International Journal of Research & Business Innovation (IJRBI) A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME IN SPB LTD., PALLIPALAYAM *K.SUNDARARAJAN **§.GOVINDASAMY **M.SELLADURAI Abstract Training increases the knotwledge and skills of an employee for doing a particular job. The main output of training learning. Training offers & inculcates new habits, refined skills & useful knowledge during the training that helps him improve performance. Training is a learning experience that is planned & carried out by the organization to enable more skilled task behaviour by the trainee. Training provides the ability to detect & correct error. Training provides skills & abilities that may li called on the future to satisfy the organization's human resource needs. Introduction Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the activity to perform on the job. It involves the changing of skills, knowledge, attitudes or behaviour. It may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their coworkers or supervisor. Any training implemented in an organization effort must be cost effective, That is, the benefits gained by such programme must outweigh the costs associated with providing the learning experience. Only by analyzing such programs can effectiveness be determined. It is not enough to merely assume that any training an organization offers is effective, develop substantive data to determine whether our training effort is achieving its goals- that is, if it’s correcting the deficiencies in skills, knowledge, or attitudes that were assessed as needing attention. Training must be evaluated in terms of how much the participation learned, how well they are using their new skills on the job (did their behaviour charge?), & whether the training program achieved its desired results. Need for Employee Training Training is necessary for improving the quality of work of employees. There are some other factors, giving rise to the need for training. * Effective performance Production of quality goods & services Fast changing technique To keep pace with the development of technology ‘Change of profession. 468 Importance of Training Training is the corner - stone of sound management, for its makes employees more effective & productive. There is an ever present need for training men so that new & changed techniques may lay taken advantage & improvements effected in the old methods which are usefully inefficient. Training is a practical & vital neces because it enables employees to develop & r within the organization & increases their market value, earning power & job security Training is a widely accepted problem solving device. Company Profile Sri S Viswanathan was the Founder of the Company. He was responsible for the growth of the Company and bringing it to present stature. Affectionately referred to as SV, by his friends and associates, he was a lawyer-turned freedom fighter-turned industrialist of 2 unique genre. He was a close associate of Sri Jaya Prakash Narayan. He teamed up with Sri R Venkataraman, former President of India, to practise Law at Chennai. He joined in 1957, the House of Seshasayees, a Managing Agency firm of repute in that era. With the untimely death of Sri V Seshasayee , SV took on the mantle, and his entrepreneurial drive and vision helped him establish, between 1958 and 1961, three Industrial enterprises, viz Seshasayee Industries Limited, Simco Meters Ltd, and Seshasayee Paper and Boards Ltd. He also promoted, later, Neyveli Ceramics Ltd,High Energy Batteries(India) Ltd, Poni Sugars & Chemicals Ltd, SPB Projects & Consultancy Ltd, Esvin Advanced Technologies Ltd, etc. Vol.1, No.4, December 2013International Journal of Research & Business Innovation (IJRBI) The 'Magnum Opus' of SV was the creation of Tamil Nadu Newsprint & Papers Ltd. He took total charge and responsibility from concept to commissioning of this project. This was the first ever Mill to produce, successfully, newsprint out of sugarcane bagasse and continues to be one of the top profit performers of the State Government. He laid great emphasis on the use of Bagasse as raw material for the Paper Industry to preserve forest cover and protect environment. His persistent thrust in this area has Ied to more than 50% of paper production in the country now being made out of unconventional raw materials, such as Bagasse. He promoted Ponni Sugars which became the first sugar mill in the country, to use alternate fuel in its Boilers and release the Bagasse in entirety for Paper Making. He innovatively structured Irrigation projects with multiple objectives of using treated paper mill effluent for converting dry lands into wet lands, thus transforming the livelihood of local farming community and simultaneously meeting the raw material needs of both Sugar and Paper Industry. Review of Literature J.kevin Ford (1997) explains that the concept of training effectiveness has been expanded in recent years to incorporate notions about trainee & organizational characteristics. Training needs to be viewed as more central to the functioning of organizations alongside financial, strategic & operational concerns The challenge for training researchers is to infuse the “old bottles” - current training effectiveness paradigms with “new wine” - expanded & enhanced thinking about the potential offered through sound training design, Biswajeet Pattanayak (2002) discussed training effectiveness is to impart new entrants the basic knowledge & skill they need for an intelligent performance of defined tasks. To assist employees to function more effectively in their present positions by exposing them to latest concepts, information & techniques & developing the skills they will need in their future roles. 469 To broaden the minds of managers by providing them with opportunities for an interchange of experiences within & outside with a view to correct the narrow outlook that may arises from over specialization Kurt Kraiger (1991) discusses that “In recent years considerable advances have been made in the practice of training evaluation After 30 years of a technology characterized by a single theoretical model, progress has come from theory é& research linking training & training evaluation to broader organizational processes that moderate training effectiveness & theory linking training evaluation constructs & measures to specific learning outcomes. Objectives of the Study To analyze the effectiveness of the existing training programmes in the company. ‘© To find out the opinions and suggestions of the trainees regarding the contents, trainers and training facilities in the company. + To identify the extent of participation and alertness of employees during the training programmes. ‘To find out the improvement in their skills and knowledge after attending the training programmes. Scope of the Study The main aim of the study is to find out the effectiveness of training programme conducted at Seshasayee Paper & Boards Limited, focuses on finding out the efficiency of employees after the programme & also to find out the opinion of the trainees towards the programme, trainer, contents & organization. The present study seeks to find out training validity (whether the trainees have learnt during training) & transfer validity (whether what has been learnt is translated to enhance performance in the organization) Sampling Design The population (universe) of this study is 1330. The sample size is 200 (ie) 15% of the population. Since the population from which a sample is to be drawn does not constitute a homogeneous group, stratified sampling technique is applied. Vol.1, No.4, December 2013International Journal of Research & Business Innovation (IJRBI) ‘The technique used by the researcher Table 2 is Simple random sampling. It can be defined ‘ ae eee bapa arrest : Bes : ig session which every unit in the population has an equal chance of being included in the sample. Highly Satisfied The study was conducted during the - period of July 2013 to October 2013. ee Way an Neutral Statistical Tools Delivery Dissatisfied 2¢@ 1. Simple Percentage Analysis. Highly 0@ 2. Chi-Square (72) Analysis. Dissatisfied S Result and Discussion Total Table1 Highly Satisfied Demographic profile Satisfied Below 30 75 (37.5) Relation Neutral si-40 | 371085) eevee | [Dissatisfied Highly Age 41-50 52 (26) ignly u ee iain Dissatisfied Above 50 36 (18 aS ce), Total Total 200 (100) 2 CRY) Highly Satisfied Diploma / ITI 98 (49) Satisfied = Neutral Ei 52 (26) nese. 06) Duration of the | Dissatisfied Qualification | Graduate 46 (23) Training Highly Post Graduate | 4 (2) Disssliated Total 200 (100) eae Highly Satisfied | 102 (51 poe, Married 156 (78) ‘Satisfied 82 (41 ee, Unmarried 44 (22) Neutral 26 Total 200 (100) Co-Ordination | Dissatisfied | 2.1) Highly ae Below 5,000 | 25 (12.5) Dissatisfied 200 5,001 - 10,000 136 (68) Total (100) Income | 10,001 - 20,000 | 36 (18) Source: Primary Data rove 000 | a 2.102) The above table shows out of 200 Gok 200 (100) respondents, 70% of respondents are satisfied with the trainers way of delivery and 19.5% of Below 10 years | _78 (39) respondents are highly satisfied with the qe 31155) trainers way of delivery. The above table the = shows out of 200 respondents, 52% of Experience | 20-30years | 77(385) respondents are satisfied with the relationship between trainers and trainees and 36% of bois sOyeates eee) respondents are highly satisfied with the Total 200 (100) relationship between trainers and trainees. The 470 above table shows out of 200 respondents, 71° of respondents are satisfied with the duration of training programme and 15% of respondents are highly satisfied with the duration of the Vol.1, No.4, December 2013International Journal of Research & Business Innovation (IJRBI) training programme. The above table shows out of 200 respondents, 51% of respondents are highly satisfied with co-operation of the superiors, peers and sub-ordinates and 41% of respondents are satisfied with co-operation of the superiors, peers and sub-ordinates. Table 3 Respondents answers regarding the highly satisfied with the organization of the training programme. The above table shows out of 200 respondents, 50% of respondents are satisfied with the training centre infrastructure and 41% of respondents are highly satisfied with the training centre infrastructure. The above table shows out of 200 respondents, 67% of respondents are satisfied with the sequence of the training programme and 195% of Onpanicn tote respondents are highly satisfied with the aH a sequence of the training programme. The ae HG above table shows out of 200 respondents, oe 245) 56.5% of respondents are satisfied with the eee tec eae Eo) freedom in the class session and 40% of intrastracikires | Nett aleee/e1Z (8-5) respondents are highly satisfied with the cite Dissatisfied [2 (1) freedom in the class session, Organization Highly oe Dissatisfied © Table 4 Total ios) Respondents answers regarding the Hi Organization ighly Satisfied | 8240) ~s S. | Field No. of Satisfied | 100 (50) No| Visit | Respondents | Percentage Infrastructure Neutral | 1765) : of the Training |~ Dissatisfied _|_1 (0.5) 1 | Excellent 33 16.5% session Highly 4 pee | O) 2 | Good 128 64% 200 Bi | REE 34 17% Total (200) Gea Highly 39 4 Bad 5 2.5% Satisfied (19.5) Satisfied 134 (67) Total 200 100% Succession of |—,Neuttal__1_26 £2. Source: Primary Data the Training oe 3) pichly 00 Inference: eneiee ‘The above table shows out of 200 Total 200 respondents, 64% of respondents are feels good (100) with the field visit during the training period Highly 113 and 16.5% of respondents are feels excellent Satisfied (56.5) with the field visit during the training period. Satisfied 80 (40) Neutral 6) Age and Relationship Freeclom in the [Dissatisfied | 00) eS Relationship between the trainers ee, Highly ae Be and trainees Dissatisfied | 1-5) HSS | N | D | AD] Total r 200 Total (100) eo |eaee [eee 27 fe el 75 rimary Data 31-40| 11 | 22] 4 | 0 | 0 | 37 41-50] 19 | 26 6 0 1 52 The above table shows out of 200 >50 | 10} 22) 4 | 0} oO 36 respondents, 66% of respondents are satisfied with the organization of the training ol seroaleiotseot eo clica. |e00 programme and 24.5% of respondents are 471 Vol.1, No.4, December 2013International Journal of Research & Business Innovation (IJRBI) Step 1: Statement of Hypothesis Null Hypothesis : There is no significant difference between Age and Relationship. Alternative Hypothesis: There is significant difference between Age and Relationship. Since the calculated value (28.91) is greater than the table value (23.5). So, we accept Alternate hypothesis and there is significant difference between Age & Relationship between the trainers and trainees. Suggestions 4 Only 16.5% of trainees have been feels excellent with the field visit, so the organization can provide more field visits during the training programme 4 Improvement need in the availability of training materials 4 More ‘training programmes can be conducted. The organization has to verify whether all employees are attending all the training programmes conducted 4 The organization can also give more importance to the good relationship prevailing between trainers & trainees 4 For the respondents who are not having any improvements in their job, special coaching & understudy can be given for them 4 The training programmes conducted can be more practical. Conclusion In order to improve the efficiency of employees in his present job & prepare himself for a higher level job, the effective training programmes are necessary. It is also needed to Iearn the company’s policies, new technologies, changing environments. This study reveals the employees opinions regarding the training programmes in SPB Ltd, Pallipalayam. From the findings drawn from this study, we clearly came to know “90% of respondent's feels better under the training session”. The commitment of training programme towards expectation of respondents is excellent. The improvements are needed in some cases such as field visits, availability of training materials, good relationship between the trainers & trainees. Some suggestions are given based on the findings. It is sure if the management implements the given suggestions, the performance of the employees will be gained. 472 References 1. KAswathappa (1999), How to make train effective? 2. jikevin Ford (1997), Strategic & Ope Concerns 3. Biswajeet Pattanayak (2002), Training Effectiven Techniques & Developing the Skills 4. C.B Mamoria (2005), The Principles of an Efe Training Programme “Head, PG & Research Department of Commerce, AVS College of Arts & Science, Salem **Assistant Professors, PG & Research Department of Commerce, AVS College of Arts & Science, Salem Vol.1, No.4, December 2013