Manju Final Effectiveness of Training 1

GVG PAPER MILLS PVT LTD

Chapter-I

INTRODUCTION

1.1 ABOUT THE STUDY

Improving training effectiveness is a single way of improving the

bottom line. In today’s highly competitive world, training has mushroomed

into a large scale activity which is indispensably necessary in India. Since

training reduces obsolescence, modern managements give adequate and all-

out importance to it. Multinational Industries and Giant Organizations spend

huge sums yearly on training programs and modules designed to increase

employee participation and maximum productivity.

These big Organizations have their own training departments which

organize their training programs sound the year as and when to suit their

own requirements. Small Organizations can send their personnel to

specialized training institutes, such as National Institute for Training and

Industrial Engineering (NITIE), Bombay.

The relationship between Organizational Effectiveness and

Training of human resources in an Organization is not necessarily a settled

question. There is even today a feeling that any systematic programmes for

developing human resources only leads to greater uncertainty and insecurity

on account of the possibility of human resource flight to greener pastures

after gaining the advantage of individual value addition from the parent

company. The Organization believes that workers can be developed to

realize their full potentialities by building upon their strengths and by

overcoming their weaknesses.

1SREE SARASWATHI THYAGARAJA COLLEGE


Towards the objective of developing a satisfied high potential

workforce it is essential to involve workers in activities which will provide

them opportunities to use and polish all their skills, knowledge, imagination

and intelligence in translating his/her ideas into reality.

In order to institutionalize the culture of overall excellence develop

managerial and personnel effectiveness of executives and enable every

individual to achieve growth of his own personality.

Training refers to the teaching/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 that

Organization. Broadly speaking, training is the act of increasing the

knowledge and skill of an employee for doing a particular job.



GLIMS OF TRAINING PROGRAMME

Training is a process of learning a sequence of programmed

behavior, in a controlled atmosphere wherein there is little or no room for

human errors. It is the scientific application of accumulated knowledge. It

presents people with an awareness of the rules and procedures to guide their

behavior in a channelized way which improves efficiency & productivity. It

attempts to improve employee performance on the current job or prepare the

employees for an intended job. “According to Edwin D Flippo”, the

purpose of training is to achieve a change in the behavior of those trained

and to enable them to perform better.

In order to achieve this objective, any training programme should try to

bring about positive changes in the following:-

Knowledge; it helps a trainee to know facts, policies, procedures and

rules pertaining to his job.

Skills; it helps the employee to increase his technical and manual

efficiency necessary to do the job.

Attitude; it moulds the employee behavior towards his co-workers

and supervisors and creates a sense of responsibility in the trainee.

DEFINITION OF TRAINING AND DEVELOPMENT

Training may be defined as “systematized tailor-made exercise to

suit the needs of a particular organization for developing certain attitudes,

skills, and abilities in employees irrespective of their functional levels”.



“Training is an activity of increasing knowledge and skill of an

employee for doing particular job” Training is the process whereby

individuals’ acquire knowledge, skills, and attitude through experience,

reflection, study or instruction”

According to stein Metz Lawrence’s, “Training is the short term

process of utilizing a systematic and organized procedure by which non-

managerial personnel learn technical knowledge and skills for a definite

purpose”.

According to Richard P.Calhoon., “The process of aiding

employees to gain effectiveness in their present and future work”.

According to Michael Armstrong, Training is the systematic

development of the knowledge, skills, and attitudes required by an

individual to perform adequately a given task or job.

According to Dales S.Beach, “Training is the process and organized

procedure by which people learn knowledge and / or skills for a definite

purpose”.

OBJECTIVES OF TRAINING

To impart a new recruits the basic knowledge and skills they need for

the performance of their jobs and also develop their capacities for

future jobs.

To bridge the gap between expected level of performance and actual

level of performance.

To provide scientific base of knowledge and skills to discharge roles

and responsibilities effectively.

To improve efficiency and effectiveness of the individual for

achieving organizational goal.



NEED OR BASIC PURPOSE OF TRAINING

Well planned and well executed training programmes should result in:

Reduction in waste and spoilage.

Improvement in methods of work.

Reduction in learning time.

Reduction in machine breakage and maintenance cost.

Reduction in accident rates.

Improvement in quality of products.

Improvement in production rate.

Improvement in efficiency and productivity.

IMPORTANCE OF TRAINING

It equips the management to face the pressure of changing

environment. It usually results in the increase of quantity and quality of

output. It leads to job satisfaction and higher morale of the employees.

Trained workers need lesser supervision. Trained workers enable the

enterprise to face competition from rival organizations. It enables

employees to develop and rise within the organization and increase their

earning capacity. It moulds the employees’ attitudes and helps them to

achieve better co-operation with the organization. Trained employees make

better economic use of materials and equipment resulting in reduction of

wastage and spoilage.

Training is the area of increasing the knowledge and skill of the

employee for doing a particular job.

Training is a planned process to modify attitude, knowledge, skill,

behavior etc., through learning, and to acquire an effective performance in a



particular activity or a range of activities. The performance of training is to

develop the ability of an individual to satisfy the current and future

manpower needs.

PURPOSE OF TRAINING

To increase quality and productivity

To help company fulfill its future Personal needs

To improve organizational climate

To improve health and safety of personnel

To address Personal growth and prevent obsolescence

To develop innovativeness and creativity

To improve interpersonal communication, leadership and team work

BENEFITS OF TRAINING

BENEFITS OF ORGANIZATIONS

A programme of training becomes essential for the purpose of

meeting specific problems of a particular organization arising out of the

introduction of new lines of production, changes in design, demands of

competition etc. The major benefits of training to an organization are:

Higher productivity:

Training can help employees to increase their level of performance on

their present assignment. It enhances skills. Increased performance and

productivity are most evident and effective ways of performing their jobs.

Enhanced skill usually helps to increase both quantity and quality of output.



Better organizational climate: An endless chain of positive reaction results

from a well planned training programme. Increased morale, less supervisory

pressures, improved product quality, increased financial incentives, internal

promotions etc, result in better organizational climate.

Less supervision: Training does not eliminate the need for supervision; it

reduces the need for constant supervision.

Prevents manpower obsolescence: Manpower obsolescence is prevented

by training as it fosters the initiative and creativity of employees. An

employee is able to adapt himself to technological changes.

Prevents industrial accidents: Proper training can help to prevent

industrial accidents.

Improves quality: Trained employees are less likely to make operational

mistakes thereby increasing the quality of the company’s products.

Greater loyalty: A common objective of training programme will mould

employees’ attitudes to achieve support for organizational activities and to

obtain better co-operation and greater loyalty. Thus, training helps in

building an efficient and loyal workforce.

Standardization of procedures: Trained employees will work intelligently

and make fewer mistakes when they possess the required know-how and

understand their jobs.

BENEFITS TO EMPLOYEES



Personal Growth: Employees on a personal basis gain individually from

training. They secure wider awareness, enlarged skill and enhanced personal

growth.

Development of New Skills: Training improves the performance of the

employees and makes them more useful and productive. The skill developed

through training serves as a valuable personal asset to the employees. It

remains permanently with the employee.

Higher Earning Capacity: By imparting skills, training facilitates higher

remuneration and other monetary benefits to the employee. Thus, training

helps each employee to utilize and develops his full potential.

Helps adjust with Changing Technology: Old employees need refresher

training to enable them to keep abreast of the changing methods, techniques

and use of sophisticated tools and equipment.

Increased Safety: Proper training can help prevent industrial accidents.

Trained workers handle the machines safely. Thus, they are less prone to

industrial accidents. A safe work environment also leads to more stable

mental attitudes on the part of the employees.

Confidence: Training creates a feeling of confidence in the minds of

employees. It gives safety and security to them in the organization.



EFFECTIVENESS OF TRAINING

Effectiveness means producing an intended result. The effectiveness

of training is a very important factor. It depicts the effectiveness of the

Training Programme.

Measuring the effectiveness of training programs consumes valuable

time and resources which are in short supply in organizations today.

Many training programmes fail to deliver the expected organizational

benefits. Having a well-structured measuring system in place can help to

determine where the problem lies. On a positive note, the individual is being

able to demonstrate a real and significant benefit to organization from the

training. So the company should follow effective training.

Consider also the fact that the business environment is not standing

still. The competitors, technology, legislation and regulations are constantly

changing. What was a successful program yesterday may not be a cost-

effective program tomorrow. Being able to measure results will help us

adapt to such changing circumstances.



1.2 INDUSTRY PROFILE

Background

Formed from wood pulp or plant fiber, paper is chiefly used for

written communication. The earliest paper was papyrus, made from reeds by

the ancient Egyptians. Paper was made by the Chinese in the second

century, probably by a Chinese court official named Cai Lun. His paper was

made from such things as tree bark and old fish netting. Recognized almost

immediately as a valuable secret, it was 500 years before the Japanese

acquired knowledge of the method. Papermaking was known in the Islamic

world from the end of the eighth century A.D.

Knowledge of papermaking eventually moved westward, and the

first European paper mill was built at Jativa, in the province of Valencia,

Spain, in about 1150. By the end of the 15th century, paper mills existed in

Italy, France, Germany, and England, and by the end of the 16th century,

paper was being made throughout Europe.

Paper, whether produced in the modern factory or by the most

careful, delicate hand methods, is made up of connected fibers. The fibers

can come from a number of sources including cloth rags, cellulose fibers

from plants, and, most notably, trees.

The use of cloth in the process has always produced high-quality

paper. Today, a large proportion of cotton and linen fibers in the mix create

many excellent papers for special uses, from wedding invitation paper stock

to special paper for pen and ink drawings.



The method of making paper is essentially a simple one—mix up

vegetable fibers, and cooks them in hot water until the fibers are soft but not

dissolved. The hot water also contains a base chemical such as lye, which

softens the fibers as they are cooking. Then, pass a screen-like material

through the mixture, let the water drip off and/or evaporate, and then

squeeze or blot out additional water.

A layer of paper is left behind. Essential to the process are the fibers,

which are never totally destroyed, and, when mixed and softened, form an

interlaced pattern within the paper itself. Modern papermaking methods,

although significantly more complicated than the older ways, are

developmental improvements rather than entirely new methods of making

paper.

Raw Materials

Probably half of the fiber used for paper today comes from wood that

has been purposely harvested. The remaining material comes from wood

fiber from sawmills, recycled newspaper, some vegetable matter, and

recycled cloth. Coniferous trees, such as spruce and fir, used to be preferred

for papermaking because the cellulose fibers in the pulp of these species are

longer, therefore making for stronger paper.

These trees are called "softwood" by the paper industry. Deciduous trees

(leafy trees such as poplar and elm) are called "hardwood." Because of

increasing demand for paper, and improvements in pulp processing

technology, almost any species of tree can now be harvested for paper.



Some plants other than trees are suitable for paper-making. In areas

without significant forests, bamboo has been used for paper pulp, as has

straw and sugarcane. Flax, some plants other than trees are suitable for

paper making. In areas without significant forests, bamboo has been used

for paper pulp, as has straw and sugarcane. Flax,

Most paper is made by a mechanical or chemical process.

Hemp, and jute fibers are commonly used for textiles and rope

making, but they can also be used for paper. Some high-grade cigarette

paper is made from flax.

Cotton and linen rags are used in fine-grade papers such as

letterhead and resume paper, and for bank notes and security certificates.

The rags are usually cuttings and waste from textile and garment mills. The



rags must be cut and cleaned, boiled, and beaten before they can be used by

the paper mill.

Other materials used in paper manufacture include bleaches and dyes,

fillers such as chalk, clay, or titanium oxide, and sizing such as rosin, gum,

and starch.

The Manufacturing Process

Making pulp

1.Several processes are commonly used to convert logs to wood pulp.

In the mechanical process, logs are first tumbled in drums to remove

the bark. The logs are then sent to grinders, which break the wood

down into pulp by pressing it between huge revolving slabs. The pulp

is filtered to remove foreign objects. In the chemical process, wood

chips from de-barked logs are cooked in a chemical solution. This is

done in huge vats called digesters.

This is done in huge vats called digesters. The chips are fed into the

digester, and then boiled at high pressure in a solution of Sodium

hydroxide and sodium sulfide. The chips dissolve into pulp in the

solution. Next the pulp is sent through filters. Bleach may be added at

this stage, or colorings. The pulp is sent to the paper plant.



Beating

2. The pulp is next put through a pounding and squeezing process

called, appropriately enough, beating. Inside a large tub, the pulp is

subjected to the effect of machine beaters. At this point, various filler

materials can be added such as chalks, clays, or chemicals such as

titanium oxide. These additives will influence the opacity and other

qualities of the final product. Sizings are also added at this point.

Sizing affects the way the paper will react with various inks. Without

any sizing at all, a paper will be too absorbent for most uses except as

a desk blotter. A sizing such as starch makes the paper resistant to

water-based ink (inks actually sit on top of a sheet of paper, rather

than sinking in). A variety of sizing’s, generally rosins and gums, is

available depending on the eventual use of the paper. Paper that will

receive a printed design, such as gift wrapping, requires a particular



formula of sizing that will make the paper accept the printing

properly.

Pulp to paper

3. In order to finally turn the pulp into paper, the pulp is fed or

pumped into giant, automated machines. One common type is called

the Fourdrinier machine, which was invented in England in 1807.

Pulp is fed into the Fourdrinier machine on a moving belt of fine

mesh screening. The pulp is squeezed through a series of rollers,

while suction devices below the belt drain off water. If the paper is to

receive a water-mark, a device called a dandy moves across the sheet

of pulp and presses a design into it.

The paper then moves onto the press section of the machine,

where it is pressed between rollers of wool felt. The paper then passes

over a series of steam-heated cylinders to remove the remaining

water. A large machine may have from 40 to 70 drying cylinders.

Finishing

4. Finally, the dried paper is wound onto large reels, where it will be

further processed depending on its ultimate use. Paper is smoothed

and compacted further by passing through metal rollers called

calendars. A particular finish, whether soft and dull or hard and shiny,

can be imparted by the calendars.

The paper may be further finished by passing through a vat of

sizing material. It may also receive a coating, which is either brushed

on or rolled on. Coating adds chemicals or pigments to the paper's

surface, supplementing the sizings and fillers from earlier in the



process. Fine clay is often used as a coating. The paper may next be

super calendered, that is, run through extremely smooth calendar

rollers, for a final time. Then the paper is cut to the desired size.

Environmental Concerns

The number of trees and other vegetation cut down in order to make

paper is enormous. Paper companies insist that they plant as many new trees

as they cut down. Environmentalists contend that the new growth trees, so

much younger and smaller than what was removed, cannot replace the value

of older trees. Efforts to recycle used paper (especially newspapers) have

been effective in at least partially mitigating the need for destruction of

woodlands, and recycled paper is now an important ingredient in many

types of paper production.

The chemicals used in paper manufacture, including dyes, inks, bleach,

and sizing, can also be harmful to the environment when they are released

into water supplies and nearby land after use. The industry has, sometimes

with government prompting, cleared up a large amount of pollution, and

federal requirements now demand pollution free paper production. The cost

of such clean-up efforts is passed on to the consumer.



1.3 COMPANY PROFILE

GVG Paper Mills Private Limited was incorporated in the year

1985 as a private limited company with an installed capacity of 3000 MT

per annum of printing and writing paper.

The company commenced its production in the year 1986 with a

capacity of 10 MT per day and within a span of 5 years, the production was

increased to 20 MT per day with the installation of a few equipments and

increased drying capacity.

In the year 1991, the company went in for MG machine to produce

Kraft varieties of paper with a capacity of 15 MT per day. This has enabled

the company to have a wide range of products in its manufacturing range.

During the year 1995-96, the company put up the 3rd machine (MG)

to manufacture special varieties of paper.

The company has put up 5 wind mills supplied by various

manufacturers in Aathukinathupatti Village & Coimbatore with the financial

assistance of M/s.ICICI Ltd., and has own power generation from them.

The following constitute the Board of Directors of the Company.

Managing Director: Shri.M.Amarnath;

Directors : Shri.M.Veluswamy, Smt.A.Padma.

The Company has working capital limits with M/s. The Lakshmi Vilas

Bank Ltd., Udumalpet with a fund based limit of 6 Crores and non- fund

limit of 2.5 Crores.



They are producing Newsprint, Printing & Stationery Papers and Kraft

varieties of paper in their 3 machines.

The company has a work force of 250 direct workers and nearly 500

indirect workers in the factory. The monthly wage bill works out to Rs.15

lakh per month.

The company pays an amount of Rs.3.50 Crores per annum by way of

Excise duty, Rs.3.00 Crores by way of Sales Tax and Rs.50 Lakhs by way

of Income tax every year.

DEPARTMENT PROFILE

The various departments working in GVG Paper mills

Human Resources Department

Finance and Accounts Department

Production Department

Quality Control Department

Purchase Department

Marketing Department



HUMAN RESOURCES DEPARTMENT

In GVG Paper mills HR Department is considered as a back bone

department, because it is related to almost all the department. This or HR

department also deals with the welfare of employees, individuals

development, recruitment, safety and security, and maintaining effective

relationship in all the unit of the company.

Functions of HR department

General Administration

Wages and Salary Administration

Training and Development

Performance Management

Industrial Relation

Labour Welfare

TRAINING PROGRAMMES IN GVG PAPER MILLS

GVG paper mills includes technical and non-technical training and

development activities to its employees

On The Job Training

Nomination of employees as per the requirement of the respective

sections.

Maintaining registers.

Updating Records.

Evaluation of training Programme.



A method consists of:

Experience

Coaching

Under study

Job rotation

Special projects and task forces

Committee assignments

Experience:

This is the oldest methods of on the job training. It involves learning

by doing. It is the most practical and effective method. But it is wasteful and

inefficient.

Coaching:

It is learning by doing. In this, the superior guides his sub-ordinates &

gives him/her job instructions. The superior points out the mistakes & gives

suggestions.

Under study:

When a person is promoted to higher level he is given training in the

job to which he is to appointed. He is chosen as a successor to the current

incumbent who is going to retire or resign. The trainee is attached with the

senior and is called as under study, assistant to apprentice.

Job rotation:

In this method, the trainees move from one job to another, so that

he/she should be able to perform all types of jobs. E.g. In banking industry,

employees are trained for both back-end & front-end jobs. In case of

emergency, (absenteeism or resignation), any employee would be able to

perform any type of job.



Special projects and task forces:

Under this method, the trainee is assigned a project closely related to

his job. For example, management trainees in accounts may be asked to

develop a cost control system. The trainees learn by performing the special

assignment not only work procedures but organizational relationship too.

Sometimes the task force is created consisting of executives from different

functional areas.

Committee assignments:

Under this method, the trainee managers are appointed as members of

a committee. The committee deliberates upon and discusses problems of the

enterprise. By participating in meetings and discussions, every member

learns

Analytical thinking and decision making skills. Managers keep abreast of

current developments in their respective areas of specialization. Committees

provide an opportunity to know what is happening in the rest of the

organization.

OFF THE JOB TRAINING

Training needs identification once in 2 years based on the skill,

knowledge and attitude requirement. The training for different categories

involves; Executive Training Programs (ETP) for all officers from General

Managers to Assistant Plant Manager. Supervisory Training Programs

(STP) for Supervisors and Foreman. Workers Training Programmes (WTP)

for all workers of grade 12. GVG paper mills also sponsors employees for

external Training Programmes in specialized areas of functioning

Lectures / Conferences

Stimulation exercise



Case study

Experimental exercise

Vestibule training

In basket exercise

Class room methods

Computer based training

Role playing

T-group

Lectures / Conferences:

This approach is well adapted to convey specific information, rules,

procedures or methods. This method is useful, where the information is to

be shared among a large number of trainees. The cost per trainee is low in

this method.

Stimulation exercise:

Any training activity that explicitly places the trainee in an artificial

environment that closely mirrors actual working conditions can be

considered a Simulation. Simulation activities include case experiences,

experiential exercises, vestibule training, management games & role-play.

Case Studies:

The case study is based upon the belief the best managerial

contemplation, and discussion of concrete cases. In this method the trainee

is expected to

o Select the master the facts; become acquainted with the

content of the case.

o Define the objectives sought in dealing with the issues

in the case.



o Identity the problems in case and uncover the probable

causes.

o Develop alternative courses of actions.

o Screen the alternatives using the objectives as the

criteria

o Select the alternative that is most in keeping with the

stated objectives.

Experimental exercise:

Are usually short, structured learning experiences where individuals

learn by doing. For instance, rather than talking about inter-personal

conflicts & how to deal with them, an experiential exercise could be used

to create a conflict situation where employees have to experience a conflict

personally & work out its solutions.

Vestibule training:

Employees learn their jobs on the equipment they will be using, but

the training is conducted away from the actual work floor. While expensive,

Vestibule training allows employees to get a full feel for doing task without

real world pressures. Additionally, it minimizes the problem of transferring

learning to the job.

In basket exercise:

It is also known as In-tray method of training. The trainees is

presented with a pack of papers & files in a tray containing administrative

Problems & is asked to take decisions on these problems & are asked to take



decisions on these within a stipulated time. The decisions taken by the

trainees are compared with one another. The trainees are provided feedback

on their performance.

Class room methods

Off the job training simply means that the training is not a part of

every job activity. The actual location may be in the company classrooms or

in places which are owned by the company.

Computer based training

This training is provided to the employees in the computer software

programmes in order to have a basic knowledge in computers so that the

employees improve their skills and knowledge and implement them at their

workplace.

T-Group Training

This usually comprises associations, audio-visuals aids, and planned

reading programmes.

Members of a professional association receive training by it in new

techniques and ideas pertaining to their own vocations through a regular

supply of professional journals and informal social contacts or gatherings,

members are kept informed of the latest development in their particular

field.

Audio-Visual aid – records, tapes and films are generally used in teaching

methods.

Planned and supervised reading programmes are conducted.

Technical publication and the latest journals are kept in the library for the

use of the trainees.

1.4 SCOPE OF THE STUDY



The study helps the organization to know more about the training

needs of the employees, which leads to improve the production. Its helps the

management to know the training needs of the employee. It studies the

satisfaction of employee at each section of the organization. Also this helps

to know existing training method.

1.5 OBJECTIVES OF THE STUDY



Primary objectives

To study about the effectiveness of training in GVG Paper Mills (P)

Ltd., Udumalpet.

Secondary Objectives

To explore the present training programme in GVG Paper Mills.

To identify the role of training needs, this improves the performance

of workers.

To identify the needs of training.

1.6 LIMITATIONS OF THE STUDY



Workers may reluctant to give correct information.

Since the officials were busy with their routine work it was difficult

to spare their time for detailed discussion

Employees are not ready to waste their time for interview.

The respondent’s responses to the questions might be based due to the

fear towards Management.

Due to the time constrain the sample size has been limited to 65.

Chapter II

RESEARCH METHODOLOGY AND ANALYSIS



RESEARCH METHODOLOGY

According to Clifford Woody research comprises defining and

redefining problems, formulating hypothesis or suggested solutions;

collecting, organizing and evaluating data; making deductions and reaching

conclusions; and at least carefully testing the conclusion to determine

whether they fit the formulating hypothesis.

RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research

purpose with economy in procedure.” In fact, the research design is the

conceptual structure within which research is conducted; it constitutes the

blueprint for the collection, measurement and analysis of data.

DESCRIPTIVE RESEARCH DESIGN

The research design adopted in this study is descriptive research

design. Descriptive research studies are those studies which are concerned

with describing the characteristic of a particular individual, or of a group.

The studies concerned specific predictions, with narration of facts and

characteristics concerning individual, group or situation are examples of

descriptive research studies.

SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from a

given population. It refers to the technique or the procedure the researcher

would adopt in selecting items for sample. Sample design may as well lay



down the number of items to be included in the sample i.e., the size of

sample. Sample design is determined before data are collected. Researcher

must select a sample design which should be reliable appropriate for his

study.

The investigator here adopted convenience sampling, because

employees are selected according to the convenience to know effectiveness

of training.

SAMPLE SIZE

A sample of 65 people was taken for the survey. The required data

collected through questionnaire.

SAMPLING AREA

The study was conducted inside the company.

DATA COLLECTION

The data collection begins after research problem has been defined

and research design plan chalk out. While deciding about the method of data

collection to be used for study, the researcher should keep in mind the two

types of data available primary and secondary.

DATA COLLECTION TOOLS

A Structured designed questionnaire is used for surveying the

respondents the interviewer has used close ended questions and 5 point

rating scale in the questionnaire.

TYPES OF DATACOLLECTION

The information required for this research was collected mainly

from the primary sources and from secondary sources. The primary source



consists of the data analyzed from questionnaire and interaction with the

user at that time only. Books magazine &various websites are used as

secondary source.

Here in this project the data used by the researcher for collecting

information are

Primary Method

Secondary Method

PRIMARY DATA

This study is based on the primary data. For this primary data

collection, questionnaire method is used.

The primary data are those which are collected afresh and for the first

time, and thus happen to be original in character. Open-ended, close-ended,

rating scale are incorporated in the questionnaire for the collection of data.

PILOT STUDY

Before collecting the primary data the researcher has conducted a

pilot study on 10 respondents to find out the relevance of the questions.

Questions are then framed in a logical manner and irrelevant ones are

screened out. Thus, well structured questions are used for the collection of

the data from the employees.

And these questionnaires are structured questionnaires, with pre-

determined questions and all the questions used are closed questions.

Secondary Data

It is mainly obtained from various books related to Training and also

various records, reports, some earlier research work etc obtained from the

company.



Tools used

Simple percentage.

Column charts.

Pie charts.

Chapter III

REVIEW OF LITERATURE



Shana.c.k did the project entitled “A study on employees”

expectations towards the training and development at rub co sales

international ltd”, kannur.he suggested to the company that the

employees can be classified into skilled workers and unskilled

workers and semiskilled workers accordingly the training program

can be designed and implemented.

J.G. magdalen nishanthini undergone the project titled “A study in

worker satisfaction on the training programs in vishnuvardhan

paper mills pvt ltd.

She suggests the company that the employee can be divided into

different categories based on their experience and training may be given as

per requirements of each category of their fullest benefit.

D.Santhana Krishnan had entitled the project “A study on employee

training and development with special reference to kumar cottan

pulps ltd” through the year of 2003-2004. He found that the company

lacks duration of the training program and motivate the employees for

implement their skills and knowledge.

J.prema has done the project entitled that “A study on the effectiveness

of employee training and development at Roots industries limited”,

Coimbatore during the period of 2003-2004.

She suggested the company to do the following things.



Training program may be conducted outside the work

spot and during working hours. So that the employee feel

a change in atmosphere, which will help to learn new

things.

Job rotation can be implemented to create job interest

among the employee.

\

Chapter-IV

DATA ANALYSIS AND INTERPRETATION



TABLE: 1

AGE GROUP OF THE RESPONDENTS

Age group No. of respondents In %

20-24 years 16 25

25-29 years 21 32

30-34 years 14 22

35-39 years 8 12

40 above 6 9

Total 65 100

INFERENCE:

From the above table it is inferred that 32% of the

respondents are in the age group between 25-29 years, 25% of the



respondents are in the age group between 35-39 years and 9% of the

respondents are in the age group of 40 years and above.

PLATE: 1

AGE GROUP OF THE RESPONDENTS



20-24 years 25-29 years 30-34 years 35-39 years 40 above0

5

10

15

20

25

30

35

25%

32%

22%

12%9%

Age group

Perce

ntag

e

TABLE: 2

GENDER DETAILS



Gender details No. of Respondents In %

Male 46 71

Female 19 29

Total 65 100

INFERENCE:

From the above table it is clear that about 71% of the

respondents are male and 29% of the respondents are female .

PLATE: 2

GENDER DETAILS



Male71%

Female29%



TABLE: 3

MARITAL STATUS OF THE RESPONDENTS

Marital Status No. of Respondents In %

Married 30 46

Unmarried 35 54

Total 65 100

INFERENCE:


respondents are unmarried and 46% of respondents are married.



PLATE: 3

MARITAL STATUS OF THE RESPONDENTS

Married 46%

Unmar-ried 54%



TABLE: 4

EXPERIENCE OF THE RESPONDENTS

Experience No. of Respondents In %

3 Yrs 14 22

5 Yrs 29 45

7 Yrs 16 24

Above 10 Yrs 6 9

Total 65 100

INFERENCE:


respondents are 5 years are experienced, 24% of the respondents

are 7 years are experienced, 22% of the respondents are 3 years

experienced and 9% of the respondents are above 10 years

experienced.



PLATE: 4

EXPERIENCE OF THE RESPONDENTS

3 Yrs 5 Yrs 7 Yrs Above 10 Yrs 0

5

10

15

20

25

30

35

40

45

50

22%

45%

24%

9%

Experience

Perce

ntag

e



TABLE: 5

MONTHLY INCOME DETIALS

Monthly Income No. of Respondents In %

Below 1500 - 0

1500 – 3000 - 0

3000-5000 18 28

Above 5000 47 72

Total 65 100

INFERENCE:


respondents monthly income are above 5000, 28% of the respondents

monthly income are between 3000-5000, no respondents are in the

monthly income between 1500-3000 and below 1500.



PLATE: 5

MONTHLY INCOME DETIALS

Below 1500 1500 – 3000 3000-5000 Above 50000

10

20

30

40

50

60

70

80

0% 0%

28%

72%

Monthly income

Perc

enta

ge



TABLE: 6

EDUCATIONAL QUALIFICATION

Educational Qualification No. of Respondents In %

Grade 12th Certificate 34 52

Diploma 15 23

Graduate 13 20

Post Graduate 3 5

Total 65 100

INFERENCE:

From the above table it is inferred that about 52% of the

respondents are grade 12th certificate, 23% of the respondents are

diploma holders, 20% of the respondents are graduate and 5% of the

respondents are post graduate.



PLATE: 6

EDUCATIONAL QUALIFICATION

Grade 12th Cer-tificate

Diploma Graduate Post Graduate 0

10

20

30

40

50

6052%

23%20%

5%

Educational qualification

Perc

enta

ge



TABLE: 7

LEVEL OF EMPLOYMENT

Level of Employment No. of Respondents In %

Seniors 32 49

Middle 18 28

Junior 15 23

Total 65 100

INFERENCE:

From the above table it is inferred that about 49% of

the respondents are senior level employees, 28% of the respondents

are middle level employees and 23% of the respondents are junior

level employees.

PLATE: 7



LEVEL OF EMPLOYMENT

Seniors Middle Junior 0

10

20

30

40

50

6049%

28%23%

Level of employment

Perc

enta

ge



TABLE: 8

ATTENDED TRAINING PROGRAMME AFTER JOINING THIS

COMPANY

Opinion No. of Respondents In %

Yes 56 86

N0 9 14

Total 65 100

INFERENCE:


the respondents attended the training programme after joining the

company and 14% of the respondents didn’t attended the training

programme after joining the company .



PLATE: 8

ATTENDED TRAINING PROGRAMME AFTER JOINING THIS

COMPANY

Yes 86%

N014%



TABLE: 9

PREFERRED LANGUAGE OF INSTRUCTION

Languages No. of Respondents In %

English - -

Tamil 65 100

Total 65 100

INFERENCE:


the respondents preferred language of instruction is Tamil and no

respondents preferred the language of instruction in English.



PLATE: 9

PREFERRED LANGUAGE OF INSTRUCTION

100%Tamil



TABLE: 10

LEVEL OF SATISFACTION

Factors No. of Respondents In %

Highly satisfied 38 58

Satisfied 10 16

Neutral 8 12

Dissatisfied 6 9

Highly Dissatisfied 3 5

Total 65 100

INFERENCE:


respondents are highly satisfied towards the level of training, 16% of

the respondents are satisfied towards the level of training, 12% of the

respondents are neutral towards the level of training , 9% respondents

are dissatisfied towards the level of training and 5% respondents are

highly dissatisfied towards the level of training.



PLATE: 10

LEVEL OF SATISFACTION

Highly sat-isfied

Satisfied Neutral Dissatisfied Highly Dissatisfied

0

10

20

30

40

50

60

70 58%

16%12%

9%5%

Level of satisfaction

Per

cent

age



TABLE: 11

DURATION OF TRAINING

Duration No. of Respondents In %

1-3 days 2 3

4-6 days 25 39

More than 6 days 38 58

Total 65 100

INFERENCE:


respondents training duration is more than 6 days, 39% of the

respondents training duration is 4- 6 days and 3% of respondents are in

the training duration of 1-3 days.



PLATE: 11

DURATION OF TRAINING

1-3 days 4-6 days More than 6 days0

10

20

30

40

50

60

70

3%

39%

58%

Duration of training

Perc

enta

ge



TABLE: 12

FREQUENCY OF TRAINING PROGRAMME ORGANIZSD

opinion No. of Respondents In %

Once in a month - -

Once in 3 month - -

Once in 6 months 47 72

Once in a year 18 28

Total 65 100

INFERENCE:


the respondents are of opinion that the frequency of the training

programmes organized by the company is once in 6 months, 28%

of the respondents are of opinion that the frequency of the training

programmes organized by the company is once in a year, no

respondents are of opinion that the frequency of the training

programmes organized by the company is once in 3 months and

no respondents are of opinion that the frequency of the training

programmes organized by the company is once in a month.



PLATE: 12

FREQUENCY OF TRAINING PROGRAMME ORGANISED

Once in 6 months Once in a year 0

10

20

30

40

50

60

70

80 72%

28%

Frequency of training

Perc

enta

ge



TABLE: 13

MODE OF TRAINING

Mode No. of Respondent In %

External 12 18

Internal 51 79

Both 2 3

Total 65 100

INFERENCE:


the respondents attended internal type of training, 18% of the

respondents attended external type of training and 3% of the

respondents attended both types of training.



PLATE: 13

SHOWING THE TYPES OF TRAINING

External Internal Both0

10

20

30

40

50

60

70

80

90

18%

79%

3%

Mode of training

Perc

enta

ge



TABLE: 14

ADEQUACY OF TRAINING TO DO THE JOB


Yes 61 94

No 4 6

Total 65 100

INFERENCE:


respondents received adequate training to do the job, 6% of

respondents not received the adequate training to do the job.



PLATE: 14

ADEQUACY OF TRAINING TO DO THE JOB

Yes No0

102030405060708090

10094%

6%

Adequacy of training

Perc

enta

ge



TABLE: 15

TRAINING ON NEW TECHNOLOGY

Preferred factors No. of Respondents In %

Strongly Agree 37 57

Agree 12 18

Neutral 14 22

Disagree 2 03

Strongly Disagree 0 0

Total 65 100

INFERENCE:


the respondents are of the opinion that they strongly agree on the

above statement, 22% of the respondents are of the opinion that

they are neutral on the above statement, 18% of the respondents are

of the opinion that they agree on the above statement, 3% of the

respondents are of the opinion that they disagree on the above

statement and no respondents are of the opinion that they strongly

disagree on the above statement.



PLATE: 15

TRAINING ON NEW TECHNOLOGY

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

6057%

18% 22%

3% 0%

Training on new technology

Perc

enta

ge



TABLE: 16

IMPROVEMENT OF EMPLOYEES ABILITY THROUGH

TRAINING

Factors No. of Respondents In %


Agree 8 12

Neutral 7 11

Disagree 5 8

Strongly disagree 2 3

Total 65 100

INFERENCE:

From the above table it is inferred that the

improvement of their ability through training is strongly agreed by

65% of the respondents, agreed by 12% of the respondents, Neutral

by 11% of the respondents ,disagreed by 8% of the respondents and

strongly disagreed by 3% of the respondents.



PLATE: 16

IMPROVEMENT OF EMPLOYEES ABILITY THROUGH

TRAINING

Strongly Agree

Agree Neutral Disagree Strongly disagree

0

10

20

30

40

50

60

7065%

12% 11% 8%3%

Improvement of employees

Perc

enta

ge



TABLE: 17

SAFETY MEASURES



Agree 32 49

Neutral 3 5

Disagree 1 1

Strongly disagree - -

Total 65 100

INFERENCE:

The above table shows that the safety measures taken

during the training is agreed by 49% of respondents, strongly

agreed by 45% of respondents, neutral by 5% of respondents,

disagreed by 1% of respondents and no respondents are strongly

disagreed.



PLATE: 17

SAFETY MEASURES

Strongly Agree


0

10

20

30

40

50

6045% 49%

5%1%

0%

Safety measures

Perc

enta

ge



TABLE: 18

TRAINING CREATES AN AWARENESS FOR STRENGTH AND

WEAKNESS


Strongly

Agree 23 35

Agree 19 29

Neutral 12 19

Disagree 8 12

Strongly Agree 3 5

Total 65 100

INFERENCE:

From the above table it is inferred that the training

Creates interest for individual learning is Strongly agreed by 35%

of the respondents, agreed by 29% of the respondents, neutral by

19% of the respondents, disagreed by 12% of the respondents and

strongly disagreed by 5% of the respondents.



PLATE: 18

TRAINING CREATES AN AWARENESS FOR STRENGTH AND

WEAKNESS

Strongly Agree

Agree Neutral Disagree Strongly Agree

0

5

10

15

20

25

30

35

4035%

29%

19%

12%

5%

Training awareness

perc

enta

ge



TABLE: 19

OPINION REGARDING THE TRAINING OPPORTUNITIES

INFERENCE:


opportunity to employees is fair, is Agreed by 46% of respondents ,

Strongly Agreed by 29% of respondents , neutral by 17% of

respondents , disagreed by 5% respondents and strongly disagreed by

3% respondents.


Opinion No. of Respondent In %


Agree 30 46

Neutral 11 17

Disagree 3 5


Total 65 100


PLATE: 19

OPINION REGARDING THE TRAINING OPPORTUNITIES

Strongly Agree


05

101520253035404550

29%

46%

17%

5%3%

Training opportunities

Perc

enta

ge



TABLE: 20

SHOWING THE SUPERVISORS SUPPORT TO EMPLOYEES TO

LEARN OUTSIDE THE JOB

Supervisors support No. of Respondents In %


Agree 11 17

Neutral 8 12

Disagree 4 6


Total 65 100

INFERENCE:

From the above table it is inferred that the Supervisors

support employee to learn outside the Job is Strongly agreed by 62%

of respondents , agreed by 17% of respondents , neutral by 12% of

respondents, disagreed by 6% of respondent and Strongly disagreed by

3% of respondent.



PLATE: 20

SHOWING THE SUPERVISORS SUPPORT TO EMPLOYEES TO

LEARN OUTSIDE THE JOB

Strongly Agree


0

10

20

30

40

50

60

70 62%

17%12%

6%3%

Supervisors support

Per

cent

age



TABLE: 21

HIGH PRIORITY TO PROVIDE APPROPRIATE TRAINING



Agree 37 57

Neutral 5 8

Disagree 2 3

Strongly disagree - -

Total 65 100

INFERENCE:

From the above table it is evident that the Highly

priority to provide appropriate training is , agreed by 57% of

respondents,Strongly agreed by 32% of respondents, Neutral by 8%

of respondents, disagree by 3% of respondents and no respondents

are Strongly disagreed.



PLATE: 21

HIGH PRIORITY TO PROVIDE APPROPRIATE TRAINING

Strongly Agree


0

10

20

30

40

50

60

32%

57%

8%3% 0%

High priority to provide appropritate training

Perc

enta

ge

TABLE: 22



TRAINING MOTIVATES TO LEARN NEW IDEAS AND

CONCEPTS

Opinion No .of Respondents In %


Agree 12 19

Neutral 4 6

Disagree - -

Strongly Agree - -

Total 65 100

INFERENCE:

From the above table it is evident that the training

motivates to learn new ideas and concepts is Strongly agreed by

75% of respondents, agreed by 19% of respondents, neutral by 6%

of respondents, disagreed by no of respondents and Strongly

disagreed by no of respondents

PLATE: 22



TRAINING MOTIVATES TO LEARN NEW IDEAS AND

CONCEPTS

Strongly Agree

Agree Neutral Disagree Strongly Agree

0

10

20

30

40

50

60

70

8075%

19%

6% 0% 0%

Training motivates to learn new ideas and concepts

Perc

enta

ge

TABLE: 23



TRAINING REDUCES COST, WASTE AND INCREASES

PRODUCTIVITY


strongly Agree 44 68

Agree 14 21

Neutral 7 11

Disagree - -

strongly disagree - -

Total 65 100

INFERENCE:

From the above table it is clear that the training

reduces cost ,waste & increases Productivity is Strongly agreed by

68% of respondents, agreed by 21 % of respondents, neutral by

11% of respondents, disagreed by no respondents and strongly

disagreed by no respondents.

PLATE: 23



TRAINING REDUCES COST, WASTE AND PRODUCTIVITY

strongly Agree

Agree Neutral Disagree strongly disagree

0

10

20

30

40

50

60

70

80 68%

21%11%

0% 0%

Training reduces cost ,waste and increase productivity

Per

cent

age

TABLE: 24



TRAINING IMPROVES QUALITY OF GOODS AND SERVICES

Opinion No. of respondents In %

Strongly agree 22 34

Agree 31 48

Neutral 2 3

Disagree 6 9

Strongly agree 4 6

Total 65 100

INFERENCE:

From the above table it is clear that the training

improves Quality of goods and services is agreed by 48% of

respondents, Strongly agreed by 34% of respondents, neutral by 3%

of respondents, disagreed by 9% of respondents, Strongly disagreed

by 6% of respondents

PLATE: 24



TRAINING IMPROVES QUALITY OF GOODS AND SERVICES

Strongly agree

Agree Neutral Disagree Strongly agree

0

10

20

30

40

50

60

34%

48%

3%

9%6%

Training improves quality of goods and services

Perc

enta

ge

TABLE: 25

TRAINING - COMMITMENT AND INVOLVEMENT.





Agree 18 28

Neutral 11 7

Disagree - -

Strongly agree - -

Total 65 100

INFERENCE:

From the above table it is inferred that the

improvement of training towards the commitment and involvement

is Strongly agreed by 55% of respondents, agreed by 28% of

respondents, neutral by 7% respondents, disagreed by no respondents,

Strongly disagreed by no of respondents.

PLATE: 25

TRAINING - COMMITMENT AND INVOLVEMENT



Strongly Agree

Agree Neutral Disagree Strongly agree

0

10

20

30

40

50

6055%

28%

7%0% 0%

Training commitment and involvement

Perc

enta

ge



TABLE: 26

TRAINING PROGRAMME IS MOST VALUABLE

OpinionNo. of

RespondentsIn %


Agree 14 22

Neutral 5 8

Disagree 6 9


Total 65 100

INFERENCE:


programme given is most valuable , Strongly agreed by 35% of

respondents, agreed by 22% of respondents, neutral by 8%

respondents, disagreed by 9% respondents, Strongly disagreed by 6%

of respondents.



PLATE: 26

TRAINING PROGRAMME IS MOST VALUABLE

Strongly Agree


0

5

10

15

20

25

30

35

40 35%

22%

8% 9% 6%

Training programme is most valuable

Perc

enta

ge



TABLE: 27

ADVANCEMENT IN CAREER

OpinionNo. of

RespondentsIn %


Agree 12 19

Neutral 8 12

Disagree 6 9


Total 65 100

INFERENCE:

From the above table it is inferred that the training is

useful for advancement in career is Strongly Agreed by 54% of

respondents, agreed by 19% of respondents, neutral by 12% of

respondents, disagreed by 9% respondents, Strongly disagreed by 6%

of respondents.



PLATE: 27

ADVANCEMENT IN CAREER

Strongly Agree


0

10

20

30

40

50

60 54%

19%

12%9%

6%

Advancement in career

Perc

enta

ge



TABLE: 28

TRAINING PROGRAMME CONDUCTED IS EFFECTIVE

OpinionNo. of

RespondentsIn %


Agree 7 11

Neutral 6 9

Disagree 3 5


Total 65 100

INFERENCE:


programmers conducted are effective is Strongly Agreed by 72% of

respondents, agreed by 11% of respondents, neutral by 9%

respondents, disagreed by 5% of respondents and Strongly disagreed

by 3% of respondents.



PLATE: 28

TRAINING PROGRAMME CONDUCTED IS EFFECTIVE

Strongly Agree


0

10

20

30

40

50

60

70

80 72%

11%9%

5% 3%

Training programme is effective

Perc

enta

ge

Chapter V



FINDINGS

32% of the respondents are in the age group between 25-29 years.

71% of the respondents are male.

54% of the respondents are unmarried.

45% of the respondents are 5 years are experienced.

72% of the respondents monthly income are above 5000.

52% of the respondents are grade 12th certificate.

49% of the respondents are senior level employees.

86% of the respondents attended the training programme after

joining the company.

100% of the respondents preferred language of instruction is Tamil.

58% of the respondents are highly satisfied towards the level of

training.

58% of the respondents training duration are more than 6 days.

72% of the respondents are of opinion that the frequency of the

training programmes organized by the company is once in 6

months.

79% of the respondents attended internal type of training.

94% of the respondents received adequacy of training to do the

job.

57% of the respondents are of the opinion that they strongly

agree on the above statement.

65% of the respondents strongly agreed that the ability is improved

through training.

49% of respondents agreed that the safety measures are taken during

the training.

35% of the respondents Strongly agreed that the training Creates

interest for individual learning .



46% of respondents agreed the training opportunity to employees is

fair.

62%of respondents Strongly agreed that the Supervisors support

employee to learn outside the Job.

57% of respondents agreed that the Highly priority is provided

during appropriate training .

75% of respondents Strongly agreed that the training motivates

to learn new ideas and concepts .

68% of respondents Strongly agreed that the training reduces

cost,waste & increases Productivity.

48% of respondents agreed that the training improves Quality of

goods and services.

55% of respondents Strongly agreed that there is an improvement

of training towards the commitment and involments.

35% of respondents Strongly agreed the training programme

given is most valuable.

54% of respondents Strongly Agreed that the training is useful

for advancement in career.

72% of respondents Strongly Agreed that the training programmers

conducted are effective.

SUGGESTIONS FOR THE COMPANY

For better understanding and adaptability of the training imported, the

company should give more attention towards training programmes.



The employees can be classified into skilled workers and unskilled

workers accordingly the training programme can be designed and

implemented.

Though the company agrees that the training plays a vital role in the

organization development, the company should give more importance

to the training needs.

External trainers can be increased rather than internal trainers,

because of their closeness with the employees.

The company can adopt on the job and class room training methods

for improving the effectiveness of training.

The main purpose of the training is to make the employees to

understand training in its own way, so the method of the training can

be made easy and adaptable.

Frequency of training can be given as once in a month.

CONCLUSION

In GVG Paper Mills Pvt Ltd., the researcher identified specific

training design and evaluation features to the effectiveness of training and

organizations. Our results suggest that the training method used, the skill or



task characteristic trained, and the choice of training evaluation criteria are

related to the observed effectiveness of training programs. Hope that the

researchers and practitioners will find the information presented here to be

of some value in making informed choices and decisions in the design,

implementation, and evaluation of organizational training programs.

The researcher concluded the study that effective training makes an

employee a commitment & involvement and also providing promotion

career development. Some suggestions should be taken into account by the

company to make their employees at highly committed for its better

performance in future. If not taken care then many dedicated employees

may leave the organization as soon as possible.

BIBLIOGRAPHY

Prasad. L.M., Human Resource Management, Second Edition,

Reprint 2006, Sultan Chand and Sons, New Delhi. (1990).



Udai pareek., T.V.Rao., Designing and managing human resource

systems, Third Edition, Reprint 2008, Vijay Primlani for oxford &

IBH publishing co.pvt.ltd. New Delhi.

P.C .Tripathi, personnel management and industrial relations, Twelfth

Edition, Reprint (1998).

C.R.kothari., Research methodology., second edition., New Age

International Publisher.(2004)

WEBSITES

www.gvgmudt.com

www.citehr.com

www.yahoo .com

www.google .com

Chapter VII

ANNEXURE

QUESTIONNAIRE



A STUDY ON EMPLOYEES EFFECTIVENESS ON TRAINING

PROGRMMES AT GVG PAPER MILLS LTD., UDUMALPET

1. What is your age group?

a. 20-24 [ ] b.25-29 [ ]

c. 30-34 [ ] d.40-45 [ ]

2. Gender

a. Male [ ] b. Female [ ]

3. Department ___________________

4. Marital status.

a. Married [ ] b. Unmarried [ ]

5. Experience

a. Below 3 yrs [ ] b.3-5 yrs [ ]

c.5-10 yrs [ ] d. Above 10 yrs [ ]

6. Monthly income

a. Below 1500 [ ] b.1500-3000 [ ]

c.3000-5000 [ ] d. Above 5000 [ ]

7. Qualification

a. 12 certificate [ ] b. Diploma [ ]

c. Graduate [ ] d. Post Graduate[ ]

8. What is your level of employment?

a. Senior [ ] b. Middle [ ] c. Junior [ ]

9. Have you attended any training programme after joining this company?

a. Yes [ ] b. No [ ]

10. What is your preferred language of instruction?

a. Tamil [ ] b. English [ ]

11. How satisfied are you with the training that you received from the

company.



a. Strongly Agree [ ] b. Agree [ ] c. Neutral [ ]

d. Disagree [ ] e.Strongly Disagree [ ]

12. How many days you were given training.

a. 1-3 [ ] b.4-6 [ ] c. More Than 6 [ ]

13. How frequently training programmes are organized.

a. Once in a month [ ] b. Once in 3 month [ ]

c. Once in 6 month [ ] d. Once in a year [ ]

14. What type of training you prefer.

a. External [ ] b. Internal [ ] c. Both [ ]

15. Do you receive the necessary training to do your job?

a. Yes [ ] b. No [ ]

16. Employees receive needed training about new technologies.


d. Disagree [ ] e. Strongly Disagree [ ]

17. I can improve my ability through training.



18. Training includes safety measures.



19. Training creates an interest for individual learning by making you aware

of your strengths and weakness.



20. Training opportunities are unfairly provided to all employees.





21. Supervisors / team leaders support employee effort to learn outside the

job.



22.High priority is given to providing appropriate training.



23. Training motivates me to learn new ideas and concepts related to my

field.



24. Training reduces cost & waste and increases productivity?



25. Training improves quality of goods and services.



26. Training increases the commitment and involvement of employees in

their work.



27. Did you feel the training programme is most valuable?



28. Training provides opportunity for learning and advancement in career.





29. Training programmes conducted are effective.



30. Give your suggestion to improve the training process in your company.

Thank You.


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