industry. The Indian government should facilitate infrastructure creation, create favourable and predictable business environment, attract investment and promote research and development. The role of Industry will primarily be in designing and manufacturing products of world-class quality establishing cost competitiveness and improving productivity in labour and in capital. With a combined effort, the Indian Automotive industry will emerge as the destination of choice in the world for design and manufacturing of automobiles

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History The first car ran on India's roads in 1897. Until the 1930s, cars were imported directly, but in very small numbers. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of MarutiUdyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units and has since grown rapidly to a record monthly high of 182,992 units in October 2009. From 2003 to 2010, car sales in India have progressed at a CAGR of 13.7%, and with only 10% of Indian households owning a car in 2009 (whereas this figure reaches 80% in Switzerland for example) this progression is unlikely to stop in the coming decade. Congestion of Indian roads, more than market demand, will likely be the limiting factor. SIAM is the apex industry body representing all the vehicle manufacturers, homegrown and international, in India.

22

The supply chain of automotive industry in India is very similar to the supply chain of the automotive industry in Europe and America. The orders of the industry arise from the bottom of the supply chain i. e., from the consumers and goes through the automakers and climbs up until the third tier suppliers. However the products, as channelled in every traditional automotive industry, flow from the top of the supply chain to reach the consumers. Automakers in India are the key to the supply chain and are responsible for the products and innovation in the industry. The description and the role of each of the contributors to the supply chain are discussed below.Third Tier Suppliers: These companies provide basic products like rubber, glass, steel, plastic and aluminium to the second tier suppliers. Second Tier Suppliers: These companies design vehicle systems or bodies for First Tier Suppliers and OEMs. They work on designs provided by the first tier suppliers or OEMs. They also provide engineering resources for detailed designs. Some of their services may include welding, fabrication, shearing, bending etc. First Tier Suppliers: These companies provide major systems directly to assemblers. These companies have global coverage to follow their customers to various locations around the world. They design and innovate to provide "black-box" solutions for the requirements of their customers. Black-box solutions are solutions created by suppliers using their own technology to meet the performance and interface requirements set by assemblers. First tier suppliers are responsible not only for the assembly of parts into complete units like dashboard, breaks-axle-suspension, seats, or cockpit but also for the management of second-tier suppliers. Automakers/Vehicle Manufacturers/Original Equipment Manufacturers (OEMs): After researching consumers' wants and needs, automakers begin designing models which are tailored to consumers' demands. The design process normally takes five years. These companies have manufacturing units where engines are manufactured and parts supplied by first tier suppliers and second tier suppliers are assembled. Automakers are the key to the supply chain of the automotive industry. Examples of these companies are Tata Motors, Maruti Suzuki, Toyota, and Honda. Innovation, design capabilityand branding are the main focus of these companies.

23

Dealers: Once the vehicles are ready they are shipped to the regional branch and from there, to the authorised dealers of the companies. The dealers then sell the vehicles to the end customers. Parts and Accessory: These companies provide products like tires, windshields, and air bags etc. to automakers and dealers or directly to customers. Service Providers: Some of the services to the customers include servicing of vehicles, repairing parts, or financing of vehicles. Many dealers provide these services but, customers can also choose to go to independent service providers. The production of automobiles has greatly increased in the last decade. It passed the 1 million mark during 2003-2004 and has more than doubled since.

Year

Car Production

% Change

Commercial

% Change

Total Vehicles Prodn.

% Change

2010

2,814,584

29.39

722,199

54.86

3,536,783

33.89

2009

2,175,220

17.83

466,330

-4.10

2,641,550

13.25

2008 +,846,051

7.74

486,277

-9.99

2,332,328

3.35

2007

1,713,479

16.33

540,250

-1.20

2,253,999

10.39

The production of automobiles has greatly increased in the last decade. It passed the 1 million mark during 2003-2004 and has more than doubled since.

24

Car Production

% Change

Commercial

% Change

Total Vehicles Prodn.

% Change

2,814,584

29.39

722,199

54.86

3,536,783

33.89

2,175,220

17.83

466,330

-4.10

2,641,550

13.25

7.74 +,846,051

486,277

-9.99

2,332,328

3.35

1,713,479

16.33

540,250

-1.20

2,253,999

10.39

1,473,000

16.53

546,808

50.74

2,019,808

19.36

1,264,000

7.27

362,755

9.00

1,628,755

7.22

1,178,354

29.78

332,803

31.25

1,511,157

23.13

907,968

28.98

253,555

32.86

1,161,523

22.96

703,948

7.55

190,848

19.24

894796

8.96

654,557

26.37

160,054

-43.52

814611

1.62

517,957

-2.85

283,403 25

-0.58

801360

-2.10

Product and service segmentation The automotive industry of India is categorized into passenger cars, two-wheelers, commercial vehicles and three-wheelers, with two-wheelers dominating the market. More than 75% of the vehicles sold are two-wheelers. Nearly 59% of these two-wheelers sold were motorcycles and about 12% were scooters. Mopeds occupy a small portion in the twowheeler market however; electric two-wheelers are yet to penetrate. The passenger vehicles are further categorized into passenger cars, utility vehicles and multi-purpose vehicles. All sedan, hatchback, station wagon and sports cars fall under passenger cars. Tata Nano, is the world's cheapest passenger car, manufactured by Tata Motors - a leading automaker of India. Multi-purpose vehicles or people-carriers are similar in shape to a van and are taller than a sedan, hatchback or a station wagon, and are designed for maximum interior room. Utility vehicles are designed for specific tasks. The passenger vehicles manufacturing account for about 15% of the market in India. Commercial vehicles are categorized into heavy, medium and light. They account for about 5% of the market. Three-wheelers are categorized into passenger carriers and goods carriers. Three-wheelers account for about 4% of the market in India

26

CHAPTER - 2

2.1. REVIEW OF LITREATURE The evolution of every organization towards the changes being offered in the international creates a great impact in the life of the business. Through the various technologies and application of an innovative system, continuous product development and immense services offered, there is no doubt that the business tycoons in today valued the importance of their resources and knowledge. Aside from the form of the new driven technology, the business leaders also believe in the ability and capacity of the natural resources the people. The human resource department or the HRD is the only one department wherein a good decision is being carried out from the start of their hiring process up to the point of the promotion and retention. Their planning and organizational model of application is affected through the series of changes that might affect the entire business. Still, the propellers look to the department as one of the most essential part of the organization. One purpose of HR is to produce a talent that would be fit in the needs of the organization and be suitable the human knowledge in their position. The idea of having a right people in the right position is not impossible through the integration of the training. Training and development of the employees depends on how well the organization wants to achieve their full potential. Different organizations encourage the human resource management to involve every employee into assessment. As a result of the assessment, the HR and business leaders can decide on whom among their people needs to undergo in intensive training. In the meantime, the employee belong the training program have the natural feeling of anxiety because it is new to their everyday task (Meek, 2007). (Portwa Most of the employees look forward to the training to build their career path. Training is also available for the corporate leaders to recognize the importance of their control and leadership style in managing their y and Lane, 1994). However, the development of the employees should also begin form the employees own initiative to improve. The essence of training is not that effective if there is no application on the side of the employees. Training and development is a call of the organizations need for the effectiveness most especially in the establishing a strong foundation of the customer relationship (Shea, 2008). The responsibility of the training facilitators is to encourage the development in the employees and casting out the doubts and anxiety, and build the sense of the responsibility of the employees (Rexam, 2007).

27

But this harmonization of the people will not last for long and there will be challenges that might create affect the members and leads to its own destruction. Through the awareness of the business leaders that the globalization and international threats can affect the performance of their entire organization, the areas of training were emphasized (Juere, 2009). Business leaders are always looking forward for the success of the organization and therefore, they should create a kind of strategy that can endure the midst of challenges (Meek, 2007). Historically, the training suggests that there are benefits that the training might deliver in the entire organization. One inevitable result is the improvement or the increase in the level of performance of the people. Another is the minimization of the organizational cost and the capacity of the employees to answer the consumer needs (Shea, 2008). There are many other results which are all advantageous for the organization. Also the business leaders or the business managers are not exempted in the area of training. People, as the key for the organization, are the main target of the training therefore the training among the business leader help them provide the valid reason in creating the appropriate decision for the entire organization or/and have a great impact on their managerial skills and styles (Johnson, 2001; Farvaque, et al., 2009). The training suggests that there is an assurance that the employees can create another milestone that is very beneficial to the entire organization. Tailing the training is the idea of development that can be in many ways and can be applied in many areas.

28

2.2. THEORITICAL REVIEW INTRODUCTION

In simple terms training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is it is an attempt to improve current or future employee performance by increasing an employees attitude of increasing his or her skills and knowledge Training is the act of increasing the knowledge and skills of an employee for doing a particular job it is concerned with imparting specific skills for particular purpose. The aims of training are to develop some specific skill in an individual the aim of develop the total personality of the individual. Training is the creation of an environment where employees may acquire of learn specific job related behavior, knowledge skills, ability and attitudes. The Efficiency of an organization depends on how capable its personnel are and how they are motivated to work. Capability of work depends on his ability to work and the type of training they receive. The purpose of training is to enable them to do their work in better way. Training is not a one step process it is a continuous or never ending process. All types of jobs require same type of training for their efficient performance and therefore all employees should be trained. Training is a process of learning a sequence of programmed behaviors. It is application of knowledge giving opportunities. TRANING MEANING: Training is a process of learning a sequence of program behavior. It is the application of knowledge. It may even be described as something, which is necessary for everything DEFINITION: Training is an act of increasing the knowledge, skill and attitude of and employee in terms of his job related performance. TRAINING: Training is an organized process for increasing the knowledge and skills of people for doing a particular job. It is a learning process involving the acquisition of skills and attitudes. The purpose of training is to improve the current performance. Training should be differentiated from education and development. 29

TRAINING AND DEVELOPMENT: Training implies learning the basic skills and knowledge required for particular job. On the other hand, development involves the growth of the individual in all respect. In training non-managerial employees the primary focus is on imparting manual skills, technical procedures and routine methods. But managers require generalized conceptual skills. Training is job-centered where as development is career-bound.

ADVATAGES OF TRAINING 1. To increased productivity: Training increases the knowledge and skill of employees. Therefore, well trained employees give better performance on the job. Training result higher quantity and quality of output.

2. Job satisfaction: Training builds self-confidence in the employees and enables them to achieve the required level of performance. Their enthusiasm, pride and interest in the jobs and their morale go up. Their attitude becomes more positive and co-operate. Turnover and absenteeism are reduced. 3. Reduction in accidents Generally, trained employees are less accidents-prone than the untrained ones. Proper training develops safety attitudes and help to reduce the accidents rate. 4. Better use of resource: Well-trained employees make better use of machine and materials. As result the rate of spoilage or wastage of material is reduced. There is less breakage of machinery and tools. The maintenance cost is production per unit is reduced. 5. Reduced supervision: Trained employees need less guidance. Therefore need for supervision is reduced. The span of supervision can be increased and the cost supervision are reduced. 6. Greater flexibility: An organization with trained personnel can introduced latest technology to reduce costs of production. Trained employees show less resistance to change. The enterprise can easily adjust to short term variations in the volume of work. 30

7. Management by employees: Trained employees are self-dependent and can perform routine work independently. Therefore supervision can easily dedicate authority and reduce their workload. They can practice management by exception and devote their time and energy to more important policy matters.

8. Stability and growth: An enterprise having a pool of trained personnel can maintain its effectiveness despite the loss of key personnel. It can more easily replace executives. It can also meet the personnel need growth and expansion. Training provides a second line of personnel which helps to ensure long term stability and growth of the organization.

NEED FOR TRAINING Specifically, the need for training arises due to the following reasons. To match the employees specifications with the job requirement and organization needs: Management finds deviation between employees present specification and the job requirement and organizational needs. Training is needed to fill gaps by developing and molding the employees skill, knowledge, attitude behavior etc. to the tune of the job requirements and organizational needs. Organizational viability and the transformation process: Every organizational in order to survive and to be effective should adopt th attest technology i.e. mechanization, computerization and automation. Adoption of latest technology means and methods will not be compute until they are managed by employees processing skills to operate them. So, the organization should train the employees to enrich them in areas of changing technical skill and knowledge from time to time. Human relations: Today, management of most of the organizational has to maintain human relations besides maintaining sound industrial relations although neither to the managers is not accustomed to deal with the workers accordingly. So, training in human relations is necessary to deal with human problems ant to main human relations.

31

THE NEED FOR TRAINING ALSO ARISES TO: Increase productivity. Improve quality of the product/service Help accompany to fulfill its future personnel needs Improve organizational climate Improve health and safety

FUNCTIONS OF TRAINING: Training programmers are costly affair, and a time consuming process. Therefore they need to be drafted very carefully. Usually the following functions are carried down in the organization.

DISCOVERING OR IDENTIFYING THE TRAINING NEEDS. Getting ready for the job. Preparation of the learner. Presentation of operation of knowledge. Performance try-out. Follow-up and evaluation of the program.

DISCOVERING OR IDENTIFYING TRAINING NEEDS A training program should be established only when it is felt that it would assist in the solution of specific operation problems. The most important step, in the first place, is to make a thorough analysis of the entire organization , its operation and manpower resources available in order to find out The Trouble sports where training may be needed. It should however, be noted that training is not acre all for example, if the efficiency of an employee is low, or He cannot get job done, it may be a faculty raw material and equipment or not getting their timely supplies, or a defective engineering design, or uncongenial work environment, or low wages, or tax supervision. If that is the case, these problems should be rectified.

32

Identification of training needs must contain 3 types of analysis-organizational, operation and man analysis. Organizational analysis centers primarily up on the determination of the organization goals. Operation analysis focuses on the task or job regardless of the employee doing the job. The analysis includes the determination of the workers must do the specific worker behavior required if the job is to be performed effectively. Man analysis reviews the knowledge attitudes and skills of the incumbent in each position and determines what knowledge, attitude, or skills be must acquire and what alteration in his behavior he must make if he is to contribute satisfactorily to the attainment of organizational objectives. GETTING READY FOR THE JOB Under this step, it is to be decided who is to be trained the new corner or the older employees, or the supervisory staff, or all of them selected from different departments. The trainer has to be prepared for the job, for he is the key figure in the programmed. These calls for decisions on: These have been discussed in detail; else where in this chapter under the heading, support materials for training; training periods; training for different employees and training methods. PREPARATION OF THE LEARNER: These steps consist; In putting the leaner at ease (So that he does not feel nervous because of the fact he is on a new job) In starting the importance and ingredients of the job, and its relationship to work flow. In creating interest and encouraging questions, finding out what the learner already knows about his job or other job. In explaining the why of the whole job or relating it to some job the worker already knows In placing the learner as close to his normal working position as possible. In familiarizing him with the with the equipment, material, tools and trade terms.

33

PRESENTATION OF OPERATION AND KNOWLEDGE: This is the most important step in a training programme. The trainer should clearly tell, shoe, Lustrate and question in order to put over the new knowledge and Operations. The learner should be told of the sequence of the entire job, and why each step in this performance is necessary. Instructions should be an emphasis on key Points, and one point should be explained at a time. For this purpose, the trainer should demonstrate or make use of audio- visual aids and should ask the trainer to repeat the operations. He should also be encouraged to ask questions in order to indicate that he really know and understands the job, FOLLOW -UP This step is undertaken with a view to testing the effectiveness of training efforts. This consists in putting a trainee on his own 1. Checking frequently to be sure that he has followed instructions; 2. Tapering off extra supervision and close follow up until he is qualified to work with normal supervision. It is with remembering that if the learners havent learnt, the teacher taught. METHODS OF TRAINING The various methods of training and development may be classified as follows; 1) ON THE JOB TRAINING:It involves learning by doing. It is considered to be an effective approach for making mangers more competent. The trainee is motivated to learn because The training takes place in the real job situation EXPERIENCE:This is one of the oldest methods of on-the-job-training. It involves leaning by doing. It is the most practical and effective method. But it is wasteful and inefficient. 34

COACHING AND COUNSELING:Under this method, the senior or superior plays role of the guide and instructor of the management trainee. He provides personal instruction and guidance. He demonstrates the task operations and answer queries. The trainee observes the superior carefully to learn necessary skills of the functional area. Coaching is one of the oldest and the best method of developing managers on the job. Training takes place in a realistic environment and the trainee is motivated to learn. SPECIAL PROJECTS AND TASK FORCES:Under this method, the trainee is assigned a project closely related to his job. For example, management trainees in accounts may be asked to develop a Cost control system. The trainee lean by performing the special assignment not Only work procedures but organizational relationships too. Sometimes, a task Force is created consisting executives from different functional areas. The Trainees learn how to work with others. THIS METHOD HAS SEVERAL ADVANTAGES: No strong group is formed because the trainees loyalty is not to any specific project but to his job. Personal equation and prejudices are not allowed to take deep roots. It improves inter-functional understanding and teamwork. It is a very flexible training device.

COMMITTEES ASSIGNMENTS: Under this method, the trainee managers are appointed as member of a Committee. The committee deliberates upon and discusses problems of the enterprise. By participation in meeting and discussions, every member learns analytical Thinking and decision making skills. Committees provide an opportunity to Know what is happening in the rest of the organization.

35

2. OFF-THE-JOB TRAINING:In recent years, formal training and management development programmers have become very popular due to the limitations of on the job training. First, on the job training does not provide adequate expertise, environment and facilities. Secondly on the job training is inadequate for developing improved behavior patterns in managers. Thirdly, highly sophisticated tasks and techniques of become a specialized job. Fourthly, effective training requires a great deal of participation and group disciplines and culture. This is not always possible in case of on the job training. Fifthly, behavior modification of trainees requires a stimulated and highly maneuvered atmosphere not found in on-the-job training. In the on-the-job training, trainees are under the pressure and inhabitations of the daily work routine. Off-the-job training provides an inhibited and relaxed environment, which requires adjustment to the actual work after the training. SELECTED READING: This is a self improvement programme under which executives acquired knowledge, be reading professional journals and advanced books on mgt. Many organizations maintain their own libraries for the purpose. Management process has become complex and on the training alone cannot provide the required knowledge and skills. A modern executive cannot depend upon other to inform him cannot depend upon other to inform him of latest developments in knowledge. He has to read literature as a part of his daily routine. CONFERENCES AND SEMINARS: In a conference, participants are required to pool their ideas, viewpoints and suggestions. The participants are normally drawn from different companies and sectors. Sometimes, a conference is divided in to small groups. These groups discuss thoroughly the problems of common interest and report their recommendations to the conferences.

36

BRAIN STROMING: Under this method, a problem is put before a group of trainees and they are

encouraged to offer ideas or suggestions. Criticism of any ideas is not allowed so as to reduce inhibiting forces. Each trainee is allowed maximum possible participation. Later on all the ideas are critical examined. The are informed of the situation and the roles they are expected to play.

VARIOUS METHODS OF TRAINING EVALUATION ARE:

Immediate assessment of trainees reaction to the programmer. Trainees observation during the training programme. Knowing trainees expectation before the training programme and collecting their views regarding the attainment of the expectation after the training. Seeking opinion of the training superior regarding his/her job performance and behavior before and after training. Evaluation of trainees skill level before and after the training programme. Measurement of improvement in trainees on the job behavior. Examination of the testing system before and after some times of the training programme. Measurement of trainees attitudes after the training programme. Cost-benefit analysis of the training program

37

CHAPTER - III

3.1 RESEARCH METHODOLOGY

Research methodology is a way to solve systematically the research problem .it explains the various steps generally adopted in studying research problems. It is necessary for the researchers to know not only the research methods / techniques but also methodology. The research design is descriptive in nature as the researcher has made attempts to describe characteristics as it is.

3.1 RESEARCH DESIGN

The research design in which involves a series of rational decision making choices A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. The research design was based on descriptive study. The descriptive research studies are those, which are concerned with describing the characteristics of a particular individual or of a group. DESCRIPTIVE RESEARCH Descriptive study is undertaken in order to ascertain and be able to describe the characteristics of the variables of interest in a situation. This study is undertaken in organizations to learn about and describe the characteristics of a group of employees. They are also undertaken to understand the characteristics of organizations that follow certain common practices.

38

3.2 SAMPLING DESIGN

A statistical sample is a miniature picture or cross section of the entire group or aggregate from which the sample is taken p.v. young This is a non-probability sampling method in which the interviewers will decide the choice of sampling units based on their convenience. In most of the situation, the following may be true. The sampling units may be distributed sparsely Some respondent will not co-operate in filling the questionnaire Some of the interviewers may not be serious in selecting the sampling units as per the assumed sampling plan. Through the probability sampling gives better accuracy in terms of confidence level of the inference of the study, there are many practical difficulties in fully executing probability sampling because of the limitation stated earlier. So, naturally the interviewers will be resorted to convenience sampling to over come such difficulties.

3.3 DATA COLLECTION

Data required for the study have been obtained from workers. The primary data was collected from well furnished interview schedule (questionnaire) is given. While deciding about the method of data collection to be used for the study, the researcher should keep in mind two types of data.

PRIMARY DATA
Primary data are original observations collected by the researcher or his agents for the first time for any investigation and used by them in the statistical analysis. The primary source includes definition of terms and units used. It is essential that the investigator understand the meaning of units in which data are recorded. The primary source also includes a copy of the schedule used in data collection together with the prescription of the procedure used in selecting the sample and size of the sample.

39

Methods of collecting primary data Direct personal interview Questionnaire

SECONDARY DATA
Secondary data means data that are already available that is, they refer to the data, which have already been collected and analyzed by someone else. When the researchers utilize secondary data, then they have to look into various sources from where they can obtain them. Methods of collecting secondary data are books, journals, magazine, internet, reports and publications of various associations connected with industries. The secondary data, on the other hand, are those which have already been collected by someone else which have already been passed through the statistical process Primary data was collected with the help of questionnaire. Secondary data was collected from organization data and the other internal data (i.e.) the company manual text books and internet.

3.4 SAMPLE SIZE

There are 1000 employees in the company and from among them 100 are selected on random basis for the study (excluding supervisory and other managerial level)

AREA OF THE STUDY

The study was conducted at the Visteon automotive systems in India (vasi) .maraimalai nagar

PERIOD OF THE STUDY

The study was conducted for period for 5 months.

40

QUESTIONNAIRE CONSTRUCTION
Questionnaire is the heart of a survey operation. This structured questionnaire, which has been framed to collect the data from various types question like open ended, close ended, multiple choice questions. When questionnaire preparation that should depend on the scope and objectives of the study. The design of questionnaire is related to the statistical techniques, which helps to use the tools to find out the hypothesis.

3.5 STATISTICAL TOOL APPLIED

To analyze the data and infer the results, the statistical tools and test used for this study are, Simple percentage analysis Chi square analysis

SIMPLE PERCENTAGE ANALYSIS Simple percentage analysis is used for analysis of the data that is collected for research work, simple percentage are often used in data presentation for the simplify, numbers, through the use of percentages, the data are reduced in standard form with base equal to which it facilitates the relative comparisons.

No. of respondent Percentage of respondent = Total respondent * 100s

41

CHI SQUARE ANALYSIS Chi square is an important non parametric test and such no rigid assumptions are necessary in respect of the type of population. We require only the degrees of freedom for using the test. As non- parametric test, chi square can be used. As a test of goodness of fit. As a test of independence Goodness of fit: Ho: : the given data follow an assumed distribution H1: the given data do not follow the assumed distribution Step 1 Find the parameters ( mean if necessary variance) of the observed frequencies. Step 2 Make a graphical plot of the observed frequencies based on the shape of the curve, the nearest distribution which can better explain the data. Step 3 Find the expected frequencies for different values of the random variable using the theoretical distribution of the data by substituting the parameter(s). Step 4 Compute the value of the chi square statistic formula

= [{O-E} / E] O observed frequency E expected frequency

42

Step 5 Find the table chi-square value with the applicable degrees of freedom and at the given significant level placed at the right tail of the chi-square distribution. Step 6 If calculate chi-square value is less than the chi-square value, it falls the acceptance region. Hence, accept H0 otherwise reject H0

43

CHAPTER - IV

CHAPTER- 4 4.1. Analysis and Interpretation Table No.1 Table Name : Age wise classification of the respondents Statistical Tool used : Percentage Analysis S.No. 1 2 3 Particulars 20-30 30-40 40-50 TOTAL Chart No.1 Chart Name : Age wise classification of the respondents No of Respondents 20 55 25 100 % of Respondents 20% 55% 25% 100%

60 50 40 30 20 10 0 20-30 20

55

25

AGE WISE Series1 CLASSIFICATION OF EMPLOYEES

Series2

30-40

40-50

Inference : From the above table and chart shows that 20% of the employees fall in the age group of 2030 years; 55% of the employees are in the age group of 30-40 years; 25% of the employees are in the age group 40-50 44

Table No:3 Table Name : Gender wise classification of the respondents Statistical Tool used : Percentage Analysis S.No. 1 2 Gender MALE FEMALE TOTAL No of Respondents 80 20 100 % of Respondents 80% 20% 100%

Chart No.3 Chart Name : Gender wise classification of the respondents

90 80 70 60 50 40 30 20 10 0

80

GENDER WISE CLASSIFICATION Series1 OF EMPLOYEES

20

MALE

FEMALE

Inference : From the above table and chart shows that 80% of the employees are male and 20% of the employees are female who were employed in the organization.

45

Table No.4 Table Name : Educational Qualification of Employees Statistical Tool used : Percentage Analysis S.No. 1 2 3 Educational Qualification UG PG Others TOTAL No of Respondents 30 55 15 100 No Percentage 30% 55% 15% 100%

Chart No.4 Chart Name : Educational Qualification of Employees.

60 50 40 30 30 20 10 0 UG PG Others 55

15

Inference : From the above table and chart shows, it can be inferred that 30% of the employees are come under UG Course 55% of the respondents are come under PG Course, 15% of the respondents are Others.

46

Table No.:5 Table Name : Level of employees Statistical Tool used : Percentage Analysis

S.No. 1 2 3. 4.

Level of Employees Work Group Level Professional Level Managerial level Total

No of Employees 30 50 20 100

% of Respondents 30% 50% 20% 100%

Chart No.5 Chart Name : Level of employees

60 50 50 40 30 30 20 20 10 0 Work Group Level 1 Professional Level 2 Managerial level 3

Inference : From the above table and chart it is clear that, 30% o respondents are. professional level employees, 50% of respondents are work group level employees, 20% of respondents are manager level employees 47

Table No..6 Table Name : Experience wise classification of employees Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Experience Below 2 Years 3-5 Years 6-10 Years Above 10 Years TOTAL No of Employees 10 35 25 30 100 PERCENTAGE 10% 35% 25% 30% 100%

Chart No:6 Chart Name : Experience wise classification of employees

40 35 35 30 30 25 25 20 15 10 10 5 0 Below 2 Years 3-5 Years 6-10 Years Above 10 Years

Inference : From the above table and chart shows, it can be inferred that 10% of the employees are in the experience group of below 2 years; and 35% of them have 3-5 years of experience; 25% of them have 6-10 years of experience; ad 30% of the employees have above 10 years of experience in the organization.

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Table No: 7 Table Name : Opportunity for career development in the company S.No. 1 2 3 4 Experience Strongly Agree Agree Disagree Strongly Disagree TOTAL No of Employees 35 45 10 5 100 PERCENTAGE 35% 45% 10% 5% 100%

Chart No:7 Chart Name: Opportunity for career development in the company

50 40 30 20 10 0

35

45

10 5 Strongly Agree 1 Agree 2 Series1 Disagree 3 Strongly Disagree 4

Inference : From the above table and chart shows, it can be inferred that 35% of the employees strongly agreed with their career development; and 45% of them agree; 10% of them disagree; and 5% of them strongly disagree toward the career development in the organization.

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Table No: 8 Table Name: Satisfaction & Effectiveness of Training Program Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Training Program Fully Satisfied Dissatisfied Satisfied Fully Dissatisfied TOTAL . Chart No.8 Chart Name : Satisfaction & Effectiveness of training program No of Employees 40 10 41 9 100 Percentage 40% 10% 41% 9% 100%

40

Fully Satisfied Dissatisfied Satisfied

41

Fully Dissatisfied

10

Inference : From the above table and chart shows, 40% of the respondents are fully satisfied toward the training program, 10% of the respondents are dissatisfied toward the training program, and 41% of the respondents give their opinion as satisfied, rest 9s% of the respondents are fully dissatisfied toward the training program which is organized in the organization

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Table No.9 Table Name : Rating the training program imparted to you Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Training Program Excellent Average Good Bad TOTAL . Chart No.9 Chart Name : Rating the training program No of Employees 15 25 50 10 100 Percentage 15% 25% 50% 10% 100%

15 10 25 50 Excellent Average Good Bad

Inference : From the above table and chart shows 15% of the respondents are give their opinion as excellent, 25% of the respondents are said average, and 50% of the respondents are give their opinion as good and rest 10% of the respondents are said bad toward the training program 51

Table No:10 Table Name: Is your strength & weakness highlighted by your superior Statistical tool used: Percentage analysis S.NO 1. 2. 3. PARTICULARS YES NO TOTAL NO. OF REPONDENTS 65 35 100 % OF RESPONDENTS 65% 35% 100%

Chart No:10 Chart Name: Is your strength & weakness highlighted by your superior

100 80 60 40 20 0 YES NO 35 65

100

TOTAL

Inference:
From the above table and chart shows, 65% of the respondents are given yes, and 35% are said No.

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Table No.11 Table Name : How often training program is conducted Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Training Program Once 3Month Once 6 Month Pre promotion Period ASK & When Need Arises TOTAL No of Employees 20 40 25 15 100 Percentage 20% 40% 25% 15% 100%

Chart No.11 Chart Name : How often training program is conducted

45 40 35 30 25 20 15 10 5 0 Once 3 Month Once 6 Month Pre promotion Period ASK & When Need Arises 20 15 25 Series1 Series2

40

Inference : From the above table and chart shows, 20% of respondents are said once 3 month, and 40% of them are said once in 6 month, 25% of them are that training program is conducted in pre promotion period and rest 15% of them are said that the training program is conducted when need arises.

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Table No: 12 Table Name : The training methods do you prefer Statistical Tool used : Statistical tool used

S .NO 1. 2. 3. 4.

Training methods Lecture methods Workshop Role play Discussion technique TOTAL

No. of respondents 25 40 15 20 100

% of respondents 25% 40% 15% 20% 100%

Chart No: 12 Chart Name: The training methods do you prefer

20

25 Lecture methods Workshop

15

Role play Discussion technique

40

Inference : From the above table and chart shows, 25% of respondents are preferred lecture methods, 40% of the respondents are preferred workshop method, 15% of the respondents are preferred Role play, rest 20% of them are preferred discussion technique method. 54

Table No.13 Table Name : Expectation Regarding Job after training Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Particulars Good Environment Full Appreciation Job Satisfaction More Salary TOTAL No of Employees 20 25 35 15 100 Percentage 20% 25% 35% 15% 100%

Chart No.13 Chart Name : Expectation regarding job

35 35 30 25 20 15 10 5 0 Good Environment Full Appreciation Job Satisfaction More Salary 20 15 25

Inference : From the above table and chart shows, 20% of respondents are said good environment, 25% of them are said full appreciation, 35% of satisfied in the job, 15% of respondents are expecting more salary.

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Table No.14 Table Name : Need in the present training program Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Particulars Duration of Training period Training Method Learning Aid & Discussion Others TOTAL . Chart No.14 Chart Name : Need in the present training program No of Employees 25 20 45 10 100 Percentage 25% 20% 45% 10% 100%

50 40 30 20 10 0 Duration of Training period Training Method 25 20

45

10 Series2 Series1 Learning Aid & Discussion Others

Inference : From the above table and chart shows ,25% of respondents are said there is need for duration of training period 20% of the respondents are required training method, 45% of them required learning aid & discussion, rest 10% of the respondent are specified other reason

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Table No.15 Table Name : Duration of training preferred Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Particulars Below 10 Days 2 Weeks 3 Weeks 4 Weeks TOTAL No of Employees 10 35 30 25 100 Percentage 10% 35% 30% 25% 100%

Chart No.15 Chart Name : Duration of training preferred

40 35 30 25 20 15 10 5 0 Below 10 Days 10

35 30 25

Series2 Series1

2 Weeks

3 Weeks

4 Weeks

Inference : From the above table and chart shows, 10% of respondents are preferred below 10 days of training program needed, 35% of the respondents are preferred 2 weeks, 30% of the respondents are preferred 3 weeks training program, rest 25% of them are preferred 4 weeks training program.

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Table No: 16 Table Name : The organization encourages training program Statistical tool used : Percentage analysis S .NO 1. Particular Strongly Agree No .of Respondents 35 % of Respondents 35%

2. 3. 4.

Agree Disagree Strongly disagree TOTAL

50 10 5 100

50% 10% 5% 100%

Chart No:16 Chart Name : The organization encourages training program

60 50 50 40 30 20 10 10 0 Strongly Agree Agree Disagree Strongly disagree 5 35

Inference: From the above table and chart shows, 35% of respondents are strongly agree that organization encourages the training program, 50% of respondents agree with the organization,10% of the respondents are said disagree and rest 5% of them are give their opining as strongly disagree. 58

Table No.17 Table Name : Benefits of training program Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 Particulars Improvement of Skills Increase in Productivity Improvement in Knowledge Motivation TOTAL No of Employees 24 19 35 22 100 Percentage 24% 19% 35% 22% 100%

Chart No.17 Chart Name : Benefits of training program

35 35 30 24 25 19 20 15 10 5 0 Improvement of Skills Increase in Productivity Improvement in Knowledge Motivation 22

Inference: From the above table and chart shows, 24% of respondents are said training program is benefited, 19% are said that the training program will increase in productivity,35% of the respondents are said that the training program is improvement in knowledge and rest 22% of them are give their opining as motivation.

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Table No.18 Table Name : Involvement in Training Statistical Tool used : Percentage Analysis S.No. 1 2 3 4 5 Particulars Very High High Moderate Low Very Low TOTAL . Chart No.18 Chart Name : Involvement in Training No of Employees 10 15 40 25 10 100 Percentage 10% 15% 40% 25% 10% 100%

10

10 Very High 15

25

High Moderate Low Very Low

40

Inference : From the above table and chart shows ,10% of respondents are said very high involvement in training, 15% of them are shown high involvement in training, 40% of the respondents are moderately involvement in training, 25% of them are shown low in involvement in training, 10% of them are shown very low involvement in training

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Table No: 19 Table Name : Do you participate in determining the training program? Statistical tool used : Percentage analysis S .NO 1. 2. 3. Particulars Yes No Cant say TOTAL No. of Respondents 65 15 20 100 % of Respondents 65% 15% 20% 100%

Chart No : 19 Chart Name : Do you participate in determining the training program?

70% 60% 50% 40% 30% 20% 20% 10% 0% Yes No Cant say 15% 65%

Inference: From the above table and chart shows ,t 65% of respondents are said they participate in training program, 15% of the respondent are said they didnt participate in the training program, rest 20% of the respondents are refused to answer.

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Table No.20 Table Name : Policies related to training and development program in your company Statistical Tool used : Percentage Analysis S.No. 1 2 3 Particulars Fully Aware Aware Certain Extent Not Aware TOTAL No of Employees 30 60 10 100 Percentage 30% 60% 10% 100%

Chart No: 20 Chart Name : Policies related to training and development program in your company

70 60 50 40 30 20 10 0 Fully Aware 1 Aware Certain Extent 2 Not Aware 3 30 10 60

Inference: From the above table and chart shows, 30% of respondents are fully aware of the training and development program policies, 60% of the respondents are aware certain extent toward the training program, rest 10% of the respondents are not aware the policies of training and development program

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Table No.21 Table Name : How often the work done by you is observed by Training and Development Department. Statistical Tool used : Percentage Analysis S.No. 1 2 3 Particulars Regularly Often Sometimes Rarely TOTAL No of Employees 30 45 25 100 Percentage 30% 45% 25% 100%

Chart No.21 Chart Name : How often the work done by you is observed by Training and Development Department.
50 45 40 35 30 25 20 15 10 5 0 Regularly Often Sometimes Rarely 30 25

45

Inference : From the above table and chart shows ,30% of respondents are give their opinion as regularly often, 45% of the respondents are said sometimes, the rest 25% of the respondents are given their opinion as rarely. 63

Table No.22 Table Name : Opinion about overall quality of the training program Statistical Tool Used : Percentage Analysis S. NO. 1. 2. 3. 4. Particulars Very Good Good Poor Very Poor Total No. Of Respondents 32 31 21 16 Percentage Of Respondents 32% 31% 21% 16% 100

Chart No: 22 Chart Name: quality of training program

35 30 25 20 15 10 5 0

32

31

21 16

Very Good

Good

Poor

Very Poor

Inference : From the above table and chart shows ,32% of respondents are said very good quality in training program, 31% of them are shown good , 21% of respondents are said poor, 16% of them are shown very poor quality training program. 64

Table No: 23 Table Name : Opinion about the content and methodology used in the training program. Statistical tool used : Percentage analysis S. NO 1. 2. 3. 4. 5. Particulars Very good Good Neutral Bad Very bad TOTAL NO .Of Respondents 15 40 30 10 5 100 % Of Respondents 15% 40% 30% 10% 5% 100%

Chart No : 23 Chart Name : Opinion about the content and methodology used in the training program.
45 40 35 30 25 20 15 10 5 0 40 30

15 10 5

Very good

Good

Neutral

Bad

Very bad

Inference: From the above table and chart shows, 15% of the respondents revealed that the content and methodology used in the training program is very good. 40% were of the opinion that it was good. 30% responded that training methodology and content was satisfactory. 10% said its bad and 5% said its really very bad. 65

Table No : 24 Table Name : Do you have separate training & development department Statistical tool used : Percentage analysis S. NO 1. Particulars Yes No. Of Respondents 66 % Of 66% Respondents

2.

No

34

34%

3.

TOTAL

100

100%

Chart No : 24 Cart Name : Do you have separate training & development department

70 60 50 40 30 20 34 10 0 1 66% 34% 2

66

Yes No

Inference: From the above table and chart shows ,66% of respondents are said they have separate training dept., 34% of the respondent are said they didnt have separate training program.

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Table No : 25 Table Name : Opinion about training methods provided Statistical tool used :Percentage analysis S.NO. Particulars 1. 2. 3. 4. Very good Good Poor Very poor TOTAL No .Of Respondents 41 33 20 6 100 % Of Respondents 41% 33% 20% 6% 100%

Chart No : 25 Chart Name : Opinion about training methods provided

45 40 35 30 25 20 20 15 10 5 0 Very good Good Poor Very poor 6 33 41

Inference: From the above table and chart shows, 41% of the respondents revealed that the method used in the training program is very good. 33% were of the opinion that it was good. 20% responded said poor, 6s% said very poor

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Table No :26 Table Name : Do you need some more training Statistical tool used : Percentage analysis S. NO 1. 2. 3. Particulars Yes No Cant Say TOTAL No .Of Respondents 35 55 10 100 % Of Respondents 35 % 55% 10% 100%

Chart No :26 Chart Name : Do you need some more training

60 50 40 30 20 10 10 0 Yes No Cant Say 55

35

Inference: From the above table and chart shows , 35% of respondent said they need some more training, 55% respondents said they no need. And 10% respondents refused to answer.

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4.2 STATISTICAL ANALYSIS

CHI-SQUARE-I Aim: To find out whether there is any relation between quality of the training program conducted and level of employees. Null hypothesis: [H0] There is no significant relationship between quality of the training program and level of employees. Alternative hypothesis: [H1] There is a significant relationship between quality of the training program conducted and level of employees.

OBSERVED FREQUENCY Question Option work group level 12 level of employees professional level 11 managerial level 9 Total 32 31 21 16 100 6 2 3 20 14 15 10 50 11 4 3 30 Quality of the training provided Very Good Good Poor Very poor Total

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EXPECTED FREQUENCY E=(Row total * Column total)/Grand total Question Quality of the training provided Very Option Good Poor Good Workgroup level 9.6 9.3 6.3 level of Professional employees level 16 15.5 10.5 Managerial level 6.4 6.2 4.2 Total 32 31 21

Very poor 4.8 8 3.2 16

Total 30 50 20 100

E = (Row total*Column total) / (Grand total) O E O-E [O-E]^2 [[O-E]^2]/E

12 11 9 11 14 6 4 15 2 3 10 3

9.6 16 6.4 9.3 15.5 6.2 6.3 10.5 4.2 4.8 8 3.2

2.4 -5 2.6 1.7 -1.5 -0.2 -2.3 4.5 -2.2 -1.8 2 -0.2 TOTAL

5.76 25 6.76 2.89 2.25 0.04 5.29 20.25 4.84 3.24 4 0.04

0.600 1.563 1.056 0.311 0.145 0.006 0.840 1.929 1.152 0.675 0.500 0.013 8.789

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Calculated Value of X2 = 8.789 DF= [r-1]*[c-1] where r: Number of rows c :Number of columns = [3-1]*[4-1] = 2*3 =6 Table value of x2 for DOF =12.592@ 5% level of significance

RESULT: Calculated Value of x2 is less than table value of x2. Hence null hypothesis is accepted.

INFERENCE: The calculated value is 8.789 lesser than tabulated value is 16.91. Therefore We Accept null hypothesis and alternative hypothesis is rejected and therefore there is significance relationship between the level of employees and quality of training program. no

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CHAPTER - V

5.1. FINDINGS Observations and Findings Though by and large, substantial number of employees are content with the way the training is conducted, still there is a scope to analyze at micro level whether the negatives respondents were either non attentive confronted confused or otherwise. Based up on the data there is a scope to take corrective action. The major findings are: It is found that majority of respondents are male gender (80%) It is found that (50%) of respondents are age between 30 40. The majority of respondents are qualified in PG (55%), others are finished in UG and other degree. 50% of respondents are work group level employees. 35% of respondents are have 3-5 years of experience. 45% of respondents are agree toward the career development in the organization. 41% of the respondents give their opinion as satisfied toward the training program which is organized in the organization. 50% of the respondents are given good rating to the training program which is imparted to them. 65% of the respondents are given positively for Is strength & weakness highlighted by your superior. 40% of respondents are given that training program is conducted once in a 6 months period. 40% of the respondents are preferred workshop method. 35% of respondents are said job satisfaction, regarding expectation on job after training. 45% of respondents required learning aid & discussion need in present training program. 35% of the respondents are preferred 2 weeks duration of training program.

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 50% of respondents agree with the organization encourages the training program. 35% of the respondents reveal that the training program is benefited while improving in knowledge. 40% of the respondents are moderately involvement in training. 65% of respondents are said they participate in determining the training program. 60% of the respondents are aware certain extent toward the policies of training and development program. 45% of the respondents are said sometimes, Training and development department observing work 32% of respondents are said very good quality in training program. 40% of respondents are said good content and methodology used in the training program. 66% of respondents are said they have separate training department. 35% of respondent said they need some more training.

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5.2 SUGGESTION AND RECOMENDATIONS In todays competitive world attitude is the factor which is the dividing line between failure and success. Thus recruitment of the employees must be made not only on skills and attitude but also the attitude of the employee. If an employee has a positive attitude then training for him can be more effective, that as positive effect on the climate. The employees are fully aware of present training program, but some employees are aware in certain extent level in policies related to training program, so the organization has to improve level of awareness to the employees. The majority employees opinion about training methods is neutral, and they have suggested workshop methods and lecture methods as preferred training program. So the present methods of training can be changed to have effective involvement in the training program. In order to be effective the training program should be provided during pre-promotion period. It is suggested that training program may be of adequate duration preferably 2 to 3 months .

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5.3. Conclusion

Training when used in a planned and purposeful manner can be an extremely effective management tool as they increase the knowledge and skills of workers and thereby increasing the productivity and wealth of the organization. Analysis of all the facts and figures, the observations and the experience during the training period gives a positive impression regarding the training imparted by the

VISTEON Systems. The VISTEON Systems and Services is performing its role up to the mark and the organization fully encourages the training program which is imparted to employees .The Organization has given due importance to the training program in the organization. Employee believe that it is the part of their work and also organization has created awareness about the training program. From the study it is observed that the training imparted has the following benefits: o Effectiveness of the training results in improved performance of the employees. o employees benefit in areas like skills, knowledge, motivation thus increasing the productivity.

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CHAPTER - VI

6.1 QUESTIONNAIRE

1. NAME : 2. AGE : a) 20-30[ ] b) 30-40[ ] c) above 50[ ]

3. GENDER : a) Male[ ] b) Female[ ] 4. EDUCATIONAL QUALIFICATION : a) PG[ ] b) UG[ ] c) Others[ ] 5. LEVEL OF EMPLOYEES : a) Work group level [ ] b) Professional level [ ] c) Managerial level [ ] 6. EXPERIENCE : a) Below 2yrs [ ] b)3-5yrs [ ] c) 6-10yrs [ ] d) Above 10yrs [ ] 7. Do you have any opportunity for career development in the company? a) Strongly agree [ ] b) Agree[ ] c) Disagree[ ] d) Strongly disagree[ ] 8. Are you satisfied with training program imparted to you? a) Fully satisfied[ ] b) Dis- Satisfied [ ] c) Satisfied Satisfied[ ] d) Fully dis-satisfied [ ] 9. How do you rate the training program imparted to you? a) Excellent[ ] b) Average[ ] c) Good[ ] d) Bad[ ]

10. Is your strength & weakness highlighted by your superior? a) Yes [ ] b) No[ ] b) Cant say [ ] 11. How often training program is conducted? a) Once in a month [ ] b) Once in 6 month [ ] c) Pre-promotion period [ ] d) Ask & When need arises [ ] 12. Which of the training methods do you prefer? a) Lecture method [ ] b) Workshop [ ] c) Role play [ ] d) Discussion technique [ ]

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13. What is your expectation regarding your job after training? a) Good environment [ ] b) Full appreciation [ ] c) Job satisfaction [ ] d) More salary [ ] 14. What kind of changes do you need in the present training program? a) Duration of training program [ ] c) Learning aid& discussion 15. Duration of training preferred? a) Below 10 days [ ] b) 2weeks [ ] c) 3weeks [ ] d) 4 weeks [ 16. The organization encourages training program. a) Strongly agree [ ] b) Agree c) Disagree [ ] d) Strongly disagree [ ] 17. How the training program does benefits you? a) Improvement of skills [ ] b) Increase in productivity [ ] d) Motivation [ ] [ ] b) Training method [ ] d) If any specify [ ]

c) Improvement in knowledge [ ] 18. What is your involvement in training?

a) Very high [ ] b) High [ ] c) Moderate [ ] d) Low [ ] e) Very low [ ] 19. Do you participate in determining the training programs? a) Yes [ ] b) No [ ]

20. Are you aware of the policies related to training and development programmers in your Company ? a)Full aware [ ] b) Aware certain extent [ ] c) Not aware [ ] 21. How often the work done by you is observed by the training department? a) Regularly often [ ] b) Sometimes [ ] c) Rarely [ ] 22. Do you have a separate training & development department? a) Yes [ ] b) No [ ]

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23. Opinion about overall quality of training program? a) Very good [ ] b) Good [ ] b) Poor [ ] c) Very poor [ ] 24. Opinion about the content and methodology used in the training program a) Very good [ ] b) Good [ ] c) Neutral d) Poor [ ] e)Very poor [ ] 25. Opinion about training methods provided? a) Very good [ ] b) Good [ ] c) Poor [ ] d) Very poor [ ] 26. Do you need some more training ? a) Yes [ ] b) No [ ] c) Cant say [ ]

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6.2 BIBLIOGRAPHY
Human Resources Management C.B.Gupta Human Resource and Personal Management: Aswathapa Human Resource Management : Gary Dessler , Biju Varkkey Gower handbook of training and development : Anthony Landale How to identify your organization s training needs: John H McConnell Lepak, David and Gowan, Mary(2009) Human Resource Management, Prentice Hall, New Delhi,2009 Haldar, Uday kumar,(2009) Human Resource Development Oxford uni, New Delhi

Websites: www.google.com www.bancoindia.com www.naukrihub/training and development.com

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