JCB INDIA LIMITED

FARIDABAD (HARYANA)

A
PROJECT REPORT
ON

EFFECTIVENESS OF
EMPLOYEES TRAINING

SUBMITTED TO: SUBMITTED BY:

MS. TANUSHREE GULATI PRIYANKA
MBA II SEM
ROLL NO:45
INDEX
 CERTIFICATE

 DECLARATION

 ACKNOWLEDGEMENT

 INTRODUCTION
• COMPANY PROFILE
• CONCEPTUAL FRAMEWORK

 OBJECTIVES OF THE PROJECT

 LIMITATIONS

 RESEARCH METHODOLOGY
• METHODS OF DATA COLLECTION
• SELECTION OF SAMPLE

 ANALYSIS AND INTERPRETATION

 FINDINGS

 CONCLUSIONS

 SUGGESTIONS

 ANNEXURES (QUESTIONAIRES)

 BIBLIOGRAPHY
 INTRODUCTION

GOODYEAR INDIA:
ITS ORIGIN & GROWTH

He determines its trademark “THE WINGFOOT” inspired by mercury statue.

Their unmatched supremacy on the gearing track of formula 1 & grand prix
car races vouchsafe the quality GY Tyre.

Today 1/5 of the total tyre sales in the world is done by GY through 2500
retail outlets. GY has four main technical centers in Akron (USA), Maryland and
Luxemburg & Japan working round the clock to give the world the best to
ride on. Good year pioneering spirit began in 1898 when Frank Seiberling
founded the company.

Frank Seiberling choose the name Goodyear to honor the scientist who
invented the process of rubber curing called vulcanization.

Automotive manufacture use the Goodyear tyres exclusively. The company has
reigned supreme in the field of racing car tyres. The company is a multi-
billion global enterprise reigning on the number one position in the world.
 PANORMA OF Goodyear India

 MAJOR MILESTONES:-

1961- First tyres roll out of the factory

1964 - Expansion programs at the Ballabgarh factory

1969- Construction of second automotive tyre plant

1976- Power cushion- New car tyre for extra mileage

1977- Power drive car tyre with more comforts introduced

1984- India’s largest tyre, over 8 feet rolls out of the factory

1987- Radial tyre equipment manufacturing installed

1995- Power king, power rib & wrangler- new generation tyre introduced

1996- GPS2 world’s most comfortable car tyre introduced

1997- Power drives for LCVs & all terrain jeep tyre launched

1998- Power torque launched. Tank m/c installed, RFT expansion

1999- RFT expansion stated new Banbury and Boiler were commissioned

2000- Eagle NCT 3 the new passenger radial launched

 GOODYEAR : A PIONEER

Goodyear the “TAKE ME HOME” company started its business in 1898.

The Wing foot of Frank Seiberling spread its wings accomplished many

FIRSTS:

> First in making carriage tyres

> First to make elliptical tyres

> First to record highest speed on road

> First to make biggest tyre - 15 feet weighing 7000 pounds

> First to make blimps

> First to touch the moon’s surface in the year 1971

> First to develop the detachable rim

> First to launch the interstate truck fleet

> First to offer the nylon cord tyre

 MAJOR ACHIVEMENTS

GOODYEAR reigns no. 1 in global tyre market and holds about 23% of

the $ 75 billion global market.

GOODYEAR is the largest tyre market in North & South America and the

second largest tyre market in Europe.

GOODYEAR does 1/5 of the total tyre sales of the world through its 2500

retails outlets spread all over the world.

GOODYEAR spends 499mn US $ every year in R & D and has four

technical centers situated at Akron, Luxembourg, Hannu and Tsukuba

(Japan).
 GOODYEAR WORLDWIDE

GOODYEAR worldwide comprises of 4 business areas i.e. North America,

South America, Europe & Asia pacific.

GOODYEAR corporate office is situated in Akron from where it manages

the

business. It has 80 plants in 28 countries with 85,000 associates

employed and distributor products all over the world in 185 markets.

Of the total 80 plants 47 are tyres plants, the other includes textiles mills,

chemicals, hose products tread rubber tyre moulds, conveyors belts, power

transmission product, batteries and rubber plantation.

 GOODYEAR ASIA

GOODYEAR ASIA HAS 7 PLANTS :-

INDIA - 02

INDONESIA - 01

THAILAND - 01

PHILIPINES - 01

MALAYSIA - 01

CHINA - 01
 GOODYEAR IN INDIA

GOODYEAR HAS 2 PLANTS IN INDIA

* Goodyear India Ballabgarh (Faridabad)

&

* South Asia Tyres Limited (SATPL), Aurangabad

GOODYEAR India, Ballabgarh is located 28 kms South of Delhi, at

Ballabgarh and was established in 1961. The company has been awarded

ISO 9002 for all his product ranges and its annual turnover is 650 orores

apporx.

South Asia Tyres Limited is located at Waluj, Aurangabad and has a turn

over of approx. 140 crores with its main products being passenger radiant

and LTT radial and earthmover tyres.

 GOODYEAR INDIA -
BALLABGARH(FARIDABAD)

PRODUCT RANGE

RFT, FFT, PASSENGER, LCVs, TRUCK - ALL BIAS TYRES

DAILY PRODUCTION

4500 TYRES PER DAY

MAIN BRANDS

Power Torq, Power Rib, Power 2000, CT 162 TRUCK TYRES

Power Max, HMG8, CT 176, LT Tyres

Power Cusion, Power Star – passenger tyres

High Miler - G8, All Terran

SRT, NRT, SNRT, FT 195, ASSG, SER-FFT, RFT Tyres

MAJOR TYRE PRODUCERS OF THE WORLD BY
GOODYEAR

THE BIG “3”

 GOODYEAR INDIA

 BRIDGESTONE

 MICHELIN
 MAJOR POLICIES

> QUALITY POLICY

> HEALTH AND SAFETY POLICY

> TOTAL MANUFACTURING UNIFORMITY SYSTEM (TMUS)

> ENVIRONMENTAL POLICY

 GUIDING PRINCIPLES

> CUSTOMER ARE OUR PRIMARY FOCUS

> PEOPLE ARE MOST VALUED ASSETS

> CONTINOUS IMPROVEMENT IS A WAY OF LIFE

 DIAN TYRE INDUSTRY
COMPETITION

> The current scenario in domestic tyre industry is one of over capacity
and surplus production. In addition to this Bridgestone and Michelin have
also entered the fray making the competition very stiff.

> Currently MRF, Ceat, Apollo, JK, Birla and Goodyear account for 75%
of market share of which now Goodyear has 11% market share.

> Rethreading is yet another development eating away the lucrative

replacement market segments of the industry. A related tyre gives
performance level almost same as that of a new tyre.
 GOODYEAR NDIA _ OUR BELIEF

“GIVE MAN A FISH

IT GIVES HIM FOR A DAY

TEACH HIM TO FISH

IT FEEDS HIM FOR A LIFETIME”

 GOODYEAR INDIA : ITS DEPARTMENT

> FINANCE

> HUMAN RESOURCES

> MANUFACTURING

> MATERIAL MANAGEMENT

> SALES AND MARKETING

> ENGINEERING
 GOODYEAR INDIA

GOODYEAR HAS 2 PLANTS IN INDIA

1. GOODYEAR INDIA, BALLABGARH

2. SOUTH ASIA TYRE LIMITED, AURANGABAD

> Goodyear India Ballabgarh :-

It is located 28 kms from the Delhi and was established in 1961 has
been awarded ISO - 9002 For its all products range and its annual
turnover is 650 crore approx.

> South Asia Tyre Limited, Aurangabad :-

Aurangabad has a turnover of 140 crore approx. with its main

products being passenger and radial tyre and earthmover tyre. It is
located in Waluj.

GOODYEAR INDIA BALLABGARH

THREE DIVISIONS IN THE PLANT

DIVISION : BTA
DIVISION : BTB

DIVISION : BTC

DIVISION : BTA

> BANBURY

> RUBBER MIXING

> 3 ROLL CALENDER

> 3-T ( Time, Tension & Temperature)

> CEMENT HOUSE

> RUBBER TRADE & SIDE WALL

DIVISION : BTB

> PLY CUTTING AND SQUEEZING

> BAND BUILDING

> TRUCK BUILDING

> PASSENGER BUILDING

DIVISION : BTC

> TRUCK CURING

> PASSENGER CURING
 CONCEPT

Every organization needs to have well-trained and experienced people to

perform the activities that have to be done. If the current or potential job
occupant can meet this requirement, training is not important. But when
this is not the case, it is necessary to raise the skill levels and increase the
versatility & adaptability of employees. Inadequate job performance or a
decline in productivity or changes resulting out of jobs redesigning or a
technological breakthrough requires some type off training and
development efforts. As the jobs become more complex, the importance of
employee development also increases. In a rapidly changing society,
employee training and development are not only an activity that is
desirable but also an activity that an organization must commit resources
to if it is to maintain a viable and knowledgeable work force.
 WHAT IS TRAINING ?

Training is a process of learning a sequence of programmed

behaviour .It is application of knowledge. It gives people an
awareness of rules and procedures to guide their behavior. It
attempts to improve their performance on the current job or
prepare them for an intended job. Trainers act as facilitators,
enabling participants to learn from each other’s unique strength
talents and experiences. Changes in the participant’s
knowledge level, attitudes, feelings & acquisition of new
practical skills are expected outcomes of the training process.

According to JUCIUS, “The term training is used here to indicate the

process by which the aptitudes, skill and abilities of employees to perform
specific jobs are increased”.

In the words of DALE, S.Beach, “Training is the organized procedure in

which people learn knowledge and /or skill for definite purpose”.

IN THIS WAY, TRAINING IS THE ORGANISED PROCEDURE BY

WHICH THE KNOWLEDGE, ABILITY, COMPETENCE, SKILL,
PERSONALITY AND PRODUCTIVITY ARE INCREASED.
 CONCLUSIONS

After thoroughly analyzing the questionnaire & reaching at findings, I

founded that there is a lot of difference between the workers perceptions
& managers’ perceptions.

The case in which I have noted difference between the workers &
managers are as follows: -

(1) 75% of workers believe that their attitude & behavior has been
changed a lot whereas only 50% of managers feel that there
attitude has changed.

(2) 80% workers say that their working capacity has been increased
to an average while only 65% of managers feel the same.

(3) 60% workers feel that their behavior wrt their seniors has
improved a lot but only 40% of managers feel the same.

(4) 75% workers say there is reduction in interpersonal conflicts but

only 58% of managers think so.

(5) Managers say that 35% of workers share their information’s &
training experience with them but only 10% of workers share
their information & training experience with seniors.
TRAINING PROCESS AT GOODYEAR
(IND) LTD.

The training procedure at GOODYEAR is applicable for technical and

behavioral training to all categories of regular employees i.e. managers,
supervisors, staff & workers.

This procedure ensures systematic methodology to identify training needs &

impart training to the employees

The overall responsibility for implementation and maintenance of the

training procedure lies with the head of HRD.
 TRAINING OBJECTIVES.

Training process at GOODYEAR is conducted with the following

objectives-:

(1) To improve the level of skill of employees.

(2) To bring about attitudinal change in the employees.

(3) To bring familiarity with the working conditions.

(4) To Motivate employees to do more work & by their heart.

(5) To bring out perfection in the work done by the employees.

(6) TO make labour force more useful.

(7) To raise the morale of the employees.

 (8) Familiarity with the equipments and methods.

NEED FOR BASIC PURPOSES OF TRAINING.

The need for the training of

employees is:

(a) To increase productivity

(b) To improve quality

(c) To help a company to fulfil its future personnel needs

(d) To improve organizational climate

(e) To improve health & safety

(f) Obsolescence prevention

(g) Personal growth

 IMPORTANCE OF
TRAINING.

Training is the corner stone of sound management, for it makes employees

more effective & productive. It is actively and intimately connected with all
the personnel or managerial activities. It is an integral part of the whole
management programme with all its many activities functionally
interrelated.

There is an ever present need for training men so that new and change
techniques may be taken advantage of and improvements effected in the old
methods, which are woefully inefficient.

Training is a practical and vital necessity because, it enables employees to

develop and rise within the organization, and increase their “market value”,
earning power and job security. It enables management to resolve sources of
friction arising from parochialism, to bring home to the employees the fact
that management is not divisible. It moulds the employees attitudes helps
them to achieve a better co-operation with the company and a greater
loyalty to it. Training, moreover, heightens the morale of the employees, for
it helps in reducing dissatisfaction, complaints, grievances and absenteeism,
reduces the rate of turnover. Further trained employees make a better and
economical use of materials equipment; therefore, wastage and spoilage are
lessened, and the need for constant supervision is reduced.

OBJECTIVES OF THE STUDY

The study was conducted at JCB INDIA LIMITED, keeping in mind the
following objectives-:

(1) To understand the training process at JCB

(2) To know about the expectations of the respondents from the training
process.

(3) To provide suggestions for bringing about changes in the training

process at JCB, with emphasis on training needs identification and
training evaluation.
 EVALUTION OF TRAINING

The assessment of the total value of a training system, means the

training course or programme in social as well as financial terms,
evaluation differs from validation that it attempts to measure the overall
cost benefit of the course or programme in social as well as in financial
terms.

Evaluation of any activity is important, since in evaluating one tries to judge

the “value or worth of the activity, using the information available”

Hamblin defines evaluation of training as “any attempt to obtain

information on the effects of a training programme and to assess the value
of the training in the light of that information”. Evaluation of the training
process is a difficult task, and different circumstances requires different
methods of evaluation according to the objective aimed at Moghee and
Thayez indicate that evaluation management to answer the following
question: -

(1) The relevance of the programme to the organization needs what

changes if any should be made in existing programme to realign them
to the organization needs.

(2) Feedback on the choice of areas of training will also need to be

examined in the context of as con tribulations to the organization’s
objectives.
 An evaluation of a training method or system must also take into
account the suitability of objectives. If the objectives were
inadequately formulated in the first place; even a ‘good’ training
programme has really no chance to be effective?

Objective must be clear out, must related to needs, and may way for
changes.

Objectives cannot be static and need to be re-appraised frequently so that

training may result in improved overall organizational efficiency.
Evaluation of objectives helps to bridge the gap between needs and
objectives.
 SALIENT FEATURES OF WORKMEN
TRAINING

(1) Concentrates on the employee on job.

(2) Intends to introduce change in the behavior of the employee.

(3) Enables the individual employee to realize his potential for growth.

(4) Prepares the individual to adapt to the changing environment.

(5) Enhancement of the potentialities & skills for assuming / engaging in

higher responsibilities.

(6) It is concerned with human change, learning to acquire skills &

growth of the whole person socially, intellectually & physically.
(7) It is a long term, systematic & organized process.

RESPONSIBILTY FOR TRAINING.

Training is the responsibility of four main groups -:

(a) The top management, which frames the training policy.

(b) The personnel department, which plans, establishes an evaluates

instructional programmes.

(c) Supervisors, who implement & apply developmental procedure.

(d) Employees, who provides feedback, revision & suggestions for

corporate educational endeavors.
 PRINCIPLES OF TRAINING.

(1) The purpose of training is to help meet company objectives by

providing opportunities for employee’s at all organizational levels to
acquire the requisite knowledge, skills & attitudes.

(2) The first step in training is to determine the needs & objectives.

(3) The objectives & scope of the training plan should be defined before
its development is begun in order to provide a basis for common
agreement co-operative action.

(4) The techniques and processes of a training programme should be

related directly to the needs and objectives of the organization.

(5) Training is properly the responsibility of any one in the management

who wants to attain a particular objective.
(6) The purpose behind the training of personnel is to assist line
management in the determination of training needs & in the
developments, administration conduct &follow-up of training plans.

(7) To be effective training must use the tested principles of learning.

(8) Training should be conducted in the actual job environment to the

maximum possible extent.

METHODOLOGY
To make an effective report one requires accurate data & a proper
method, which should be strictly followed to make a good report. Data
are of two types -:

(a) Primary data – It is the one which the person collects himself / herself.
Methods of collecting primary data are -: interviews, personal, and
observation and questionnaires.

(b) Secondary data – It is collected from already published or

unpublished. Sources of it are –magazines, brochures, project reports
etc.

To complete the study, I have used both primary & secondary data .I
prepared two questionnaires, one for managers & other for workers.

I personally went to the managers & workers for filling up of these

questionnaires. So I have made use of personal interview method &
questionnaire method for the study.

The sample size for workers was of hundred & of managers was of fifty.
After filling up of these questionnaires, I analyzed them and reached at
conclusion.

I have also given some suggestions, which may be of some use to the
company.
 LIMITATIONS
In every study one faces some limitations or difficulties; I also faced some
limitations from the managers side and the workers side. Also faces the
difficulty in collecting the responses and in interaction with the
respondents. That is as follows-:

(1) Time constraint.

(2) Respondent bias/es.

(3) Lack of interest while giving feedback by workers & managers.

(4) Difference in the responses of workers & managers.

(5) Conclusion drawn is based on a sample size of 150.

(6) Some respondents fail to answer every question.

(7) Difference in the thinking of workers.

 FINDINGS
(Of Workers questionnaire)

After analyzing the questionnaire, I observed that -:

(1) 90 % of the workers are aware of the training programs conducted at

Escorts.

(2) 75% of the workers have attended only 5-10 training programs.

(3) 70% of the workers believe that these training programs are
conducted for the benefit of company only.

(4) 70% workers say that they implement the gained knowledge
frequently at home & work place.

(5) 75% workers say that there attitude / behavior has improved a lot
after attending these training programs.

(6) 80% of the workers say that their capability of doing work has
improved a lot after attending these training programs.

(7) 60% of the workers says that their behavior has improved a lot with
respect /regards to their seniors.
(8) 75% workers say that there is reduction in interpersonal conflicts.

(9) 70% of workers say that they have noticed a lot of changes in their
self-image.

(10) 78% of workers share their training experience with team members &
family.

(11) 60% of the workers liked program on ART OF LIVING.

(12) 70% of workers liked Mr. M.P Sharma for their seminars.

FINDINGS
(Of Managers questionnaire)

(1) 70% of the managers say that these training programs are very useful
for organization.

(2) 80% of managers say that productivity has increased a little bit.

(3) 70% of managers say that to some extent these training programs are
helpful in meeting company objectives.

(4) 60% of managers say that workers share their training experiences
frequently with them.

(5) 60%of managers say that there is only a little decrease in

interpersonal conflicts.
 SOME SUGGESTIONS TO IMPROVE THE
EFFECTIVENESS OF T.P-:

(1) There should be a proper feedback system & a continuous follow up.

(2) Workers should be motivated to accept higher responsibilities.

(3) Practical training along with some literature or reading material of

good stuff should be given.

(4) Workers should be made to understand the need to accept changes.

(5) The emphasis should be on practical approach with more focus on

implementation.

(6) Efforts should be made to involve all employees in T.P.

 (7) T.P should be monitored frequently for the effectiveness of training.

(8) By physically showing the benefits accrued out of implementation of

new concepts in other companies, so as to increase acceptability &
understanding.

RECOMMENDATIONS
I have concluded that there is a lot of difference between a worker’s
perception & a manager’s perception this shows that there is lack of proper
communication between workers & their seniors.
I think something or some effective steps should be taken to fill up the gap
between the two.

MY RECOMMENDATIONS ARE -:

(1) Prior discussions with the trainees should be done to make them
aware of the contents.
.
(2) There should be sharing of information’s & experiences at levels,
workers & supervisors I.E (MAKE EFFECTIVE PLANS)

(3) Management should make effective plans to

understand the needs of the workers
(4) Management should involve all the employees in their decisions &
workings.

(5) Two-way communications should be there.

 FINDINGS
( FOR MANAGERS QUESTIONNAIRE )

(1) 70% of the managers find these training programs very useful
for organization & 32% find it of little use.

(2) 80% of the manager’s say that the productivity has increased a little
but & 12% say that it has not increased at all.

(3) 70% say that to some extent these T.P are helpful insetting computer
objectives / goals & 8% say that not at all.

(4) 60% of managers say that workers say that workers have their
training experiences frequently with them & 8% say that they don’t
share at all.

(5) 52% managers say there is (26-50)% increase in the awareness of new
concepts in organizations by worker & 10% say there is (0-25)%
increase in awareness.

(6) 51% believe that workers participation in management has increase

to (26-50) % while 24% believe it is (0-25) %.

PERSONALITY LEVELS
(a) 55% believe that there is (26-50) % increase in their personality &
81% believe there is (76-100) % increase in their personality.

(b) 58% managers believe that there is (26-50)% decrease in

interpersonal conflicts & 16% believe there is (0-25)% decrease.

FUNCTIONAL LEVELS
(a) 55% believe that there is (0-25)% reduction in costs & 16% believe
there is (0-25)% reduction in costs.

GOODYEAR INDIA LIMITED

BALLABGARH, FARIDABAD

TRAINING EFFECTIVENESS SURVEY 2007

Training is an ongoing process and is necessary for

organizational and individual development. However in
order to maximize the impact of training, it becomes
imperative to continuously evaluate the training
strategies, processes and programs. In this regard, please
fill the questionnaire given below, revealing the
information about the changes in the behavior/attitude of
workers.
Your help in evaluating the effectiveness-training program conducted
so far will help me in making my report and giving feedback to the
Personnel department.
 PARTICULARS DETAILS
Name
Experience
Department
EIN NO
Grade

Q1. HOW MANY DAYS IN ADVANCE-:

a. WOULD YOU LIKE TO RECEIVE THE TRAINING CALENDER

…………. DAYS

b. HAVE YOU ACTUALLY BEEN RECEIVING THE TRAINING

CALENDER

………….DAYS

Q2. DO YOU RECEIVE NOTICES REGARDING THE TOPICS AND

THEIR CONTENTS COVERED IN THE TRG PROGREAMME?

a. ALWAYS………..

b. SOMETIMES………..

c. NEVER …………….

d. NOT ON TIME………..
Q3. DO YOU RECEIVE THE NOTICE ABOUT THE
CANCELLATION
OF A TRG PROGAMME?

a. ALWAYS……….

b. SOMETIMES……………..

c. NEVER………….

d. NOT ON TIME ……………………..

Q4. RELEVANCE OF THESE TRG PROGRAM?

a. VERY USEFUL…………….

b. LITTILE BIT ……………

c. WASTAGE OF TIME………..

d. NOT USEFUL AT ALL…………

e. CAN’T SAY…………

Q5. HOW MUCH PRODUCTIVITY HAS INCREASED BECAUSE OF

THE TRAINING PROGRAMMING CONDUCTED YET?

a. DRASTICAL CHANGE…………

b. LITTLE BIT………

c. NOT INCREASED AT ALL……………

Q6. WHETHER THESE TRG PROGRAMING ARE HELPFUL IN

MEETING COMPANY OBJECTIVE, GOALS.
 a. GREAT EXTENT………..

b. SOME EXTENT…………

c. NOT AT ALL………

d. CAN’T SAY…………

Q7. TO WHAT EXTENT IS TRAINING PROGRAMMES AT ESCORT IS

SUCCESSFUL IN ENCOURAGING EMPLOYEES TO CONTINUE LEARNING
WITH THE JOBS AND BECOME MORE ADAPTABLE TO CHANGING
CIRCUMSTANCES?
DEVELOPMENT IMPROVED AVERAGE LITTLE BIT NOT AT
A LOT ALL
DISCIPLINE

RESPECT

CONFIDENCE

ATTITUDE

CAPABILITY

BAD HABITS

BEHAVIOR

TEAM BUILDING

SELF IMAGE

COMMUNICATI
ON SKILLS
STRESS MGT

PERFOMANCES
ENHANCEMENT
PERFOMANCES
APPRAISAL

Q8. DO THEY SHARE THE TRAINING EXPERIENCE WITH THE

FOLLOWING:
 PARTICULARS FREQENTLY OCCASIONA RARELY NOT
LY SHARE
AT ALL
WITH YOU

SENIORS

SUPERVISORS

COLLEGUES

Q9. TO WHAT EXTENT DID THE TRAINEES SHARE THE

FOLLOWING INFORMATION?

HEADING FREQENTLY RARELY OCCASI NOT

ONALLY SHARED
KEY
LEARNINGS
OPINION
ABOUT
FACULTY
RELEVANCE
OF THE
PROGRAM
CONTENTS
OF THE
PROGRAM

Q10. IN YOUR PERCEPTION TO WHAT EXTENT HAVE THE

FOLLOWING INTENDED OUTCOMES OF THE VARIOUS
TRAINING PROGRAM BEEN ACHIEVED?
 • ORGANISATIONAL LEVEL:

PARTICULARS 0-25% 26- 51- > 75%

50% 75%
AWARENESS OF THE NEW
CONCEPT IN THE
ORGANISATION
OPENESS TO CHANGE
AWARENESS ABOUT THE
GOALS
AWARENESS ABOUT THE
COMPANY’S POSITION
WORKERS PARTICIPATION IN
MGMT

• DEVELOPMENTAL LEVEL:

PARTICULARS 0-25% 26- 51- 76-100%

50% 75%
JOB CLARITY
IMPROVEMENT IN
PERSONALITY
REDUCTION IN CONFLICTS
DELEGATION OF ASSIGNMENTS
REDUCTION OF STRESS LEVEL

• FUNCTIONAL LEVELS

PARTICULARS 0-25% 26- 51- 76-100%

50% 75%
SIMPLIFICATION IN SYSTEMS
REDUCTION IN COST
REDUCTION IN WASTE
IMPROVEMENT IN
PRODUCTIVITY
IMPROVEMENT IN
HOUSEKEEPING
BETTER MATERIAL

Q11. WHAT ARE YOUR EXPECTATIONS FROM THE TRAINING

PROGRAMMES?
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Q12. CAN YOU SUGGEST SOME OTHER WAYS FOR IMPROVING

THE EFFECTIVENESS OF THE TRAINNING PROGRAMMES?

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Q13. IN YOUR OPINION WHAT ARE THE REASONS THAT

WORKERS ARE NOT GETTING ANY BENEFITS OUT OF
THESE TRAINING PROGRAMES?

PARTICULARS YES/NO
HECTIC WORK SCHEDULE OF THE TEAM AS A
WHOLE
HECTIC WORK SCHEDULE OF THE INDIVIDUALS
IRRELAVANT TRAINING PROGRAMMES
TIME CONSTRAINTS
LACK OF INTEREST
LACK OF AWARENESS
LACK OF COMMUNICATION WITH FACULTY
NOT SERIOUS AT ALL
ALL

Q14. ACCORDING TO YOU WHAT SHOULD BE THE ESCORTS

TRAINING NEEDS IN NEXT TWO YEARS SUGGEST THEM?

……………………………………………………………………………………
……………………………………………………………………………………

STEPS IN TRAINING PROCESS.

(1) Discovering or identifying training needs.
(Through organizational operations, manpower analysis etc)

(2) Getting ready for the job.

(3) Preparation of the learner.

(Create desires & prepares accordingly)

(4) Presentation of operations & knowledge.

(Application of training techniques)

(5) Performance try-out.

(6) Follow-up.
(Rewards & feedback)

TRAINING METHODS.
The different training methods to train the employees are as follows-:

(1) Brainstorming-: It is a technique for which creative thinking is more

important than practice thinking. Participants spontaneously present
ideas on a given topic. No idea is dismissed or criticized. After listing
of ideas is completed, the group clarifies, categorizes & critically
discusses each idea.

(2) Buzz Session-: The buzz session involves all the members of the
training group directly in the discussion process .The large group is
divided into the groups of three or four persons .In these small buzz
groups each participant contributes his or her ideas about the topic &
a group spokesperson may be chosen. Ideas are then reported to the
entire group.

(3) Case Study-: The case study is the detailed account of a real or
hypothetical occurrence that participant might encounter on the job.
The case is analyzed and discussed and participants are often asked to
arrive at a plan of action to solve the problem.

(4) Discussion Groups-: It is a meeting of two or more persons to discuss

informally a topic of mutual concern .It may be based on common
background achieved through assigned readings or shared
educational experiences.

(5) Interview-: An interview is a presentation in which one or more

persons respond to questioning by one or more participants. It is
used to explore a topic in depth.

(6) Information Sheets-: Commonly called “handouts”. Information

sheets are training visuals given to participants in support of a
learning activity they may be in narrative or outline form, written by
the trainer or reproduced from published material.

(7) Lecture-: A lecture is a carefully prepared oral presentation of a

subject area. A lecture may be used to present factual material in a
direct & logical manner.

(8) Programmed Instruction-: This involves a self-instructional format

using print or other media in the training. Its examples are

programmed textbooks computer assisted instructions & other devices.

(9) Role playing-: It can be used to examine a delicate problem in human

relations to explore possible solutions to an emotion loader problem,
 and to provide insight into attitudes differing sharply from those of
the participants.

(10) Structured experiences-: A structured exercise is an experimental

learning activity that is designed to achieve a certain purpose .The
written design must include a goal, a description of the process, group
size, materials require & a description of the physical setting.
Structured experiences are designed to allow a participant to learn
through doing.

RANKING OF ALL PROGRAMS

S/NO PROGRAMS VOTE IN %

1 ART OF LIVING 25

2 FIRE AND SAFETY 9

3 WELFARE BENEFITS 8

4 HEALTH AWARENESS 10

5 DEVELOP +VE ATTITUDE FOR 15

ACHIEVING EXCELLENCE
6 PRODUCTIVITY 6

7 TPM 23

8 INCOME TAX AWARENESS 4

 AWARENESS OF TRAINING PROGRAMME

 S.no Opinion Percentage
1 YES 91%
2 NO 9%

AWARENESS OF TRAINING
PROGRAMME

9%

YES
NO

91%

1. 91% % of the respondents are aware of the training programme

2. 9 % of the respondents are unaware of the training programme

  INCREASE IN PRODUCTIVITY THROUGH
TRAINING.

S.no Opinion %age of respondents

1 YES 80%
2 NO 12%
3 CAN’T SAY 8%

INCREASE IN PRODUCTIVITY
THROUGH TRAINING

8%
12%
YES
NO
CAN’T SAY
80%

1. 80% of the respondents said that the productivity would increase

through training.

2. 12% of the respondents said that the productivity would not affect
through training.

3. 8% of the respondents said that they were unable to say anything

 REDUCTION IN INTERPERSONAL CONFLICTS

S.no Opinion %age of respondents

1 YES 75%
2 NO 25%

REDUCTION IN INTER PERSONAL

CONFLICTS

25%
YES
NO
75%

1. 75 % of the respondents were of the view that there will decrease

in inter personal conflicts in organization through training.

2. 25% of the respondents were of the view that there will not
decrease in inter personal conflicts in organization through
training
 CHANGE IN PERSONALITY, ATTITUDE AND
BEHAVIOUR THROUGH TRAINING.

S.no Opinion % age of respondents

1 0%-25% 53%
2 26%-50% 33%
3 51%-100% 14%

CHANGE IN
PERSONALITY,ATTITUDE AND
BEHAVIOUR

14%
0%-25%
26%-50%
53%
33% 51%-100%

1. 53 % of the respondents were view that there will be 0-25% change

in personality, attitude and behaviour through training.

2. 33% of the respondents were of view that there will be 26-50%

change in personality, attitude and behaviour through training.

3. 14% of the respondents were of view that there will be 51-100%

change in personality, attitude and behaviour through training.

 INCREASE IN AWARENESS OF NEW CONCEPT

 S.no Opinion Percentage of respondents
1 0%-25% 20%
2 26%-75% 65%
3 76%-100% 15%

INCREASE IN AWARENESS OF NEW

CONCEPTS

15% 20%
0%-25%
26%-75%
76%-100%
65%

1. 20% of the respondents were view that there will be 0-25%

increase in awareness of new concepts through training.

2. 65% of the respondents were view that there will be 26-75%

increase in awareness of new concepts through training.

3. 15% of the respondents were view that there will be 76-100%

increase in awareness of new concepts through training.

 REDUCTION IN COST
Sr.no Opinion Percentage of respondents
1 0%-25% 16%
2 26%-75% 55%
3 76%-100% 24%
4 CAN’T SAY 5%

REDUCTION IN COST THROUGH

TRAINING

5% 16% 0%-25%
24%
26%-75%
76%-100%
CAN’T SAY
55%

1. 16% of the respondents were view that there will be 0-25%

reduction in the cost of production through training.

2. 55% of the respondents were view that there will be 26-75%

reduction in the cost of production through training.

3. 24% of the respondents were view that there will be 76-100%

reduction in the cost of production through training.

4. 5% of the respondents said that they were unable to say

anything