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CHAPTER - IABOUT THE TOPICTraining is the act of increasing knowledge and skills of an employee for doing a particular jobAccording to Flippo, the main output of training is learning. Training offers and inculcates new habits, refined skills and useful knowledge during the training that helps him improve performance.Training aids an employee to do his present job more efficiently and prepare him for a higher level of job. Therefore, the training is planned programme designed to improve performance and bring about measurable change in knowledge, skills, attitude and social behavior of employees.Training is learning experience that is planned and carried out by the organization to enable more skilled task behavior by the trainee. Training provides the ability to detect and correct error. Training provides skills and abilities that may be called on in three futures to satisfy the organizations human resource needs. Training is given on the job or in the latter case it may be on site or off site perhaps in a motel or a training centre or it may be in a simulated environment that is thought to be similar to the work environment in important respects. Finally, the trainees acquire abilities and knowledge that will enable them to perform their jobs more effectively.Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management to develop the organization through human resources development. Employee training is the important sub-system of human resource development. Employee training is a specialized function and is one of the fundamental operative functions for human resources management.CONCEPTS OF TRAINING AND DEVELOPEMENTAfter an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and sills for a definite purpose. Dales. Beach defines the training s the organized procedure by which people learns knowledge and or skill for a definite purpose.In other words training improves, changes, moulds the employees knowledge, skill, behavior, aptitude, and attitude towards the requirements of the job and organization. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization.Thus, training bridge the difference between job requirements and employees present specifications.DIFFERENCE BETEWEEN TRAINING AND DEVELOPMENTTRAINING Technical skills and knowledge Specific job- related Short term Mostly technical and non managerial personnel

DEVELOPMENT Managerial and behavioral skills and knowledge Conceptual and general knowledge Long term Mostly for managerial personnel

IMPORTANCE OF TRAININGThe importance of human resource management to a large extent depends on human resource development. Training is the most important technique of human resource development. As stated earlier, no organization can get a candidate who exactly matches with the job and the organizational requirements. Hence, training is important to develop the employee and make him suitable to the job.Job and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and Productivity Management. The objective of the TQM can be achieved only through training as training develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and development to a greater extent depend on training. Organizational objectives like viability, stability and growth can also be achieved through training. Training is important as it constitutes significant part of management control.BENEFITS OF TRAINING Leads to improved profitability and positive attitudes toward profits orientation. Improve 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. Fasters authenticity, openness and fast. 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. Improve Labour-management relation. Reduces outside consulting costs by utilizing competent internal consulting Stimulates preventive management as opposed to putting out fires.

NEED FOR TRAININGEvery organization big or small, productive or non-productive, economic or social, old or newly established should provide training to all employees irrespective of their qualification, skill, suitability for the job etc. Thus, no organization can choose whether or not to train employees.Training is not something that is done once to new employees; it is used continuously in every well-run establishment. Further, technological changes, automation, require up-dating the skills and knowledge. As such an organization has to retrain the old employees.

Specifically, the need for training arises due to the following reasons.To match the Employee specifications with the job requirements and Organizational Needs: An employees specification may not exactly suit to the requirements of the job and the organization irrespective of his past experience, qualifications, skills, knowledge etc. Thus, every management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employees skill, knowledge, attitude, behavior etc. To the tune of the job requirements and organizational needsOrganizational viability and the transformation process: The primary goal of most organizations is their viability is continuously by environmental pressure. If the organization does not adapt itself to the changing factors in the environment, it will lose its market share. If the organization desires to adapt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to the organizational efficiency and to cope with the changing environment.Technological advance: Every organization in order to survive and to be effective should adopt the latest technology, i.e., mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until they are manned by employees possessing skill to operate them, so organization should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.Organizational complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization hierarchy. This creates the complex problems of coordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training Human relations Change in the job assignment

THE NEED FOR TRAINING ALSO ARISES TO Increase productivity Improve quality of the product Help a company to fulfill its future personnel needs. Improve organizational climate. Improve health and safety. Prevent obsolescence Effect personal growth Minimize the resistance to change.

TRAINING OBJECTIVESGenerally line managers ask the personnel manager to formulate the training policies. The personnel Manager formulate the following raining objectives in keeping with the Companys goals and objectives. To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organizations. To prevent obsolescence To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job To prepare employees for higher-level tasks. To assist employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of a department To ensure economical output of required quality To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships.

ASSESSMENT OF TRAINING NEEDSTraining needs are identified on the basis of organizational analysis, job analysis and man analysis. Training programme, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude, knowledge, and skill.Training needs= Job and organizational requirement-Employee specificationOrganizational Analysis: This includes analysis of objectives, resource utilization, environment scanning and organizational climate Organizational strength and weaknesses in different areas like accidents, excessive scrap, frequent breakage of machinery, excessive Labour turnover, market share, and other marketing areas etc.Department Analysis: Departmental strength and weakness including special problems of the department or a common problem of a group of employees like acquiring skills and knowledge in operating computer by accounting personnel.Job role Analysis: This includes study of jobs/roles, design of jobs due to change, job enlargement, and job enrichment etc.Man power Analysis: Individual strengths and weaknesses in the areas of job knowledge, skills etc.ASSESSMENT METHODThe following methods are used to assess the training needs: Organizational requirement/weakness Departmental requirements/weakness Job specifications and employee specifications Identifying specific problems Anticipating future problems Managements requests Observation Interviews Group Conferences Questionnaire surveys.PRINCIPLE OF TRAININGProviding training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guideless by the trainees. Some of them are as follows: Motivation Progress information Reinforcement Practice Full Vs part Individual differencesTRAINING METHODAs a result of research in the field of training, a number of programmes are available. Some of these are new methods. While other are improvements over the traditional methods. The training programmes commonly used to train operative and supervisory personnel. ON-THE JOB METHODS OFF-THE JOB METHODS

ON-THE JOB METHODSThis type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-the-job. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignment. The types of on the job methods are given belowJOB ROTATIONSThis type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gain experience from his supervisor or trainer in each of the different job assignments.COACHINGThe trainee is placed under a particular supervisor functions as a coach in training the individual. The supervisor provides who feedback to the trainee on his performance and offers him some suggestions for improvement. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express hi own ideas.JOB INSTRUCTIONThis method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job.COMMITTEE ASSIGNMENTSUnder the committee assignment, group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. Its develops teamwork.OFF-THE JOB METHODSUnder this method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees.

Off-the-job training methods are as follows:VESTIBULE TRAININGIn this method, actual work conditions are simulated I a classroom. Material, files and equipment those are used in actual job performance are also used in training.ROLE PLAYINGIt is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action. Doing and practice. The participants play the role of certain characters.LECTURE METHODSThe lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees.CONFERENCEIt is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions, and draw conclusions, all of which contribute to the improvement of job performance.PROGRAMMED INSTRUCTIONIn recent year this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instructions.

ABOUT THE COMPANYProfile: Established in 1964 Technical collaboration with Nisshinbo Brakes Inc, Japan Application in every segment of automobile industry Group turnover of 494 million USD for the year 2013 - 14 Serves a variety of industry segments: Passenger Cars, Multi Utility Vehicles, Light Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm Tractors, Three-wheelers, Two-wheelers and Stationary Engines ISO-9001:2008, ISO/TS-16949:2009, ISO-14001:2004 & OHSAS-18001:2007 certified Domestic Market Leadership: Leader in Commercial Vehicle / Passenger Car / Utility Vehicle & Two Wheeler applications Leading supplier of composite brake blocks to Indian Railways Most preferred brand in independent replacement markets Significant supplier to State Transport Undertakings Exports: Products supplied to 15 countries Supply experience to Sri Lankan Railways for composite brake blocks Range & technology for Indian / European Commercial Vehicle references CV disc brake pads to EuropeDesign: Research and development is prime thrust area Library of widely tested & approved formulations to suit diverse market / customer requirements Benchmark capability to develop friction materials as per customer choice R&D centre approved by Department of Science & Technology, Government of India Dedicated facility for new product development for critical applications including aerospace & sintered friction materials Products are consistently updated in tune with evolving customer demands Green material policy is being continuously evolved to ensure products meet stringent eco norms Design centre has Computer Aided Design (CAD) and sophisticated test equipments like full scale inertia dynamometers attached with Environment Chamber, Static Mu measurement and Noise Study rigTechnology: NAO and Low Steel products to meet futuristic vehicle requirements. Access to Nisshinbo global formulation library. More than 400 formulations in RBL library. Access to Nisshinbo test facilities for special test purpose including NVH evaluation.R & D Capabilities: Comprehensive test laboratory for performance characteristics validation. Interpretation of results to international standards. To stimulate field conditions on dynamometer for product development. Sintered friction material.Manufacturing Units: Chennai Plant: Automotive Products : Brake linings, disc pads and clutch facings Railway products : Composite brake blocks Aerospace : Organic pads for trainer aircraftHyderabad Plant: Automotive Products : Brake linings, clutch facings & sintered clutch buttons Railway Products : Compositive brake blocksPuducherry Plant: Automotive Products: Disc pads, clutch facings & CV Brake Pads Railway Products : Composite Brake BlocksTrichy Plant: Automotive Products: Disc Pads & Brake liningsQuality: Products are routed through stringent quality norms to match customer expectations Accredited with ISO 9000:2008, TS16949:2009, OHSAS 18001:2007 and ISO 14001:2004 certifications Deming Prize winner in the year 2003 Deming Grand Prize winner (formerly JQM) in the year 2013 Quality Focus through: Total Employee Involvement Poka Yoke implementation SPC PracticesProducts:Brake LiningsLow Steel & NAO formulation rangeDisc PadsNAO, Low Steel & Semi metallic formulation rangeRailways Brake BlocksL type low friction, K type high friction, Metro RailClutch Facings Moulded Chord WovenCommercial Vehicle Brake Pads Low steel formulation range Mechanical lock in padsSintered Brake Pad Copper & Iron Based formulations

ORGANISATION CHART

Zone-1HR &AddZone-2Disc PadZone-3ClutchZone-4CBBZone-5StoreZone-6OADZone-7PEDSub Zone-4SubZone-5SubZone-3SubZone-4SubZone-3SubZone-3SubZone-2PRESIDENTAPEX COMMITTEE(CHARMAN PLANT HED)CHENNAI, HYDRABAD, PONDICHERRY.PLANT STEERING COMMITTEECorporate head, +plant. Head+Dept. head,

CHAPTER IIREVIEW OF LITERATUREHuman resources are considered by many to be the most important asset of an organization, yet very few employers are able to harness the full potential from their employees (Radcliffe, 2005). Human resource is a productive resource consisting of the talents and skills of human beings that contribute to the production of goods and services (Kelly, 2001). Lado and Wilson (1994) define human resource system as a set of distinct but interrelated activities, functions, and processes that are directed at attracting, developing, and maintaining a firms human resources. According to Gomez-Mejia, Luis R., David B. Balkin and Robert L. Cardy, (2008), it is the process of ensuring that the organization has the right kind of people in the right places at the right time. The objective of Human Resources is to maximize the return on investment from the organizations human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner (Huselid, 1995).Employee Training and DevelopmentTraining and development is a subsystem of an organization that emanate from two independent yet interdependent words training and development. Training is often interpreted as the activity when an expert and learner work together to effectively transfer information from the expert to the learner (to enhance a learners knowledge, attitudes or skills) so the learner can better perform a current task or job. Training activity is both focused upon, and evaluated against, the job that an individual currently holds (Learner R., 1986). On the other hand development is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. Development focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate (Nadler Leonard, 1984).Training and development ensures that randomness is reduced and learning or behavioral change takes place in structured format. In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development (Harrison Rosemary, 2005).As the generator of new knowledge, employee training and development is placed within a broader strategic context of human resources management, i.e. global organizational management, as a planned staff education and development, both individual and group, with the goal to benefit both the organization and employees. To preserve its obtained positions and increase competitive advantage, the organization needs to be able to create new knowledge, and not only to rely solely on utilization of the existing (Vemic, 2007). Thus, the continuous employee training and development has a significant role in the development of individual and organizational performance. The strategic procedure of employee training and development needs to encourage creativity, ensure inventiveness and shape the entire organizational knowledge that provides the organization with uniqueness and differentiates it from the others.

The Value of Training and DevelopmentAccording to Beardwell& Holden (1997) human resource management has emerged as a set of prescriptions for managing people at work. Its central claim is that by matching the size and skills of the workforce to the productive requirements of the organization, and by raising the quality of individual employee contributions to production, organizations can make significant improvements on their performance.The environment of an organization refers to the sum total of the factors or variables that may influence the present and future survival of an organization (Armstrong, 1998). The factors may be internal or external to the organization. Cascio W. F, (1995), uses the terms societal environment to define the varying trends and general forces that do not relate directly to the company but could impact indirectly on the company at some point in time. Four of these forces are identified as economic, technological, legal and political and socio-cultural and demographic forces. The second type of environment is the task environment that comprises elements directly influencing the operations and strategy of the organization. These may include the labour market, trade unions, competition and product markets comprising customers, suppliers and creditors. The task environment elements are directly linked to the company and are influenced by the societal environment.However, variables in the task, competitive or operative environment as they are variously referred to, affect organizations in a specific industry and it is possible to control them to some extent. As such, environmental change, whether remote or task, disrupts the equilibrium that exists between the organizations strategy and structure, necessitating adjustment to change. Pfeffer (1998) proposes that there is evidence demonstrating that effectively managed people can produce substantially enhanced economic performance. Pfeffer extracted from various studies, related literature, and personal observation and experience a set of seven dimensions that seem to characterize most if not all of the systems producing profits through people. He named them the seven practices of successful organizations and they are: employment security, selective hiring of new personnel, self-managed teams and decentralization of decision making as the basic principles of organizational design, comparatively high compensation contingent on organizational performance, extensive training, reduced status distinctions and barriers, including dress, language, office arrangements, and wage differences across levels, and extensive sharing of financial and performance information throughout the organization.Effect of Training and Development on Employee ProductivityMcGhee (1997) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behaviour. It must support some organizational goals, such as more efficient production or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behaviour affected through training should be aimed at supporting organization objectives.Effect of Training and Development on Employee MotivationMotivation is concerned with the factors that influence people to behave in certain ways. Arnold etal (1991), have listed the components as being, direction-what a person is trying to do, effort- how hard a person is trying to and persistence- how long a person keeps on trying. Motivating other people is about getting them to move in the direction you want them to go in order to achieve a result, well motivated people are those with clearly defined goals who take action that they expect will achieve those goals. Motivation at work can take place in two ways. First, people can motivate themselves by seeking, finding and carrying out that which satisfies their needs or at least leads them to expect that their goals will be achieved. Secondly, management can motivate people through such methods as pay, promotion, praise and training (Synderman 1957). The organization as a whole can provide the context within which high levels of motivation can be achieved training the employees in areas of their job performance.Effect of Training and Development on Competitive AdvantageCompetitive advantage is the essence of competitive strategy. It encompasses those capabilities, resources, relationships, and decisions, which permits an organization to capitalize on opportunities in the marketplace and to avoid threats to its desired position, (Lengnick-Hall 1990). Boxall and Purcell (1992) suggest that human resource advantage can be traced to better people employed in organizations with better processes. This echoes the resource based view of the firm, which states that distinctive human resource practices help to create the unique competences that determine how firms compete (Capelli and Crocker- Hefter, 1996). Intellectual capital is the source of competitive advantage for organizations. The challenge is to ensure that firms have the ability to find, assimilate, compensate, and retain human capital in shape of talented individual who can drive a global organization that both responsive to its customer and the burgeoning opportunities of technology (Armstrong, 2005)Effect of Training and Development on Customer RelationsWilliam Edward Deming, one of the quality Gurus defines quality as a predictable degree of uniformity and dependability at low costs and suitable to the market, he advises that an organization should focus on the improvement of the process as the system rather than the work is the cause of production variation (Gale 1994). Many service organizations have embraced this approach of quality assurance by checking on the systems and processes used to deliver the end product to the consumer.Essentially this checks on; pre-sale activities which encompass the advice and guidance given to a prospective client, customer communications ( how well the customers are informed of the products and services, whether there are any consultancy services provided to help the customers assess their needs and any help line available for ease of access to information on products), the speed of handling a clients transactions and processing of claims, the speed of handling customers calls and the number of calls abandoned or not answered, on the selling point of Products/Services a customer would be interested to know about the opening hours of the organization, the convenience of the location and such issues (Gale 1994). This is only possible when employees are well trained and developed to ensure sustainability of the same.

LIMITATIONS OF THE STUDY

The survey is subjected to the bias and prejudices of the respondents Hence 100% accuracy cant be assured The researcher was carried out in a short span of time, where in the researcher could not widen the study. The study could not be generalized due to the fact that researcher adapted personal interview method.

SCOPE OF THE STUDY

To identify the stress level of the job of employee. This study is helpful to that organisation for conducting further research It is helpful to identify the employers level of satisfaction of the job. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees. This study helps to make a managerial decision to the company.

CHAPTER - IIIObjectives OF THE STUDY

Primary objective

To study the present training of Development programme of employees in Rane Brake Lining Limited, Pondicherry.

Secondary objective To study analysis and interpret the opinion of the employees about the Training & Development procedure. To study the effectiveness of the Training & Development programme in Rane Brake Lining Limited, Pondicherry. To measure the degree of the extent to which the (Training & Development) programme (benefited the employees) To analyze the Training system for further development. To suggest measures for the improvement of the Training program.

CHAPTER - IVRESEARCH METHODOLOGYRESEARCH MEANINGResearch is an art of scientific investigation. According to Redmen and Mary defines research as a systematic effort to gain knowledge. Research methodology is way to systematically solve the research problem. It is a plan of action for a research project and explains in detail how data are collected and analyzed. This research study is a descriptive research study.RESEARCH DESIGNA research design is a plan that specifies the objectives of the study, method to be adopted in the data collection, tools in data analysis and hypothesis to be framed.A research design is an arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure.NATURE OF DATAPrimary dataThe primary data are collected from the employees of Rane Brake Lining Ltd., through a direct structured questionnaire. Secondary dataCompany profiles, Company registers, websites, magazines, articles were used widely as a support to primary data.

SAMPLING SIZE AND TECHNIQUESize of the sampleIt refers to the number of items to be selected from the universe to constitute as a sample. In these study 100 employees of Rane Brake Lining Ltd., was selected as size of sample.Sample designThe sampling technique used in this study is simple random sampling method. This method is also called as the method of chance selection. Each and every item of population has equal chance to be included in the sample.QuestionnaireThe questions are arranged logical sequence. The questionnaire consists of a variety of questions presented to the employees for the response. Dichotomous questions, multiple choice questions, rating scale questions were used in constructing questionnaire.STATISTICAL TOOLS USEDTo analyze and interpret collected data the following statistical tools were used. Percentage method Chi-square analysis Percentage method:The percentage is used for making comparison between two or more series of data. It can be generally calculated as No. of respondents favorablePercentage of respondent = x 100 Total no of respondents

Chi-square analysis:

Chi-square analysis in statistics is to test the goodness of fit to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies.The formula for computing chi-square is as follows.

Chi-square = {(O-E)2/ E}

The calculated value of chi-square is compared with the table of chi-square for the given degrees of freedom at the specified level of significance. If the calculated value is greater than the tabulated value then the difference between the observed frequency and the expected frequency are significant. the degrees of freedom is (n-2) where n is number of observed frequencies and in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of columns and R is number of rows.

CHAPTER VDATA ANALYSIS AND INTERPRETATIONSTABLE 1AGE OF THE RESPONDENTS

Respondents opinionFrequencyPercent

Below 2500%

26 - 35 Years1616%

36 - 45 Years6666%

46 - 50 Years1818%

Above 5100

Total100100%

Inference: Regarding age of the Employees, 66% of the respondents are having 36 45 years of age.16% of respondents are having 26 35 years of age and 18% of respondents are having 46 - 50 years of age. There are no respondents in below 25 years and above 51 of age category.

CHART 1 AGE OF THE RESPONDENTS

TABLE 2EDUCATION LEVEL OF THE RESPONDENTS

Respondents opinionFrequencyPercent

Up to H.Sc00%

Diploma2626%

Graduate4646%

Post Graduate2828%

Others 00%

Total100100%

Inference:

It is clear from the table that the educational level of the employees is high. It is found from the response that employees who have completed. Up to H.Sc 0%, Diploma 26%, graduate 46%, Post graduate 28% and others 0%.

CHART 2EDUCATION LEVEL OF THE RESPONDENTS

TABLE 3RESPONDENTS SALARY

Respondents opinionFrequencyPercent

Below 1000000%

10000 150007272%

15000 200002828%

21000 - 2500000%

Above 25000000%

Total100100%

Inference:

Regarding salary of the Employees, 72% of the respondents get 10000 15000 years of salary, which is the highest, 28% of respondents get 15000 20000. There are no respondents in below 10000 and above 25000 categories.

CHART 3RESPONDENTS SALARY

TABLE 4YEARS OF EXPERIENCE

Respondents opinionFrequencyPercent

1 - 10 Years 2626%

10 - 20 Years7474%

20 - 30 Years00%

31 40 Years00%

Above 4100%

Total100100%

Inference:Regarding experience of the Employees, 26% of the respondents are having 1 10 years of experience. Among the respondents person who have worked for above 10 - 20 years constitute 74% of the total percentage, which is the highest. There are no respondents in 20 30, 31 - 40 and above 41 year of job experience category.

CHART 4YEARS OF EXPERIENCE

TABLE 5RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES WORK EFFICIENCY

RespondentFrequencyPercent

Strongly agree1010%

Agree3737%

Neutral 1414%

Disagree2323%

Strongly disagree1616%

Total100100%

Inference: From the above table shows that 10% of the respondents strongly agree about training program improves work efficiency, 37% of the respondents agree, 14% of the respondents are in neutral, 23% of the respondents disagree and 16% of the respondents strongly disagree.

CHART 5RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES WORK EFFICIENCY

TABLE 6RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES OFFICIAL COMMUNICATION

RespondentFrequencyPercent

Strongly agree2222%

Agree2929%

Neutral 3434%

Disagree99%

Strongly disagree66%

Total100100%

Inference: The above table shows that 22% of the respondents strongly agree that training program improves official communication, 29% of the respondents agree, 34% of the respondents fall under neutral category 9% of the respondents disagree and 6% of the respondents strongly disagree.

CHART 6RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES OFFICIAL COMMUNICATION

TABLE 7RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES PROMOTION ASPECTS

RespondentFrequencyPercent

Strongly agree1818%

Agree2222%

Neutral 1515%

Disagree1616%

Strongly disagree2929%

Total100100%

Inference: The above table revels that 18% of the respondents strongly agree training program improves promotion aspects 22% of the respondents agree, 15% of the respondents are in neutral, 16% of respondent disagree and 5% respondents strongly disagree.

CHART 7RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES PROMOTION ASPECTS

TABLE 8 RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES BEHAVIOR OF THE EMPLOYEES

RespondentFrequencyPercent

Strongly agree3030%

Agree3939%

Neutral 2323%

Disagree55%

Strongly disagree 33%

Total100100%

Inference: The above table shows that 30% of the respondents are strongly agree over training program improves behavior of the employees, 39% of the respondents agree, 23% of the respondents are neutral, 5% of respondents come under disagree and only 2.5% of the respondents come under category of strongly disagree.

CHART 8 RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES BEHAVIOR OF THE EMPLOYEES

TABLE 9RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES ATTITUDE OF THE EMPLOYEES

RespondentFrequencyPercent

Strongly agree1818%

Agree2323%

Neutral 1818%

Disagree2929%

Strongly disagree1212%

Total100100%

Inference: The above table shows that 18% of the respondents agreed that overtime training program improves attitude of the employees, 23% of the respondents agree, 18% respondents are in neutral, 29% of the respondents disagree and 12% of respondents strongly disagree.

CHART 9RESPONDENTS OPINION ABOUT TRAINING PROGRAM IMPROVES ATTITUDE OF THE EMPLOYEES

TABLE 10RESPONDENT OPINION ABOUT TRAINING PROGRAM IMPROVES JOB KNOWLEDGE

RespondentFrequencyPercent

Strongly agree1818%

Agree3939%

Neutral 2626%

Disagree99%

Strongly disagree88%

Total100100%

Inference: The above table shows that 18% of the respondents strongly agree about training program improves job knowledge, 39% of the respondents agree, 26% of the respondents are in neutral, 9% of the respondents disagree, and 8% of the respondents strongly disagree.

CHART 10RESPONDENT OPINION ABOUT TRAINING PROGRAM IMPROVES JOB KNOWLEDGE

TABLE 11RESPONDENT OPINION ABOUT TRAINING PROGRAM IMPROVES PROFESSIONAL SKILLS

RespondentFrequencyPercent

Strongly agree1414%

Agree3636%

Neutral 3333%

Disagree1313%

Strongly disagree6 6%

Total100100%

Inference: The above table shows that 14% of the respondents strongly agree that training program improves professional skills, 36% of the respondents agree, 33% of the respondents are in neutral 13% of the respondents disagree and only 6% of the respondents strongly disagree.

CHART 11RESPONDENT OPINION ABOUT TRAINING PROGRAM IMPROVES PROFESSIONAL SKILLS

TABLE 12RESPONDENT OPINION ABOUT THE INTERNAL TRAINERS ARE VERY EFFECTIVE IN DELIVERING THEIR CONTENT

RespondentFrequencyPercent

Strongly agree1616%

Agree2424%

Neutral 2727%

Disagree1515%

Strongly disagree1818%

Total100100%

Inference: The above table shows that 16% of the respondents strongly agree about the internal trainers are very effective in delivering their content, disagree 24% of the respondents agree, 27% of the respondents are in neutral, 15% of respondents disagree and 18% of the respondents strongly disagree.

CHART 12RESPONDENT OPINION ABOUT THE INTERNAL TRAINERS ARE VERY EFFECTIVE IN DELIVERING THEIR CONTENT

TABLE 13RESPONDENT OPINION ABOUT THE EXTERNAL TRAINERS ARE VERY EFFECTIVE IN DELIVERING THEIR CONTENT

RespondentFrequencyPercent

Strongly agree1313%

Agree1717%

Neutral 2525%

Disagree2626%

Strongly disagree1919%

Total100100%

Inference: The above table revels that 13% of the respondents strongly agree about external trainers are very effective, 17% of the respondents agree, 25% of the respondents are in neutral, 26% of the respondents disagree and 19% of the respondents strongly disagree.

CHART - 13RESPONDENT OPINION ABOUT THE EXTERNAL TRAINERS ARE VERY EFFECTIVE IN DELIVERING THEIR CONTENT

TABLE 14RESPONDENTS OPINION ABOUT THE PHYSICAL REQUIREMENTS AND FACILITIES PROVIDED DURING TRAINING ARE EXCELLENT

RespondentFrequencyPercent

Strongly agree1919%

Agree3434%

Neutral 2828%

Disagree1717%

Strongly disagree22%

Total100100%

Inference: The above table shows that 19% of the respondents feel strongly agree that the physical requirements and facilities provided during training are excellent, 34% of the respondents agree, 28% of the respondent are in neutral, 17% of the respondents disagree and 2% of the respondents strongly disagree.

CHART 14RESPONDENTS OPINION ABOUT THE PHYSICAL REQUIREMENTS AND FACILITIES PROVIDED DURING TRAINING ARE EXCELLENT

TABLE 15RESPONDENTS OPINION ABOUT DIFFICULTY IN APPLYING

RespondentFrequencyPercent

Strongly agree1616%

Agree1717%

Neutral 2626%

Disagree2222%

Strongly disagree1919%

Total80100%

Inference: From the above table we inferred that 16% of the respondents strongly agree about difficulty in applying, 17% of the respondents agree, 26% of the respondents are in neutral, 22% of the respondents disagree, and 19% of the respondents strongly disagree.

CHART 15RESPONDENTS OPINION ABOUT DIFFICULTY IN APPLYING

TABLE 16RESPONDENTS OPINION ABOUT SAFE WORK ENVIRONMENT

RespondentFrequencyPercent

Strongly agree1717%

Agree3636%

Neutral 3333%

Disagree99%

Strongly disagree55%

Total100100%

Inference: From the above table inferred that 17% of the respondents strongly agree that safe work environment, 36% of the respondents agree, 33% of the respondents are in neutral, 9% of the respondents disagree and 5% respondents strongly disagree.

CHART 16RESPONDENTS OPINION ABOUT SAFE WORK ENVIRONMENT

TABLE - 17RESPONDENTS OPINION ABOUT ACCIDENTS/MISTAKES ARE REDUCED

RespondentFrequencyPercent

Strongly agree1212%

Agree3939%

Neutral 3232%

Disagree1111%

Strongly disagree66%

Total100100%

Inference: From the above table inferred that 12% of the respondents strongly agree that accidents/mistakes are reduced, 39% of the respondents agree,32% of the despondences are in neutral, 11% of the respondents disagree and 6% respondents strongly disagree.

CHART - 17RESPONDENTS OPINION ABOUT ACCIDENTS/MISTAKES ARE REDUCED

TABLE 18RESPONDENTS OPINION ABOUT SATISFACTION ABOUT TRAINING PROGRAMME

RespondentFrequencyPercent

Highly satisfied1919%

Satisfied2424%

Neutral 3333%

Working Hours2424%

Company policies 66%

Total100100%

Inference: From the above table shows that 19% of the respondents are highly satisfied with training program, 24% of the respondents are satisfied, 33% of respondent are in neutral, 24% of respondents feel dissatisfied and 6% of respondents are highly dissatisfied.

CHART 18RESPONDENTS OPINION ABOUT SATISFACTION ABOUT TRAINING PROGRAMME

CHAPTER - VIFINDINGS Most of the respondents (66%) come under the age group of 36-46 years From the study it is inferred that most of respondents are graduated (46%). 39% of the respondents agree that training programme improves behavior of employee. Most of the respondents (39%) agreed that training program improves job knowledge. 36% of the employees agree that training program improves professional skills Most of the respondents (24%) say that the internal trainers are very effective in delivering their content. 34% of respondents agree that agree that the physical requirements and facilities provided during training are excellent. Most of the respondents agree that attending training programme is helped them to achieve the organization goals. Most of respondents (26%) feel neutral that is difficult to apply thing which learned by training. According to the study majority of the employees who are aware of the Training Programme conducted in their organization have shown their willingness to attend the Training Programme in future. 39% of respondents agreed that mistakes and accidents are reduced by proving training.

RECOMMENDATION

Duration of the practical session can be increased. Training may be split up to several days instead of stuffing the whole lot in a single day. Professional trainers can be invited for soft skill trainings. The feedback forms for the training session can be sent through mails after the training program gets completed. Individual attention may be provided to the trainees in order to encourage their participation and make them perform better at their job. 26% of the respondents disagreed with the performance of external trainers. So management may do favor for that. Feedback can be obtained from the employees so that training can be improved further to their expectations and thus their productivity could be increased and accomplishment of objectives could be made easier.

CONCLUSION

Training programmes main objective is to improve the productivity of the companys employees which in turn will improve the companys profitability. Through training programmes, the employees skill levels are upgraded which will make the employees more productive. Training programme is also set up to help employees get used with new roles and responsibilities usually after promotion. When an employee gets promoted from one level to next level, the skills required to do his/her job changes and training programmes are essential in equipping the employee with the new skills.Training programme is also a way for the company to showcase to its employees that it cares for employees self development. This plays a vital role in increasing the loyalty that an employee feels towards its organizationEmployees feedback on the training programme is essential to understand the effectiveness of training programme. Most times, employees better understand the kind of training programme that would help them. It is important to get employees opinion before the creation of new training programmes.It has been discovered from the research in Rane Brake Lining Ltd most of the employees are satisfied with training programme which is being conducted by the company.

BIBLIOGRAPHY

REFERENCE BOOKS

GARY DESSLER (2003), Human Resource Management, 10th Edition, Pearson education, New Delhi, Page Number: 283 BHASKARCHATTARGEE (1996), Human Resource Management Contemporary Text, Sterling publishers, New Delhi, Page Number:135 BISWAJEET PATTANAYAK (2001), Human Resource Management, Prentice-Hall Of India Pvt Ltd, New Delhi, Page Number:150 K.ASWATHAPPA (2002), Human Resource Management, Tata McGraw-Hill Publishing Company Ltd, Page Number:193

WEBSITES:1. http://www.rane.in2. www.managementhelp.org3. http://www.hbg.psu.edu4. http://www.mactec.com5. http://www.hrcouncil.com

68

APPENDIX

A STUDY ON TRAINING AND DEVELOPMENT PROGRAMME IN RANE BRAKE LINING LIMITED, PONDICHERRY.

PERSONAL DETAILS

1. Name :

1. Gender: Male Female

1. Age: 21 - 30 31 - 40 41 - 50 Above 50

1. Marital Status: Single Married

1. Educational Qualification: Diploma UG PG Others

1. Department: Planning Dept Production & Material Dept

Quality Dept Accounting Dept

Storage Dept

1. Experience: 1-5 Yrs 6-10 Yrs 11-15 Yrs above 15 Yrs

1. Salaryper month: Below 8000 8001-15000 15001-25000 above 25000

9. Have you attend training offered by the company: a) Yes b) No

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree Sl.NoFunctionsSAANDASDA

10Training program improves work efficiency

11Training program improves official communication

12Training program improves promotion aspects

13Training program improves behavior of the employees

14Training program improves attitude of the employees

15Training program improves job knowledge

16Training program improves professional skills

17The internal trainers are very effective in delivering their content

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree

Sl.NoFunctionsSAANDASDA

18

The external trainers are very effective in delivering their content

19The physical requirements and facilities provided during training are excellent

20

The training program has helped you to identify your strengths and to overcome the weaknesses

21Training has a demonstrable effect on the performance of the task or the achievement of organization goals

22There is much difficulty in applying the training program concepts in day to day work

23There is a value addition after attending the training program

24The company provides you a safe work environment by accident prevention & safety programme

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree Sl.NoFunctionsSAANDASDA

25Accidents/mistakes are reduced after the training program. Do you agree

26According to you when do you need training

27What changes you have noted in your work place after training

28What is your opinion regarding duration of the training program

29Have you got opportunity to practice the training methods after the training programme

30Overall rating of the training and development program

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree

Sl.NoFunctionsSAANDASDA

18

The external trainers are very effective in delivering their content

19The physical requirements and facilities provided during training are excellent

20

The training program has helped you to identify your strengths and to overcome the weaknesses

21Training has a demonstrable effect on the performance of the task or the achievement of organization goals

22There is much difficulty in applying the training program concepts in day to day work

23There is a value addition after attending the training program

24The company provides you a safe work environment by accident prevention & safety programme

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree Sl.NoFunctionsSAANDASDA

25Accidents/mistakes are reduced after the training program. Do you agree

26According to you when do you need training

27What changes you have noted in your work place after training

28What is your opinion regarding duration of the training program

29Have you got opportunity to practice the training methods after the training programme

30Overall rating of the training and development program

SA - Strongly agree A - Agree N - Neutral

DA - Disagree SDA - Strongly disagree Sl.NoFunctionsSAANDASDA

25Accidents/mistakes are reduced after the training program. Do you agree

26According to you when do you need training

27What changes you have noted in your work place after training

28What is your opinion regarding duration of the training program

29Have you got opportunity to practice the training methods after the training programme

30Overall rating of the training and development program