A STUDY ON TRAINING AND DEVELOPMENT IN PUREWAY

AUTOMOBILE INDUSTRY AT COIMBATORE

 CHAPTER-I

INTRODUCTION

1. INTRODUCTION ABOUT THE STUDY ON TRAINING AND

DEVELOPMENT

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

INTRODUCTION

Training of personnel consists in providing them with the necessary facilities

and opportunities to acquire knowledge develop skills and cultivate attitudes and
behavior for the efficient and effective discharge of their duties and
responsibilities. Administrative skills can be grouped into technical skills, human
skills and conceptual skills. Training should enable people to perform their present
duties effectively and at the same time prepare them to shoulder higher
responsibilities in the future. The ultimate objective of training for personnel is the
improvement in the effectiveness of achievement of organizational objectives.
 Each and every position in an organization calls for a certain amount of
expertise in terms of knowledge, skills and attitudes. The person occupying the
position may not have all the elements. Of expertise required for effectively
performing new technology or procedure or law. The need for training arises in
account of the requirement of filling the gap between the skills and competences
required for the performance of a job and the expertise actually possessed by the
job holder. This gap can be filled either by institutional training or on-the-job
training.

The common method is to mount a course on the basis of the experimental

wisdom. Hence, a training course conducted kin a training institution is generally
looked upon as some kind of an isolated event. This is one of the reasons why it
has not been possible to derive the maximum benefit from a training course.
Institutional training is regarded as a break from the monotony of the job. No
wonder sabbatical was one of the objectives of some of the courses.

It is time that training is looked upon as a system. A system may be defined

as a group of inter-related and inter-development parts or processes operating in a
sequence, according to a predetermined plan in order to achieve a goal or series of
goals.

For understanding a system or for setting up a system, one should start by

determining the objectives of the system i.e. what the system seeks to accomplish.

The inputs are to be identified and the outputs specified. In the light of the
relationship between the inputs and outputs the different processes can be worked
out. Suitable feedback must be obtained at the various stages, to ensure appropriate
corrective steps at the necessary stages.
 A training course is the training effort of organization. It may be said that the
trainees from the basic input, together with the other resource such as the physical
facilities, reading material, resource persons, etc. The design and conduct of the
course constitute the processes and the trained employee the output. The evaluation
of the training course, generally done at the end of the course, is the feedback of
the basis of which improvements are made in the subsequent courses organized by
the institution. But this is a simplistic and crude way of viewing the training effort
though it illustrates the systems concept of an institutional training effort with the
untrained employee, the training course, the trained employee and the evaluation of
the training course representing the input, the process, the output and feedback
control.

A significant and meaningful approach for a proper understanding of the

training effort as systems concept consist not in regarding the conduct of the
training programmers as the sole process involved, but in viewing the training
programmers as a link in the chain of professional development of an employee. If
this view is accepted a systems concept of training would include the environment
and organization in which the employee works. It will also include the
identification of his training needs, and the other salient aspects such as the
determination of training objectives, designing, and the training programmers its
implementation and evaluation. The evaluation should not only cover the training
imparted but the improvement in organizational effectiveness and achievement of
organizational goals resulting from the contribution of the trained employee. Thus,
the training effort becomes a total system of which the sub-systems are the
different aspects outlined above.
TRAINING
 Training is concerned with imparting developing specific skills for a
particular purpose. Training is the act of increasing the skills of employees for
doing a particular job. Training is the process of learning a sequence of
programmed behavior.

In earlier practice, training programme focused more on preparation for

improved performance in particular job. Most of the trainees used to be from
operative levels like mechanics, machines operators and other kinds of skilled
workers. When the problems of supervision increased, the steps were taken to train
supervisors for better supervision.

DEVELOPMENT

Management development is all those activities and programme when

recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments.

Thus, management development is a combination of various training

programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the present
requirement as well as the future requirement.

Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.
MANAGEMENT DEVELOPMENT IS BASED ON FOLLOWING ON
ASSUMPTIONS.

Management development is a continuous process. It is not one shot

programme but continues though out the career of a manager.
Management development is any kind of learning, is based on the
assumption that there, always existing a gape between an individuals
performance and his potential for the performance.
Management development seldom takes place in completely peaceful and
relaxed atmosphere.
Management development requires clear setting of goals.
Management development required conductive environment.

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to

improve the efficiency and effectiveness of organization.

It is concerned with improving the existing skills and exploring the potential
skills of the individual i.e. upgrading the employees skills and extending their
knowledge. Therefore, training is a key to optimizing utilization human intellectual
technological and entrepreneurial skills.

TRAINING AND DEVELOPMENT REFERRED TO AS:

Acquisition and sharpening of employees capabilities that is required to perform
various obligations, tasks and functions.

Developing the employees capabilities so that they may be able to discover

their potential and exploit them to full their own and organizational
development purpose
Developing an organizational culture where superior subordinate
relationship, team work, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to the
employees.

DEVELOPMENT DEFINED

It helps the individual handle future responsibilities, with less emphasis on

present job duties.

INTRODUCTION OF TRAINING

TRAINING-DEFINED

It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.

Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an
outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.

ROLE OF TRAINING

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources Training and Development

helps in optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.
Development of Human Resources Training and Development helps to
provide an opportunity and broad structure for the development of human
resources technical and behavioural skills in an organization. It also helps
the employees in attaining personal growth.
Development of skills of employees Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps
to expand the horizons of.
Productivity Training and Development helps in increasing the
productivity of the employees that helps the organization further to achieve
its long-term goal.
Team spirit Training and Development helps in inculcating the sense of
team work, team spirit, and inter-team collaborations. It helps in inculcating
the zeal to learn within the employees.
Organization Culture Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in
creating the learning culture within the organization.
 Organization Climate Training and Development helps building the
positive perception and feeling about the organization. The employees get
these feelings from leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of
work and work-life.
Healthy work environment Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship
so that individual goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the
health and safety of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the
work force.
Image Training and Development helps in creating a better corporate
image.
Profitability Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies
Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and
managers usually display.

IMPORTANCE OF TRAINING OBJECTIVES

Training objectives are 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 objective 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 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 it 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.

Training as Consultancy

Training consultancy provides industry professional to work with an

organization in achieving its training and development objectives.

Estimation of Training Outsourcing

 It has been estimated that 58% of the emerging market in training
outsourcing is in customer education, while only 42 percent of the market is in
employee education.

THE TRAINING CONSULTANCIES OFFER VARIOUS BENEFITS SUCH

AS:

Training Courses that Consultancies Offer

The various courses that consultancies offer are:

Business Training Courses

Management Development
Conflict Management
Managing Diversity
Project Management
Stress Management
Time Management
Senior Management Workshops
Sales
Negotiation Skills
Sales Technique
Customer Care
Customer Care Training
Managing Customer
Human Resource
HR Administration
Induction Training
Recruitment & Selection
Successful Appraising

Personal Development Courses

Workshops on:
Assertive Skills
 Building Confidence
Coping with Change
Interview Techniques
Maximize Potential
One to One Coaching
Focused entirely on personal objectives
Move forward at individual pace
Material used in tailor made to specific development Need
A strict code of confidentiality

IMPORTANCE OF TRAINING CONSULTANCIES

o It helps in enhancing companys image

o It helps in strengthening the team spirit
o It helps in applying knowledge, developing core competencies, and
reducing work load
o It helps in improving the work relations
o It helps in developing focused and inspired staff
o It leads to greater chances of success
 CHAPTER-II

REVIEW OF LITERATURE

1) Though public sector undertakings are the biggest employers in the

country, very few studies dealing with either employee welfare or social security
measures have been carried out. In fact, in-depth studies on the provision of
employee welfare and social security measures in public sector undertakings
especially in coal mining organizations are negligible. However, some useful
literature is available in textbooks and published theses. Further, a good number of
articles published in various academic magazines and journals are also available.
In this regard, the available literature has been outlined hereunder.

2) The plight of the coal miners was brought to light by the reports of several
surveys, committees and commissions. The first report on coal miners was made
by Luby1 in 1917 who investigated into the housing conditions of colliery labour
in Bihar and Orissa. In his report, Luby stated that the housing conditions of
colliery labour in Bihar and Orissa were so poor and needs immediate
improvement. Later, the report submitted by the Royal Commission on Labour2
represented the first systematic and comprehensive attempt in this field. But in
view of its wide coverage, it could not deal with the problems of coal miners
properly. Hughes3 investigated into the level of wages and the changes in the cost
of living of labors in the Jharia coal field in the wake of second world war. ILO4 in
its publication, Approaches to Social Security stated that social security relates
to those services which provide the citizen with benefits designed to prevent or
cure disease to support him, when unable to earn and to restore him 36 to gainful
activity.

3) The Labour Investigation Committee5 while appointing 38 different Industrial

sub-committees entrusted the work on coal sector to Deshpande who made an
exhaustive investigation into the work life of coal miners and brought out their
miserable conditions in 1945.

4) Mahindra Committee6 dealt with the problems of coal industry rather than those
of the problems of coal miners. But the report of the Coal Mines Labour Enquiry
Committee7 concentrated its efforts only on the collieries of the Hyderabad state.
Anyhow, the Labour Bureau8 conducted a sample survey during 1962-63 to study
the living conditions of labour employed in the coal industry. The findings were
published in two separate reports out of which one dealt with the public sector coal
mines and the other covered all the Indian coal mines. Fortunately, the National
Commission on Labour9 appointed separate study groups for knowing the
problems of coal workers in different coal mines. The study groups on coal made
certain important suggestions to improve the conditions in collieries. The
Committee on Labour Welfare10 made various recommendations to the
Government about the need for the provision of a minimum standard of welfare to
coal miners.

4) Joshi (1927) in his book, Trade Union Movement in India felt that welfare
work covers all the efforts which employers make for the benefits of their
employees over and above the minimum standard of working conditions fixed by
37 the Factories Act and over and above the provisions of the social legislations
providing against accident, old age, unemployment, sickness etc.

5) Seth (1940) in his book Labour in Indian Coal Industry discussed the agonies
of Indian Coal miners under colonial rule.

6) Radha Kamal Mukerjee (1945) in the book, The Indian Working Class dealt
with the problems of low earnings and the sad state of housing then prevalent in
the Indian Collieries.

7) Srivastava (1970) in his book, A Socio-Economic Survey of the Workers in

the Coal Mines of India (with special reference to Bihar) studied the socio-
economic conditions of coal workers in Bihar. The study found that the socio-
economic conditions of miners in Bihar are so poor due to high indebtedness, low
wages and poor welfare facilities.

8) Hasan (1972) in his book, The Social Security System of India felt that social
security schemes have characteristics such as provision of cash and medical relief
and also the active involvement of the State in the provision of social security. He
further stated that social security benefits are provided to employees as of right.

9) Kudchelkar (1979) in his book, Aspects of Personnel Management and

Industrial Relations felt that the need for labour welfare arises from the very
nature of the industrial system. He felt that employers need to provide welfare 38
facilities to employees as the latter are exposed to various risks and at the same
time they have to work in an entirely strange atmosphere.

10) Tyagi (1982) in his book, Labour Economics and Social Welfare discussed
the labour welfare practices in India such as the provision of intramural and extra-
mural welfare facilities. He also discussed the various agencies involved in labour
welfare. However, the study is totally theoretical in nature.

11) Pramod Varma (1987) in his book, Labour Economics and Industrial
Relations stated that organisations provide three types of welfare facilities.
According to him, the first type of welfare facilities is related to the provision of
subsidised canteens, crches and medical facilities while the second type of
welfare facilities is related to consumer cooperative stores, cooperative credit
societies and educational assistance. The third type of welfare facilities is provided
by community centres, welfare centres etc.

12) Ahuja (1988) in his book, Personnel Management emphasised the need for
labour welfare and social security in India. He felt that provision of welfare and
social security measures makes the employees satisfied with their jobs leading to
their improved performance.

13) ArunMonappa (1990) in his book, Industrial Relations discussed labour

welfare and social security measures in detail. He also explained the various
problems faced by the enforcement machinery in the implementation of these
welfare and social security measures.

14) Tripathi (1998) in his book, Personnel Management & Industrial Relations
explained the principles of labour welfare services, types of labour welfare
services, different legislations and Acts. He also discussed the social security
measures in terms of medical care, sickness benefit, unemployment benefit,
maternity benefit etc., besides explaining the social security system in India.

15) David, A Decenzo (2001) and Stephen P. Robbins in their book, Personnel /
Human Resource Management explained the various benefits and services
provided by the companies to their employees. According to them, the legally
required benefits and services include social security premiums, unemployment
compensation, workers compensation and state disability programs. They felt that
the cost of the voluntary benefits offered appears to be increasing.

16) Michael (2001) in his book, Human Resource Management and Human
Relations said that the provision of intra-mural and extra-mural welfare facilities
help in improving the quality of work life of employees thereby good human
relations will develop among different cadres of employees.

17) Kannan (2001) stated that the ever increasing demand for welfare funds for
each and every sub-sector of the informal sector may be viewed as a desperate
reaction of the workers for a measure of social security in an unprotected labour
market.

18) Pylee and Simon Georg in their book, Industrial Relations and Personnel
Management stated that companies should provide retirement benefits such as
provident fund, gratuity and pension to employees. They felt that the provision of
these benefits assists employees to be free from fear of want and fear of starvation
besides instilling in them a feeling of security.

19) Punekar, Deodhar and Sankaran (2004) in their book, Labour Welfare, Trade
Unionism and Industrial Relations stated that labour welfare is anything done for
the comfort and improvement, intellectual and social-well being of the employees
over and above the wages paid which is not a necessity of the industry.
20) Shashi, K. Gupta and Rosy Joshi (2005) in their book, Human Resource
Management discussed labour welfare in detail. The book covers all the aspects
of labour welfare such as types of labour welfare, statutory provisions concerning
welfare, approaches to welfare and also the significance of labour welfare.

21) Mamoria et al.,(2005) in their book Dynamics of Industrial Relations

discussed the welfare facilities provided by various organisations such as cotton
mills in Mumbai, Jute mills, steel plants, mines, plantations, railways, postal &
telegraphs, ports and dockyards. They also discussed the employee welfare
measures undertaken by the Government from the First Five Year Plan to Eighth
Five Year Plan period.

22) Singh (2005) in his book, Industrial Relations: Emerging Paradigms stated
that social security is an attack on five giants such as wants, disease, ignorance,
squalor and idleness. According to him, social security is not a burden but a kind of
wise investment that offers good social dividends in the long run.

23) VenkataRatnam (2006) in his book, Industrial Relations discussed the

provisions made for social security in the constitution of India, labour legislations,
collective agreements and voluntary arrangements for the organised sector. He also
discussed the key issues in social security in the context of the emerging socio-
economic environment.

24) Micheal Armstrong (2006) in his book, A Hand Book of Human Resource
Management discussed the various welfare services provided to employees in
detail. He stated that the provision of welfare services in terms of individual
services, group services and employment assistance programs help in improving
the identification of employees with the companies in which they are employed.
25) Aquinas (2007) in the book, Human Resource Management explained the
intra-mural and extra-mural welfare benefits provided to employees. He stated that
some welfare benefits are provided as per legislation while some 42 other welfare
benefits are provided voluntarily by management or as a result of bi-partite
settlements between the Management and Trade Unions.

26) Scott Snell and George Bohlander (2007) in their book, Human Resource
Management throw light on the various benefits especially social security benefits
such as provident fund, gratuity, pension and insurance cover provided to
employees.

27) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource
Management discussed the benefits and services provided to employees in India.
They also discussed the benefits to be provided as per Central or State Law besides
the discretionary benefits provided by employers.

28) John M. Ivancevich (2010) in his book, Human Resource Management

stated that an employer has no choice about offering mandated benefits programs
and cannot change them in any way without getting involved in the political
process to change the existing laws. According to him, the three mandated
programmes are unemployment insurance, social security and workers
compensation.

29) Aswathappa (2010) in his book, Human Resource Management discussed the
various types of benefits and services provided to employees in terms of payment
for time not worked, insurance benefits, compensation benefits, pension plans etc.
He also discussed the ways to administer the benefits and services in a better way.

30) Scott Snell and George Bohlander (2007) in their book, Human Resource
Management throw light on the various benefits especially social security benefits
such as provident fund, gratuity, pension and insurance cover provided to
employees.

31) Gary Dessler and Biju Varkkey (2009) in their book, Human Resource
Management discussed the benefits and services provided to employees in India.
They also discussed the benefits to be provided as per Central or State Law besides
the discretionary benefits provided by employers.

CHAPTER III

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

METHODOLOGY

Methodology can be defined as-

The analysis of the principles of methods, rules, and postulates employed by a

discipline.

The systematic study of methods that are, can be or have been applied within a
discipline.

A particular procedure or set of procedures.

Methodology includes a collection of theories, concepts or ideas as they relate to a

particular discipline or field of inquiry:

Methodology refers to more than a simple set of methods;

RESEARCH DESIGN

In this project I have tried to present details about the training and development
programs being presently followed in PUREWAY AUTOMOBILE INDUSTRY
AT COIMBATORE and the feedback, I collected from different employees
during my interaction with them.

The scope of training and development can be explained with the help of
following points - Exact position of performance of employees through their
feedback

Development of the employees through various training and development

programs. Developing altered of unbiased treatment to all employees.

Leads to improved profitability and/or more positive attitudes towards profit

orientation.

Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective decision-making and problem-solving skill.
Aids in increasing productivity and/or quality of work.
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Develops a sense of responsibility to the organization for being competent
and knowledgeable.
 Improves Labour-management relations.
Reduces outside consulting costs by utilizing competent internal
consultation.
Stimulates preventive management as opposed to putting out fires.
Eliminates suboptimal behaviour (such as hiding tools).
Creates an appropriate climate for growth, communication.
Aids in improving organizational communication.

1. OBJECTIVE OF THE STUDY:

The specific objectives of the study are:

To examine the effectiveness of training in overall development of skills of

workforce.
To examine the impact of training on workers.
To study the changes in behavioural pattern due to training.
To find out new methods of training and development in PUREWAY
AUTOMOBILE INDUSTRY AT COIMBATORE
I have tried to take a view on the topic in a practical manner, so that the
feedback can be provided to the organization

Research design: Exploratory as well as descriptive

Sampling design: Stratified random sampling design

Research method: Survey method

Research tool: Questionnaire and informal personal interview

Sources of data collection: Primary data and secondary data

Research area PUREWAY AUTOMOBILE INDUSTRY AT COIMBATORE

SCOPE OF THE STUDY

 In this project I have tried to present details about the training and
development programs being presently followed in PUREWAY AUTOMOBILE
INDUSTRY AT COIMBATORE and the feedback, I collected from different
employees during my interaction with them.

The scope of training and development can be explained with the help of following
points -

1. Exact position of performance of employees through their feedback

2. Development of the employees through various training and development

programs.

3. Developing altered of unbiased treatment to all employees

RESEARCH METHODOLOGY

MEANING OF RESEARCH:-

Research as the manipulation of things, concepts of symbols for the purpose of

generalizing to extend, correct or verify knowledge, whether that knowledge aids
in construction of theory or in the practice of an art.

The Research Methodology followed for further work can be primarily classified
into two stages namely Exploratory and Descriptive.

The stepwise details of the research are as follows:

EXPLORATORY STUDY:
Since we always lack a clear idea of the problems one will meet during the study,
carrying out an exploratory study is particularly useful. It helped develop my
concepts more clearly, establish priorities and in improve the final research design.

Exploratory study will be carried out by conducting: Secondary data analysis

which included studying the) of the company and also going through the various
articles published in different sources(magazines, books, internet, newspapers) on
Small and Medium Scale Enterprises and Training and development process.
Experience surveys also conduct with Assistant-Manager Human Resources and
the General Manager and Personnel Officer of gain knowledge about the nature of
Training and development process followed in the organization.

DESCRIPTIVE STUDY:

After carrying out initial Exploratory studies to bring clarity on the subject under
study, Descriptive study will be carried out to know the actual Training and
Development method being followed at PUREWAY AUTOMOBILE
INDUSTRY AT COIMBATORE .

The knowledge of actual training and development process is needed to document

the process and suggest improvements in the current system to make it more
effective. The tools used to carry out Descriptive study included both monitoring
and Interrogation.

DATA COLLECTION:

Data was collected through both primary and secondary sources. The primary data
was collected through administration of questionnaire through personal
observation. Secondary source includes article from magazines. Company's manual
and Internet was also used to collect data (secondary).
Primary data was collected through

Questionnaires
Personal observations

Secondary data was collected through

Newspapers
Magazines
Internet

SAMPLE SIZE

Sample size is decided under three decisions:1- Sample Size unit PUREWAY
AUTOMOBILE INDUSTRY AT COIMBATORE .

PERIOD OF THE STUDY

The period of the study consists of 30 days in a reputed industrial organization,

which is the manufacture of Automotive Parts situated at PUREWAY
AUTOMOBILE INDUSTRY AT COIMBATORE

LIMITATIONS OF THE STUDY

The research is limited only to the employees of PUREWAY

AUTOMOBILE INDUSTRY AT COIMBATORE.
An extensive research could not be undertaken because of time constraints.
The fear of expressing the true facts among the respondents could be a
limitation.
The result and findings based on employees responses sometimes may be
biased.
 No discussion was possible with the department heads regarding Training an
dDevelopment has they were busy with their work and could not spare time f
or discussion.
The data collection method is through interview method respondents often w
erehesitant to provide information.
The study is descriptive and explanatory in some cases but not casual.

CHAPTER SCHME:

Chapter 1: Introduction

Chapter 2: Review of Literature

Chapter 3: Research Methodology

Chapter 4: Data Analysis and Interpretations

Chapter 5: Findings

Chapter 6: Bibliography

TOOLS OF THE STUDY

Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 400.
No. of respondents
Percentage of respondents = ---------------------------- X 100
 Total No. of respondents

CHI-SQUARE ANALYSIS:
Chi-square test = (O-E)2/E
Degrees of freedom = V = (r-1) (C-1)
Where O = Observed Frequency
E = Expected Frequency
R = Number of rows
C = Number of columns
Level of significance = 5%.