Solapur University's Training Effectiveness

SOLAPUR UNIVARSITY, SOLAPUR
CHAPTER - 1
INTRODUCTION
1.1 Introduction of the Study:The strength of any organization is its people. If people are attended to properly by
recognizing their talents, developing their capabilities and utilizing them appropriately,
organizations are likely to be dynamic and grow fast. Ultimately the variety of task in
any organization has to be accomplished by the people. Some of them have capabilities
to do certain tasks better than other tasks, and some of them may not have capabilities to
do the task assigned to them. In any case one of the important process goals of any
dynamic organization is to assure that its people are capable of doing the variety of tasks
associated their role/position.
Development of their capabilities keeps them psychologically vital. This development
needs to be monitored in terms of matching it with the organizational requirements.
Therefore, any organization; interested in developing the capabilities its employee should
understand the nature of capabilities required to perform different functions as well as
dynamics underlying the development of these capabilities in an and organizational
context. Thus proper and timely training programs should be conducted in an
organization. Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to prepare him
for a higher position with increased responsibilities. However individual growth is not
and ends in itself. Organizational growth need to be measured along with individual
growth. Training refers to the teaching /learning activities done for the primary purpose
of helping members of an organization to acquire and apply the knowledge skills,
abilities, and attitude needed by that organization to acquire and apply the same. Broadly
speaking training is the act of increasing the knowledge and skill of an employee for
doing a particular job.
The study limit to understanding the existing system and through a survey of employees
to know their feedback of the T&D system & procedure. The study for time and other
resources is limited in its scope.
Sinhgad Institute of Business Management, Kamlapur
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1.2 Objectives of the Study:1. To examine the effectiveness of training in overall development of skills of
workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioural pattern due to training.
4. To measure changes in output due to training
1.3 Significance of study:The study is focused on understanding the Training and Development program for the
identification of the area for improvement in the Training and Development activities.
The study aims to improve overall output of the Training program in the organization.
This research provides the researcher an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the Training
and Development process. Apart from that it would provide a great deal of exposure to
interact with the high profile managers of the company.
1.4 Research Methodology:

1.4.1 Methodology Details:
The Study is Exploratory & Descriptive in nature
Research Type: - Surrey Method
1.4.2 Sources of Data:1. Primary data
2. Secondary data
1. Primary data:Primary data are collected from employees of different department.
2. Secondary data:-
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Secondary data are gathered information collected from the individuals and
institutions through letters survey documents. There are various sources of
generation of data namelyThrough official documents like1. Various files of administrator department.
2. Annual training reports.
3. Websites
4. Books
1.4.3 Sampling Procedure
a) Sample size: - 100
The sample sizes taken by the researcher for the study were 100 employees, which
consists of trainees from all level of the organizations.
b) Sampling technique: - Convenient Sampling
c) Sampling Area: - Pune.
1.4.4 Methods & Instruments of Data Gathering:
There are various types of tools of primary data collection some of them are which
researcher has used for the study are as bellow.
Questionnaire:Researcher has made 14 questions for the study on officers according to those questions
researcher has collected the data.
Observation method:Data are collected by observing the organization in 30 days.
1.4.5 Statistical tool of analysis:
Researcher has used tools for the analysis are1. Excel work sheets.
2. Table.
3. Percent analysis etc.
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1.5 Scope & Limitations of the study:Scope of the study

The scope of study is limited to the training and development activities to be adopted by
organization which in terms help to decrease the cost of production and save the time for
organization. It will also help to understand the workers requirement of training and
development. The scope of the study is limited to Pune city.
Limitations:
The study is carried out in Pune region only because of limited time duration.
Due to large population, our sample size is only 100, which is not very large.
Respondent may give biased answer due to some lack of information about
training method.
Findings of the study are based on the assumption that the respondents have
given correct information.
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CHAPTER -II
ORGANIZATIONAL PROFILE
2.1 About the Organization
Establishment Year
1987
Firm Type
Proprietorship
Nature of Business
Manufacturer
Level to Expand
International
Address
P.O. Bag No.22, Pimpri, Pune-411018.
Web-site
http://www.keerthiindustries.com
About the company

Keerthi Industries India in the last four decades has grown to become one of the most
trusted names in the fields of Sugar Plant & Machinery, Open Cast Mining & Bulk
Material Handling Systems, Cement Plants & Machinery and Steam Generating Plants.
Today with strong foundations and access to world class technology Keerthi Industries
India's plant making capabilities are helping the industry become competitive world over.
Keerthi Industries India's strategic vision as an EPC Contractor to execute turnkey
projects is derived from its core strength of integrated engineering expertise &
automation in manufacturing backed by an excellent team of project executives. The
company firmly believes in delivering total customer satisfaction spanning from concept
to commissioning to after sales service.
Keerthi Industries India's highly competent project management capabilities are a result
of its tradition of anticipating and fulfilling specific customer requirements. A highly
qualified team of engineers and technicians, supported by the most modern IT
infrastructure ensures the brand of quality, Keerthi is known for worldwide. The
emergence of a true market leader speaks volumes about the world class technology
inherent in the company's products. The company's nationwide branch network along
with the support of Keerthis global establishments enables it to meet the needs of
customers on time.
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2.2 Vision and Mission

Vision:We are committed to engineer, manufacture, supply and install technologically advanced
solutions for the sugar plants, mining and bulk materials handling, cement plants and
industrial boilers & power plants. Through our countrywide locations, we provide value
added products and services that generate sustainable value for our clients. With a unique
blend of skills, experience, teamwork and focus, we strive to become the customers
Partner of Choice.
Mission:Our mission is to provide the most effective & innovative solutions that customers
needs. We will achieve this goal by providing services over & above the normal level of
performance.
Quality statement
Kothari Group is committed through its highly qualified technical manpower backed up
by the committed top management to provide the best of the product range with latest
features at the least of the price. This could be possible only through continuous
innovation in the manufacturing process and testing of material on batch to batch basis.
2.3Different Department Of Organization:

ThyssenKrupp Industries India Pvt Ltd is a very big company in Pune district. It is
having various functional departments for smooth and systematic working those
department are
HR and Safety Department.
Accountant Department.
Production Department.
Inventory Management.
Engineering
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2.4 Products Profile of Organization

PRODUCTS
Sugar and plant

Machinery
1.
2.
3.
4.
5.
6.
7.
8.
Refineries
Fiberiser
Shredder
Rotary screen
3roller mill
4roller mill
5roller mill
6roller mill
Cement
Power plant
Material Handling Systems
1. Sampling Systems
2. Expert Systems
3. Kiln temp. Scanner
4. Master process and
Control System
Boiler and
Power plant
1. Spreaders
1.CFBC
2. Bucket Wheel
2.Gas/oil
Excavators
fired Boilers
3. Tripper Cars
4. Transport Crawlers
5. Crushing Plants
6. Stackers
7. Pipe Conyers
-7-
2.5Organization Structure:
DIRECTOR
CHAIRMAN
FINANCE DIRECTOR
MARKETING DEPT
FINANCE DEPT.
MAKETINGDIRECTOR
HR & ADMIN DEPT
HR & ADMIN
DIRECTOR
FINANCE MANAGER
MARKETING
MANAGER
HR MANAGER
ACCOUNTANT
AREA MANAGER
CLERICAL STAFF
CLERICAL STAFF
SALES MANAGER
WORKERS
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2.6 Facilities of Organization:Accident Insurance:The accident insurance of Employees and Labour has been insured to the United India
Insurance Company Ltd, Branch-Aurangabad.
Roads & Site Development:All roads from main gate to company warehouse and other internal roads have been
developing.
Computerization:For getting technical efficiency, the office is totally computerized. For making bills of
payments as well as keep daily reports of production, company has internet facility.
Employee Welfare:If any Employee dies in accident while performing his job, then Organization will be
given an accident insurance of Rs.6, 00,000 to 8, 00,000 as per the workman
composition.
Management & Employee Relationship:All employees including Officers, Staff members and Labours are responsible for the
growth of the company to maintain good relationship between Management and Other
Employees.
Health and safety:There is certain health and safety provided by organisation. They provided safe drinking
water, canteen, and good working condition.
2.7 Future Plan of Organization:

The term Green revolution is a general one that is applied to successful agricultural
experiments in many third world countries. It is not specific to India. But it was most
successful in India. Even today, Indias agricultural output sometimes falls short of
demand agricultural products. The Green revolution, howsoever impressive, has thus
NOT succeeded in making India totally and permanently self-sufficient in food.
To increase production capacity.
Providing best quality products and services
Minimizing losses during production.
Promoting and ensuring safe working environment.
To generate sustainable value for our clients
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2.8 Milestones at A Glance:20072008
Golden Jubilee of ThyssenKrupp Industries India Expansion in Pimpri

& Hyderabad works Bagged DVC & Harduaganj Orders worth US $150
Million.
2006
Two orders each for 50 MW Power Plant EPC AdityaBirla Group
2004
Cement plant export order: Gulf Cement Ras Al Khaimah & Al Salam, Sudan
1994
Machinery and equipment for edible oil plant
1990
Licence Agreement with Deutsche Babcock for CFBC Boliers Upto 200 TPH
1988
Establishment of second manufacturing facility at Hyderabad
1986
Machinery and equipment for sponge iron plant
1981
First order from Coromandel Cement in collaboration with Polysius AG
1978
Development of In-house technology for boilers up to 60 TPH
1976
Bagged first order open cast mining spreader Neyveli Lignite Corp.
1975
First major export order for complete sugar plant refinery to Malaysia
1974
Machinery & equipment for Compost plant for house refuse
1970
Machinery & equipment for Brewery
1968
Machinery & equipment for Calciner plant
1962
Machinery & equipment for complete sugar plant
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CHAPTER -III
THEROTICAL BACKGROUND
3.1 Introduction, Meaning
Human Resource (or personnel) management, in the sense of getting things done through
people, is an essential part of every managers responsibility, but many organizations
find it advantageous to establish a specialist division to provide an expert service
dedicated to ensuring that the human resource function is performed efficiently.
People are our most valuable asset is a clich, which no member of any senior
management team would disagree with. Yet, the reality for many organizations are that
their people remain under valued, under trained and under utilized. The market place for
talented, skilled people is competitive and expensive. Taking on new staff can be
disruptive to existing employees. Also, it takes time to develop cultural awareness,
product / process / organization knowledge and experience for new staff members.
3.2 Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between
the training function and other management activity is also changing. The training and
development activities are now equally important with that of other HR functions. Gone
are the days, when training was considered to be futile, waste of time, resources, and
money. Now-a-days, training is an investment because the departments such as,
marketing & sales, HR, production, finance, etc depends on training for its survival. If
training is not considered as a priority or not seen as a vital part in the organization, then
it is difficult to accept that such a company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile development activities in the
organization
To increase the commitment level of employees and growth in quality movement
(concepts of HRM), senior management team is now increasing the role of training. Such
concepts of HRM require careful planning as well as greater emphasis on employee
development and long term education.
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Training is now the important tool of Human Resource Management to control the
attrition rate because it helps in motivating employees, achieving their professional and
personal goals, increasing the level of job satisfaction, etc. As a result training is given
on a variety of skill development and covers a multitude of courses.
3.3 Training and Development Objectives

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization. Organizational Objectives
assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to the
organizations needs. Societal Objectives ensure that an organization is ethically and
socially responsible to the needs and challenges of the society.
Importance of Training Objectives
Training objective is one of the most important parts of training program. While some
people think of training objective as a waste of valuable time. The counterargument here
is that resources are always limited and the training objectives actually lead the design of
training. It provides the clear guidelines and develops the training program in less time
because objectives focus specifically on needs. It helps in adhering to a plan. Training
objectives tell the trainee that what is expected out of him at the end of the training
program. Training objectives are of great significance from a number of stakeholder
perspectives.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer The training objective is also beneficial to trainer because it helps the trainer
to measure the progress of trainees and make the required adjustments. Also, trainer
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comes in a position to establish a relationship between objectives and particular

segments of training.
Trainee The training objective is beneficial to the trainee because it helps in reducing
the anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather than keeping surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in trainees
mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging
and motivating, then the likelihood of achieving those goals is much higher than the
situation in which no goal is Set. Therefore, training objectives helps in increasing the
probability that the participants will be successful in training.
Designer The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then hell buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills, such as
verbal and non verbal language, dealing in unexpected situation i.e. when there is a
defect in a product or when a customer is angry. Therefore, without any guidance, the
training may not be designed appropriately.
Evaluator It becomes easy for the training evaluator to measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.
3.4 Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the
role of HR professionals in training has been widened. HR role now is:
Active involvement in employee education
Rewards for improvement in performance
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Rewards to be associated with self esteem and self worth
Providing pre-employment market oriented skill development education and post

employment support for advanced education and training
Flexible access i.e. anytime, anywhere training.
3.5 Best Time To Impart Training To Employee

New Recruits To The Company
These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.
Transferees Within The Company
These are people who are moved from one job to another, either within the same work
area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people into
entirely new levels of responsibility.
Promotions
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually
too important and
difficult to make successfully to permit one to assume that the promotes will pick it up
as he goes along and attention has to be paid to training in the tasks
and the
responsibilities and personal skills necessary for effective performance.

New Plant Or Equipment
Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production control
and others.
New Procedures
Mainly for those who work in offices in commercial and administrative functions but
also for those who we workplace is on the shop floor or on process plant on any occasion
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on which there is a modification to existing paperwork or procedure for, say the

withdrawal of materials from stores, the control of customer credit the approval of
expense claims, there needs to be instruction on the change in the way of working in
many instances, a note bringing the attention of all concerned the change is assume to
be sufficient, but there are cases, such as when total new systems in corporation IT up
dates are installed, when more thorough training is needed.
New Standards, Rules And Practices
Changes in any one these are likely to be conveyed by printed note or by word of mouth
by the manager to his subordinates, and this can be the most satisfaction way of dealing
with the change from the point of view of getting those affected to understand their new
responsibility. However not all changes under this heading can be left to this sort of
handling. Even the simplest looking instruction may be regarded as undesirable or
impracticable by whoever has to perform it he may not understand the purpose behind
the change and lose confidence in a management which he now believes to be messing
about, or he may understand the purpose and have a better alternative to offer if it is not
too late.
New Relationship And Authorities
These can arise, as a result of management decisions, in a number of ways. In examples,
the recognition of the accounts department can result in a realization of responsibilities
between the section leaders of credit control, invoicing and customer records, although
there is no movement of staff between the sections (i.e. no transfers). Although the
change in work content for each clerk and supervisor is defined clearly for each person in
the new procedures, there is nevertheless a need for each person to know where he stands
in the new set up, which is responsible for what, and where to direct problems and
enquiries as they arise in the future.
Maintenance Of Standards
We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously
responsible for standards and exercise their own authorities to this end. Although it is
generally agreed that some retraining from time to time, taking varied forms even for the
on group of employees, does act as both a reminder and a stimulus, there is not much
agreement on the next frequency and form that such retraining should take, of there is as
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yet little scientific knowledge on this subject which is of much use in industrial
situations.
3.6 Benefits Of Training

Employees and the organization need to realize the importance of contribution and
learning for mutual growth and development.
Training is the answer to deal with
stagnation stage by constantly updating it in every field. Other benefits of training

include:
1. Hiring appeal: companies that provide training attract a better quality
Workforce.
2. Assessing and addressing any performance deficiency.
3. Enhancing workforce flexibility. Cross-cultural training is essential for them for
better adjustment in the new environment.
4. Increasing commitment: Training acts as a loyalty booster. Employee
motivation is also enhanced when the employee knows that the organization
would provide them opportunities to increase their skills and knowledge.
5. It gives the organization a competitive edge by keeping abreast of the latest
changes; it acts as a catalyst for change.
6. Higher customer satisfaction and lower support cost results through improved
service, increased productivity and greater sufficiency.
7. Training acts as benchmark for hiring promoting and career planning.
8. It acts act as a retention tool by motivating employee to the vast opportunities for
growth available in an organization.
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CHAPTER - IV
DATA ANALYSIS
Title: Demographic Detail.
Table 4.1
Male
Female
Total
Manager
Assistant Manager
Clerical Staff
Technical Staff
Total
Between 4-6 years
Between 6-8
Between 8-10
Total
No. of employees
Sex
75
25
100
Designation
20
40
10
20
100
Years of the experience
15
50
35
100
88
12
100
20
40
10
20
100
15
50
35
100
GraphNo: 4.1
Percentage
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(Source-Survey)
Interpretation:
From the table it seems that 75 percent employees were male candidate, 25 percent were
female candidate.
In case of designation 60 percent of employee is at managerial post, 10 percent on
clerical post and remaining 20 percent are technician.
From the above table it seems that 50 percent employees had the experience of 6 to 8
years, 35 percent were had the experience above 10 years and remaining 15 percent had
the experience in range of 6-8 years.
Q2. Training as a part of organizational strategy

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Table 4.2
Response
No. Of Respondents
Percentage
Agree
52
52
Disagree
Partly Agree
16
16
Cant Say
28
28
Total
100
100
Graph 4.2
(Source-Survey)
Interpretation:
From the table it seems that 52 percent employees were agree that training is a
part of organizational strategy,16 percent of respondent were partly agreed and
only 4 percent were disagreed ,where as remaining 28 percent of respondent
were remain neutral.
Q 3. No. Of Training Program Conducted

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Table 4.3
Response
No. Of Respondents
Percentage
Less than 10
56
56
10 - 20
20 40
24
24
More than 40
12
12
Total
100
100
Graph 4.3
(Source-Survey)
Interpretation:
From the table it seems that 56 percent employees were feel that number of training
program conducted should be less than 10, where as 20 percent of feel that it should be
20-40 in numbers,8 percent of respondent were feel that it should be 10-20 and
remaining 12 percent of respondent are agreed that it should be more than 40.
Q 4. Training has provided To.

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Table 4.4
Response
No. Of Respondents
Percentage
Senior staff
12
12
Junior staff
20
20
New staff
24
24
Based on requirement
52
52
Total
100
100
Graph 4.4
(Source-Survey)
Interpretation:
From above table it seems that 52 percent of respondent are feel that training has to
provide based on requirement, 24 percent of respondent feel that it should for new staff,
20 percent of respondent feel that it should be for junior employee and remaining 12
percent of respondent feel that training should be for senior staff.
Q 5. Important barriers to Training and Development
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Table 4.5
Response
No. Of Respondents
Percentage
Time
20
20
Money
16
16
Lack of interest by staff
24
24
Non-availability of skilled
trainer
Total
40
40
100
100
Graph 4.5
(Source-Survey)
Interpretation:
From above table it seems that 40 percent of respondent feel that un-availability of
skilled labour was a barrier to training and development, 24 percent of respondent feel
that lack of interest by staff was important barrier, where as 20 percent of respondent feel
that time and remaining 16 percent of respondent feel that money was important barrier.
Q 6. Mode of training method.
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Table 4.6
Response
No. Of Respondents
Percentage
Job rotation
10
10
External training
50
50
Conference/discussion
25
25
Programmed instruction
15
15
Total
100
100
Graph 4.6
(Source-Survey)
Interpretation:
From above table it seems that 50 percent of respondent feel that mode of training
method should be external training, 25 percent of respondent feel that it should be
conference or discussion, 15 percent of respondent feel that it should be programmed
instruction and remaining 10 percent of respondent feel that it should be a job rotation.
Q 7. Enough practice is given during training session
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Table 4.7
Response
No. Of Respondents
Percentage
Strongly Agree
45
45
Agree
20
20
Somewhat agree
20
20
Disagree
15
15
Total
100
100
Graph 4.7
(Source-Survey)
Interpretation:
From the above table it seems that,45 percent of respondents were strongly agree that
enough practice is given during training session and 20 percent of the respondents were
agree and 20 percent of the respondents somewhat agree and 15 percent were
disagree .
Q8. The training sessions conducted in organization is useful.
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Table 4.8
Response
No. Of Respondents
Percentage
Strongly agree
60
60
Agree
20
20
Somewhat
20
20
Disagree
Total
100
100
Graph 4.8
(Source-Survey)
Interpretation:
From the above table it seems that,60 percent of respondents were strongly agree that
training sessions conducted in organization is useful and 20 percent of the respondents
were agree.
Q9. Employees given appraisal in to motivate them to attend the training
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Table 4.9
Response
No. Of Respondents
Percentage
Strongly Agree
50
50
Agree
30
30
Somewhat
10
10
Disagree
10
10
Total
100
100
Graph 4.9
(Source-Survey)
Interpretation:
From the above table it seems that,50 percent of respondents were strongly agree that .
Employees given appraisal in to motivate them to attend the training and 30 percent of
the respondents were agree and 10 percent of the respondents somewhat agree and 10
percent were disagree.
Q10. Time required implementing the trained process
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Table 4.10
Response
No. Of Respondents
Percentage
Less than 1 month
20
20
1-2 months
35
35
2-4 months
25
25
More than 4 months
15
15
Total
100
100
Graph 4.10
(Source-Survey)
Interpretation:
From the above table it seems that,35 percent of respondents feels that time required
implementing the trained process should be 1-2 month, 25 percent of respondents feels
that it should be in 2-4 months, 20 percent of respondents feels that it should be less than
1 month and remaining 15 percent of respondents feels that it should be more than 4
months.
Q11. Type of training is being imparted for new recruitments
- 27 -
Table 4.11
Response
No. Of Respondents
Percentage
Technical training
45
45
Management training
25
25
Presentation skill
20
20
Others
10
10
Total
100
100
Graph 4.11
(Source-Survey)
Interpretation:
From the above table it seems that,45 percent of respondents feels that type of training is
being imparted for new recruitments should be technical training,25 percent feel that it
should be management training,20 percent of respondent feel that it should be
presentation skill and remaining 10 percent feels it should be other than this all.
Q12. Physical arrangement of training program
- 28 -
Table 4.12
Response
No. Of Respondents
Percentage
Excellent
45
45
Good
35
35
Average
15
15
Bad
05
05
Total
100
100
Graph 4.12
(Source-Survey)
Interpretation:
From the above table it seems that, 45 percent of respondents were feel that physical
arrangement of training program was excellent,35 percent of respondent feel that it was
good,15 percent were feel that it was an average and remaining 5 percent feel it was bad.
Q13. Reason for shortage of skilled man power
- 29 -
Table 4.13
Response
No. Of Respondents
Percentage
Lack of planning
20
20
Lack of support from senior

staff
Lack of proper guidance and
training at workplace
Lack of quality education at
primary and secondary level
Total
40
40
32
32
100
100
Graph 4.13
(Source-Survey)
Interpretation:
From the above table it seems that, 40 percent of respondents were feel that reason for
shortage of skilled man power was lack of support from senior staff,32 percent feel that it
was because of lack of proper guidance and training at workplace,20 percent of
respondent feel that it was because of lack of planning and remaining 8 percent of
respondent feel that it was because of lack of quality education at primary and secondary
level.
Q14. General Complaints about the training session
Table 4.14
- 30 -
Response
No. Of Respondents
Percentage
Take away precious time of

employees
Too many gaps between the
sessions
Training sessions are
unplanned
Boring and not useful
25
25
40
40
15
15
20
20
Total
100
100
Graph 4.14
(Source-Survey)
Interpretation:
From the above table it seems that, 40 percent of respondents were feel that general
complaints about the training session was too many gaps between the sessions,25 percent
of respondent feel that it was because of taken away precious time of employees, 25
percent of respondent feel that it was boring and not useful and remaining 15 percent of
respondent feel that it was because of training sessions was unplanned.
Q15. Time duration given for the training period
Table 4.15
- 31 -
Response
No. Of Respondents
Percentage
Sufficient
30
30
To be extended
45
45
To be shortened
10
10
Manageable
15
15
Total
100
100
Graph 4.15
(Source-Survey)
Interpretation:
From the above table it seems that, 45 percent of respondents were feel that time
duration given for the training period was to be extended, 45 percent of respondents were
feel that it was sufficient, 15 percent of respondents were feel that it was manageable and
remaining 10 feels that it had to be shortened.
CHAPTER - 5
FINDINGS, SUGGESTIONS AND CONCLUSIONS
5.1 FINDINGS
- 32 -
1. From the study it found that 75 percent were male employee and 25 percent were
female employee in organization, also 40 percent of employee ware at post of
Assistant Manager while 20 percent at clerical post. An employee of having
experience in-between 6-8 years was 50 percent while of having more than 10
years was 35 percent.
2. From the study it found that 52 percent respondents agreed training is a part of
organizational strategy while 28 percent remain neutral.
3. From the study it found that 56 percent respondent were feel that number of
Training program conducted should be less than 10.
4. From the study it found that training is given mostly based on the requirements
while 20 percent respondent felt that training is given to junior staff
5. From the study it was found that 40 percent of respondent feel that un-availability
of skilled labour was a barrier to training and development
6. From the study it was found that 50 percent of respondent feel that mode of
training method should be external training
7. From the study it was found that only 15 percent of respondents were disagree
that enough practice is given during training session
8. From the study it was found 60 percent of respondents were strongly agree that
training sessions conducted in organization is useful
9. From the study it was found that 50 percent of respondents were strongly agree
that employees given appraisal in to motivate them to attend the training
10. From the study it was found that 35 percent of respondents feels that time
required implementing the trained process should be more than 4 month.
11. From the study it was found that 45 percent of respondents feels that type of
training is being imparted for new recruitments should be technical training.
12. From the study it was found that 45 percent of respondents were feel that
physical arrangement of training program was excellent
- 33 -
13. From the study it was found that 40 percent of respondents were feel that reason
for shortage of skilled man power was lack of support from senior staff.
14. From the study it was found that 40 percent of respondents were feel that general
complaints about the training session was too many gaps between the sessions
15. From the study it was found 45 percent of respondents were feel that time
duration given for the training period was to be sufficient.
5.2 CONCLUSION
The survey had conducted on Training & Development activity in Keerthi IndustriesPvt
ltd, Ltd. This project for Training and Development will be very effective for improving
the skill and knowledge of the employee to meet the present and future requirement of
the organization
Its found that training plays a crucial role in not only the development of employees but
also in achieving the overall organizational goals. Through the research work it was
found that employees were very satisfied by the training provided to them and strongly
- 34 -
agreed that after training their confidence have increased and their skill and knowledge
has also been increased and hence, there was remarkable improvement in their
performance
BIBLIOGRAPHY
Bibliography:1. Raymond A. Noe, Employee training and development, Tata McGraw-Hill
companies, Second Edition, Page No.42, 176, 177.
2. P.L. Rao, Enriching human capital through Training and Development, Excel
Books, First Edition, Page No. 4, 18.
3. C.R. Kothari, Research Methodology Methods and Techniques, Second Revised
Edition, Page No. 2, 95, 174, 175.
4. David A. Decenzo, P. Robins (2004) Personal & Human Resource Management..
A. Monappa (2004) Personal Management
- 35 -
5. Allen Pepper (1999) A Handbook on Training & Development.
Webliography: 1. http://www.citehr.com/results.php?q=training+
%26+development+programme&submit=reSearch
2. http://en.wikipedia.org/wiki/Special:Search/Training_and_Development_of_empl
oyees
3. www.naukrihub/training&development.com
4. www.hrsurvey.in
5. www.taylortraining.com
QUESTIONNAIRE
Name: ___________________________________________________________
Gender:
Male
Designation Manager
Female
Assistant Manager Clerical Staff Technical Staff
Years of the experience between 4-6 years
Between 6-8
Between 8-10
Q.1Your Organization considers training as a part of organizational strategy. Do you

agree with this statement?
strongly agree
Agree somewhat agree Disagree
Q.2How many training programmes will you attend in a year?

- 36 -
Less than 10
10 - 20
20 40
More than 40
Q.3To whom the training is given more in your organization?

Senior staff
Junior staff
New staff
Based on requirement
Q.4What are all the important barriers to Training and Development in your
organization?
Time
Money Lack of interest by staff Non-availability of skilled trainer
Q.5 What mode of training method is normally used in your organization?

Job rotation External training Conference/discussion Programmed instruction
Q.6 Enough practice is given for us during training session? Do you agree with this
statement?
strongly agree
Q.7 The training sessions conducted in your organisation is useful. Do you agree with
this statement?
strongly agree
Q.8 Employees are given appraisal in order to motivate them to attend the training. Do u
agree with this statement?
strongly agree
Q.9 How long will it take to implement the trained process?

Less than 1 month 1-2 months 2-4 months More than 4 months
Q.10 What type of training is being imparted for new recruitments in your organization
Technical training Management training Presentation skill
Q.11 How well the workplace of the training is physically organized
Excellent
Good
Average
Bad
- 37 -
Others
Q.12 What are the conditions that have to be improved during the training sessions?
Re-design the job Remove interference
Re-organize the work place
Upgrade the information of the material given during training

Q.13 Reason for shortage of skilled man power at workplace are:
Lack of planning Lack of support from senior staff
Lack of proper guidance and training at workplace
Lack of quality education at primary and secondary level
Q.14 What are the general complaints about the training session
Take away precious time of employees
Too many gaps between the sessions
Training sessions are unplanned
Boring and not useful
Q.15 The time duration given for the training period is?
Sufficient To be extended To be shortened
Manageable
- 38 -

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SOLAPUR UNIVARSITY, SOLAPUR

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

1.4 Research Methodology:

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

1.5 Scope & Limitations of the study:Scope of the study

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

P.O. Bag No.22, Pimpri, Pune-411018.

About the company

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

2.2 Vision and Mission

2.3Different Department Of Organization:

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

2.4 Products Profile of Organization

Sugar and plant

Material Handling Systems

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

HR & ADMIN DEPT

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

2.7 Future Plan of Organization:

SOLAPUR UNIVARSITY, SOLAPUR

2.8 Milestones at A Glance:20072008

Golden Jubilee of ThyssenKrupp Industries India Expansion in Pimpri

Two orders each for 50 MW Power Plant EPC AdityaBirla Group

Machinery and equipment for edible oil plant

Establishment of second manufacturing facility at Hyderabad

Machinery and equipment for sponge iron plant

First order from Coromandel Cement in collaboration with Polysius AG

Development of In-house technology for boilers up to 60 TPH

Machinery & equipment for Compost plant for house refuse

Machinery & equipment for Brewery

Machinery & equipment for Calciner plant

Machinery & equipment for complete sugar plant

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

3.2 Training and Human Resource Management

SOLAPUR UNIVARSITY, SOLAPUR

3.3 Training and Development Objectives

SOLAPUR UNIVARSITY, SOLAPUR

comes in a position to establish a relationship between objectives and particular

3.4 Role of HRD Professionals in Training

Active involvement in employee education

Rewards for improvement in performance

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

Rewards to be associated with self esteem and self worth

Providing pre-employment market oriented skill development education and post

Flexible access i.e. anytime, anywhere training.

3.5 Best Time To Impart Training To Employee

too important and

responsibilities and personal skills necessary for effective performance.

SOLAPUR UNIVARSITY, SOLAPUR

on which there is a modification to existing paperwork or procedure for, say the

Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR