sarvjeet kaur

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Submitted To: - Submitted By:-(Pooja Bajpai) Sarvjeet Kaur

(Faculty of Management) M.B.A. IIIrd Sem.

Roll No.

Approved by: AICTE & NCTE, Ministry of HRD, Govt. of India, New Delhi

Affiliated to Uttarakhand Technical University, Dehradun


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PREFACE:-

Theory and practice are the two aspects of management education. In order to produce a dynamic

and promising executive, the two have to be blended together. In India, the industrial training in

the domain of management courses has received pivotal importance. It exposes the potential

manager to the actual work environment and provides them a rich insight into what actually goes

on in the industrial climate of India. Infact it is the implementation of theory in practice is the life

force of management.

A seven week vocational training is a requirement for the award of the Master Degree in

Business Administration. I had the privilege of doing my summer training at KARAM Industries

(Rudrapur), I must say that the management provided me with an excellent work atmosphere for

learning.

The project I worked on during my training at KARAM Industries was

Mr. Abhishek Saxena motivated me to undertaken this topic for my project report.


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DECLARATION:-

I hereby declare that the Project Report TRAINING AND

DEVELOPMENTwith special reference to KARAM Industries

Rudrapur (Uttarakhand) submitted toSaraswati Institute of

Management & Technology, Rudrapurin partial fulfillment of the

requirement for the degree of Master of Business Administration is my

original work and not submitted for the award of any other Degree,Diploma or other similar title or prizes.

Place: Rudrapur

Date:


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ACKNOWLEDGEMENT:-

I wish to express my heartfelt Gratitude to the Management of KARAM Industries Rudrapur

(Uttarakhand) for extending co-operation and guidance to me during the Summer Training. They

provide me an excellent, disciplined and cordial work environment throughout the training.

I would like to express my gratefulness in particular Mr. Abhishek Saxena (Astt. manager H.R.)

for accepting me as a summer trainee in his highly esteemed organization. His help, guidance

and keen interest in the project are a source of inspiration for me to ameliorate the research. In

spite of the busy schedules, his deep involvement in the project directs me to proceed in the right

direction with enhanced enthusiasm and zeal.

I humbly acknowledge the help and support rendered by Mr. Abhishek Saxena (Astt. Manager

H.R.) in KARAM Industries, RUDRAPUR in the preparation of this project report. His

outstanding co-operation was instrument in the smooth completion of this report. His knowledge

of exclusive software applications helped me in making this project more comprehensive.

This is a combined effort of so many people both inside and outside of the organization without

their help it would have been very difficult for me to the present shape to the project.

The successful completion of this project in very short time has been possible due to the personal

interest taken by Mrs. Pooja Johari (HOD Management Department), Mr. S. F. Ali, Mrs. Gunjan

Shrivastav & Mrs. Shalu Arora, Faculties of Management Department at Saraswati Institute of

Management & Technology, Rudrapur. I am very obliged to these persons who helped us out

during our training tenure.

I would be failing in my duty if I do not thank all the family members and friends & seniors

who helped me with their active and valuable co-operation and made me training tenure

a very fruitful, one last, but not the least, our thank is due, to all those who have contributed

their own to make my project a success.


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TABLE OF CONTENT:-

Executive summary

Introduction of the project

Objective of the Study

Meaning of research

Research methodology

Company Profile

Introduction of topic

Data analysis

Findings

SWOT analysis

Recommendation

CONCLUSIONS & IMPLICATIONS

Limitation

Bibliography

Questionnaire


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EXECUTIVE SUMMARY:-

My project is based on the a study ofTRAINING AND DEVELOPMENT ACTIVITIES IN

KARAM INDUSTRIESprogram for safety industry. It includes that how a manufacturing

company trained their employee for produced their product. As we know that various technical

parts are the major issue for this era so to produce it the industry have to pay attention.

KARAM Industries is the best safety industry. I have collected this information from the plant

ofKARAMIndustries Rudrapur.


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PROJECT INTRODUCTION

Education and training are the element of learning process. Education is the process of increasing

the general knowledge and to develop overall understanding and mental capabilities. It is

theoretical consisting of concept and aimed at simulating and analytical & creative facilities of

an individual.

Training is the process of imparting knowledge and skill for doing a specific job. Training is

more specific and job oriented. As an organized activity, training is designed to create a change

in thinking and behavior of an individual.

As a management student of M.B.A. have across various subjects. However, that was only the

theoretical awareness of the organisation. In order to know the practical implementations of

different subjects in an organisation. I have undergone a summer training program for six weeks

in KARAM Industries Rudrapur.


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OBJECTIVES OF STUDY:-

To study the system of training and development adopted by KARAM Industries.

To measure the level of satisfaction among the worker.

To know about industrial environment.

To see the difference between theoretical knowledge & practical knowledge.

To know how the theoretical knowledge apply in the practical approach.

To know the various H.R. activities and Policies implemented in KARAM Industries.


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MEANING OF RESEARCH:-

Systematized efforts to gain new knowledge

Redman and Mary.

Research is the process of defining and re- defining problems formulating the different

hypothesis with suggested solutions by collecting, summarizing, organizing and evaluating

different datas by thus reaching on solutions with careful testing. Research is common meanswhich refers to search for knowledge.

Research is scientific and systematic search for pertinent information on a specific topic.

A Careful investigation or inquiry specially through search for new facts in any branch of

knowledge.

Advanced Learners Dictionary

OBJECTIVE OF THE RESEARCH:-

1- The purpose of research is to discover answer to questions through the application of

scientific procedure. The main aim of research is to find out the truth which is hidden andwhich has not been discovered as yet.

2- To portray accurately the characteristics of a particular individual, situation or a group(studies with this object in view are known as descriptive research studies);

3- To determine the frequency with which something occurs or with which it is associated

with something else ( studies with this object in view are known as diagnostic researchstudies );

4- To test a hypothesis of a casual relationship between variables (such studies are known ashypothesis testing research studies).


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RESEARCH METHODOLOGY:-

Research methodology refers to the various sequential steps (along with a rationale, of each such

step to adopt by a researcher in studying a problem with certain object or objectives in view. It

would be appropriate to mention that research projects are not susceptible to any one complete

and inflexible sequence of steps and type of problems to be studied will determine the particular

steps to be taken and their order too. However, the following steps provide useful procedural

guidelines so far research methodology is concerned;

1- Tentative selection of the problem (i.e. topic of research )

2- Initial survey of literature.

3- Defining or selecting the research problem.

4- Specification of the information required.

5- Design of the research project.

6- Sample design.

7- Collection of data or construction of questionnaire.

8- Execution of the project.

9- Analysis of data

10- Arriving at generalization; and

11- Preparation of the report.

DATA COLLECTION:-


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When research problem has been defined or research plan has been chalked out, the task of data

collection begins.

There are two types of data-

1- PRIMARY DATA

2- SECONDARY DATA

PRIMARY DATA:

Primary data are those which are collected fresh and for the first time and original in character.

METHODS OF COLLECTING PRIMARY DATA:-

1- OBSERVATION METHOD

2- INRTVIEW METHOD3- QUESTIONNAIRE

4- SCHEDULES

SECONDARY DATA:-

Secondary data are those which have already been collected by someone and this data has

already been passed through a statistical process.

COLLECTION OF SECONDARY DATA:-

Secondary data means that are already available i.e., they refer to the data which have already

been collected and analyzed by someone else. When the researcher utilizes secondary data, thenhe has to look into various sources from where he can obtain them. In this case he is certainly not

confronted with the problems that are usually associated with the collection of original data.

Secondary data may either be published data or unpublished data. Usually published data areavailable in:

Various publications of the control state are local government.

Various publications of foreign government or of international bodies and theirSubsidiary organization.

Technical and trade journals, books, magazines and newspapers.

Reports prepared by research scholars, unadvertised, economists etc in differentfields.

Public record and statistics, historical document, and other sources of publishedinformation. The sources of unpublished data are many; they may be found in diaries,

letter, published biographies and autobiographies and also may be available with


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scholarship and research workers, trade association, labour bureaus and public/ private

individuals and organizations.

COMPANY HISTORY:-

From the year 1994, And going stronger by the day.

The beginnings are humble and modest.

Then- A team of two like-minded individuals, backed by only five other helping hands, besides

their own self-determination, and die-hard spirit

Now - A consolidated team of more than 700 people, each marching towards a common goal,

and each backing one-another

Then- Safety Nets being the mainstay product

Now- An exhaustive range of Personal Protection Equipment, covering Head-to-Toe

Then- A Company, only dreaming to reach out to the world.

Now- A Company that has lived up to its dreams

Then- A vision to acquire excellence in the field of Quality- in both Product and Service

Now - A stronger vision and a greater commitment towards achieving the same.


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Manufacturing Set-Up at KARAM

PN INTERNATIONAL

Located in the outskirts of the city of Lucknow, about 500kms to the South-East of New Delhi,

the Factory is spread over a span of around 110,000 square feet, with the constructed area beingjust about the same.

A Unit where all the products are manufactured completely in-house, is entirely backward-

integrated, and hence is unique in its own kind. All the components of the Fall Protection range

of KARAM products are produced within one large campus, and yarn and steel are credited as

being the only main raw materials for the same. The idea is to have a complete control over the

finest details of manufacturing in order to reach the highest levels of quality standards.

Strict quality parameters are laid out for Manufacturing and Systems operations, and followed to

the core. The Company has achieved the systems certification of ISO 9001-2000 from UKAS

(UK), and regular and stringent audits keep the pace at KARAM ahead at all times.
http://www.karam.in/images/company_photo.jpg


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PN SAFETECH PVT LTD

This Manufacturing set-up is located in the foot-hills of the Himalayan range, in the small

township of Rudrapur, Uttarakhand, India.

Spanning an area of more than 22,000 square feet, this Factory works in an extremely organized

manner to fulfill the demands of the market. Also accredited with the ISO 9001:2000

Certification, the unit is committed to provide the finest quality products to the valued customers

of KARAM.

KARAM INDUSTRIES...expanding our vision
http://www.karam.in/images/pnsafetech.JPG


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KARAM Industries...the new sister concern of our P. N. Safetech Pvt. Ltd brings with it a new

and higher level of developmental structure, with its manufacturing base located in Sitarganj

(Uttarakhand).

The company has been established with this new name, so as to highlight the progressive

changes which it has made in terms of having better technological advances, and building its

name around the already well established brand of KARAM in the field of Safety.

The product range that KARAM Industries offers shall come with the promise of quality defined

by the high standards set by its parent company, and reflected in the ever increasing value of the

brand- KARAM.

ACHIEVEMENT OF KARAM INDUSTRIES:-

1994 The Company was founded in the year 1994, with a small scale Safety Net

Manufacturing Unit and two offices at New Delhi & Lucknow, UP in India.

Conceived as a professional organization specializing in Design, Development,Manufacturing and Marketing of Quality Fall Protection Devices.

1997 Set up the First Safety Belt Manufacturing Unit in Lucknow, UP, India. Bureau of

Indian Standards, Govt. of India, Awarded the quality certification for Safety Belts asper IS : 3521 : 1989.

1998 Achieved approval from the Director General of Mines and Services, Government of

India.

1999 Became the first Indian Company to achieve CE Certification on Fall Protection

Equipment. All the equipment is now manufactured as per European Norms duly CE

certified.

2003 Awarded a Trophy by the Government of India for achieving Best Exports of SafetyEquipment from the state of Uttar Pradesh, India.

2004 Set up a Second Manufacturing Unit - a 100% Export Oriented Unit, forManufacturing Fall Protection Equipment in Lucknow, UP, India.

2004 Achieved the systems Certification of ISO 9001-2000 from UKAS (UK)


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2005 Set up a Manufacturing Unit in Rudrapur, Uttarakhand, India, to cater to the market

needs of the country.

2006 Launched a new range of Personal Protective Equipment- the Safety Eyewear, CE

certified and conforming to the EN norms

2007 Doubled up the Infrastructure in both the Manufacturing as well as the MarketingSet-ups in the country.

2007 Full Body harnesses, now complying with the American and Australian Norms as

well.

2007 Progressing steadily to cover Personal Protective Equipment range from Head-to-

Toe, KARAM launched Ear-Protection gear, conforming to the EN norms and CE

certified.

2008 Launched the Range of CE Certified Safety Shoes in the Indian Market. Expanded

our Range of CE Certified Retractable Blocks from 5 to 15 mtrs both in plastic and

aluminium casing.Launched an exclusive Range of Mountaineering Equipments.

2009 Successfully achieved Malaysian Certification from Malaysias Govt. Body (SIRIM)

QAS International SDN. BHD. Malaysia.


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INTRODUCTION OF TOPIC:-

TRAINING:-

Employee training is a specialized function and is one of the fundamental operative functions of

Human Resource Management.

Acc to FLIPPO,

Training is the act of increasing the knowledge and skill of an employee for doing a particular

job.

It is a short-term educational process and utilizing a systematic and organized procedure by

which employees learn technical knowledge and skills for a definite purpose.

Training refers to the organizations efforts to improve an individuals ability to perform a job or

organizational role. It can be defined as a learning experience in which it seeks a relative

permanent change in an individual that would improve his ability to perform the job.

DIFFERENCE BETWEEN TRAINING AND

DEVELOPMENT:-

Training and development go hand in hand and are often used synonymously but there is a

difference between them. Training is the process of learning a sequence of programmed

behavior. It is an application of knowledge. It gives people an awareness of the rules and

procedures to guide their behavior. It intends to improve their performance on the current job and

prepares them for an intended job.


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Development is a related process. It covers not only those activities, which improve job

performance, but also those, which bring about growth of the personality. It helps individual in

the progress towards maturity and actualization of potential capabilities so that they can become

not only good employees but better human beings.

PRINCIPLES OF TRAINING:-

MOTIVATION

Learning is enhanced when the learner is motivated. Learning experience must be designed so

learners can see how it will help in achieving the goals of the organization. Effectiveness of

training depends on motivation.

FEEDBACK

Training requires feedback. It is required so the trainee can correct his mistakes. Only getting

information about how he is doing to achieve goals, he can correct the deviations.

REINFORCEMENT

The principle of reinforcement tells the behaviors that are positively reinforced are encouraged

and sustained. It increases the likelihood that a learned behavior well be repeated.

PRACTICE

Practice increases a trainees performance. When the trainees practice actually, they gain

confidence and are less likely to make errors or to forget what they have learned.

INDIVIDUAL DIFFERENCES

Individual training is costly. Group training is advantageous to the organization. Individuals vary

in intelligence and aptitude from person to person. Training must be geared to the intelligence

and aptitude of individual trainee.


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OBJECTIVES OF TRAINING:-

TO INCREASE PRODUCTIVITY

An instructor can help employees increase their level of performance on their assignment.

Increase in human performance leads to increase in the operational productivity and also the

increase in the profit of the company.

TO IMPROVE QUALITY

Better-trained workers are less likely to make operational mistakes. It can be in relationship

to the company or in reference to the intangible organizational employment atmosphere.

TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL

NEEDS

The organizations having good internal training and development programmes will have to

make less changes and adjustments. When the need arises, vacancies can be easily staffed.

TO IMPROVE ORGANIZATIONAL CLIMATE

An endless chain of positive reactions result from a well planned training programme.

TO IMPROVE HEALTH AND SAFETY

Proper training can prevent industrial accidents. A safer atmosphere leads to more stable

attitudes on part of the employees.


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OBSOLESCENCE PREVENTION

Training and development programmes foster the initiative and creativity of employees and

can help prevent manpower obsolescence.

PERSONAL GROWTH

Employees on a personal basis gain individually from their exposure to educational

expressions. Training programmes give them wider awareness and skills.

NEED FOR TRAINING:-

To impart to the new entrants the basic knowledge and skills they need for definite tasks.

To assist employees to function more effectively in their present positions by exposing

them to new concepts.

To build a line of competent people and prepare them to occupy more responsible

positions.

To reduce the supervision time, wastage and spoilage of new material.

To reduce the defects and minimize the industrial accidents.

To ensure the economical output of the required quality.

To prevent obsolescence.

To promote individual and collective morale, responsibility and cooperative attitudes


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TYPES OF TRAINING:-

Training is required for several purposes. Accordingly training programmes may be of the

following types:

Orientation training: Induction or orientation training seeks to adjust newly appointed

employees to the work environment. Every new employee needs to be made fully familiar

with his job, his superiors and subordinates and with the rules and regulations of the

organization. Induction training creates self-confidence in the employees. It is also knows as

pre-job training. It is brief and informative.

Job training: It refers to the training provided with a view to increase the knowledge and

skills of an employee for performance on the job. Employees may be taught the correct

methods of handling equipment and machines used in a job. Such training helps to reduce

accidents, waste and inefficiency in the performance of the job.

Safety training: Training provided to minimize accidents and damage to machinery is

known as safety training. It involves instruction in the use of safety devices and in safety

consciousness.

Promotional training: It involves training of existing employees to enable them to performhigher-level jobs. Employees with potential are selected and they are given training before

their promotion, so that they do not find it difficult to shoulder the higher responsibilities of

the new positions to which they are promoted.

Refresher training: When existing techniques become obsolete due to the development of

better techniques, employees have to be trained in the use of new methods and techniques.


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With the passage of time employee may forget some of the methods of doing work.

Refresher training is designed to revive and refresh the knowledge and to update the skills of

the existing employees. Short-term refresher courses have become popular on account of

rapid changes in technology and work methods. Refresher or re-training programmes are

conducted to avoid obsolescence of knowledge and skills.

PROCESS OF TRAINING:-

Data Gathering

Establish objective

Identify resources

Develop curriculum

Solicit

Feed-

back

Data Gathering/

Evaluation

Facilities transfer of

learning

Perform Training

Plan objectives


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Fig- Sequential Model of an effective Training Process

This model reveals some of the biases, beliefs and philosophies concerning how training should

be conducted in an organization.


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METHODS OF TRAINING :-

Fig - Methods of Training

ON-THE-JOB TECHNIQUES:-

On the job techniques enables managers to practice management skills, make mistakes and learn

from their mistakes under the guidance of an experienced, competent manager. Some of the

methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an employee on

different jobs for periods of time ranging from a few hours to several weeks. At lower job

levels, it normally consumes a short period, such as few hours or one or two days. At higher

job levels, it may consume much larger periods because staff trainees may be learning

complex functions and responsibilities.

Job rotation for managers usually involves temporary assignments that may range from several

months to one or more years in various departments, plants and offices.

Job rotation for trainees involves several short-term assignments, that touch a variety of skills

and gives the trainees a greater understanding of how various work areas function.

METHODS OF

TRAINING

ON- THE- JOB

METHODS

OFF- THE- JOB

METHODS


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For middle and upper level management, it serves a slightly different function. At this stage, it

involves lateral promotions, which last for one or more years. It involves a move to different

work environment so that manager may develop competence in general management decision-

making skills.

Enlarged and enriched job responsibilities: By giving an employee added job duties, and

increasing the autonomy and responsibilities associated with the job, the firm allows an

employee to learn a lot about the job, department and organization.

Job instruction training: It is also known as step-by-step training. Here, the trainer explains

the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job.

The trainer appraises the performance of the trainee, provides feedback information and

corrects the trainee. In simple words, it involves preparation, presentation, performance, and

tryout and follow up.

Coaching: The trainee is placed under a particular supervisor who functions as a coach in

training the individual. The supervisor provides the feedback to the trainee on his

performance and offers him some suggestions for improvement. Often the trainee shares

some duties and responsibilities of the coach and relives him of his burden.A drawback is that the trainee may not have the freedom or opportunity to express his

own ideas.

Committee assignments: Here in, a group of trainees

are given and asked to solve an actual organizational problem. The trainees solve the

problem jointly. This develops team work and group cohesiveness feelings amongst the

trainees.


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OFF-THE-JOB TRAINING:-

It includes anything performed away from the employees job area or immediate work area. Two

broad categories of it are:

IN HOUSE PROGRAMMES

These are conducted within the organizations own training facility; either by training specialists

from HR department or by external consultant or a combination of both.

OFF-SITE PROGRAMMES

It is held elsewhere and sponsored by an educational institution, a professional association, agovernment agency or an independent training and development firm.

The various off- the- job-training programmes are as follows:

Vestibule training: Herein, actual work conditions are

simulated in a classroom. Material, files and equipment those are used in actual job

performance are also used in training. This type of training is commonly used for training

personnel for clerical and semiskilled jobs. The duration of this training ranges from few

days to a few weeks. Theory can be related to practice in this method.

Role-playing: It is defined as a method of human

interaction that involves realistic behavior in imaginary situations. This method involves

action doing and practice. The participants play the role of certain characters, such as

production manager, HR manager, foreman, workers etc. This method is mostly used for

developing interpersonal interactions and relations.

Lecture method: The lecture is a traditional and direct

method of instruction. The instruction organizes the material and gives it to the group of

trainees in the form of a talk. To be effective, the lecture must motivate and create interest

among the trainees. An advantage of this method is that it is direct and can be used for a large

group of trainees.


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Conference or discussion: It is a method in training the

clerical, professional and supervisory personnel. It involves a group of people who pose

ideas, examine and share facts and data, test assumptions and draw conclusions, all of which

contribute to the improvement of job performance. It has an advantage that it involves two-

way communication and hence feedback is provided. The participants feel free to speak in

small groups. Success depends upon the leadership qualities of the person who leads the

group.

Programmed instruction: This method has become

popular in recent years. The subject matter to be learned is presented in a series of carefullyplanned sequential units. These units are arranged from simple to mere complex levels of

instructions. The trainee goes through these units by answering questions or filling the

blanks. This method is expensive and time consuming.

EXECUTIVE DEVELOPMENT PROCESS:-

Executives are the people who shape the policies, make the decisions and see their

implementation in any business organization. They are the president, the vice-president, the

managing director, works manager, plant superintendent, controller, treasurer, office managers,

engineers, directors of functions such as purchasing, research, personnel, legal, marketing etc.

Executive development may be stated as the application of planned efforts for raising the

performance standards of high level managers, and for improving the attitudes and activities that

enter into or influence their work and their work relations.


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EXECUTIVE DEVELOPMENT PROCESS:-

Following are the steps, which are involved in the development process of executives:

OBJECTIVES

The first and foremost step is to define the long- term objectives of training and development of

executives.

STRENGTH AND WEAKNESS

An inventory of managers is taken with special focus on their strength in terms of managerial

skills and other attributes. Their unique capabilities, specialist knowledge and achievements are

listed down against each. A comparison with the requirement of the organization will bring the

gap in knowledge and skills of existing executive. This is the weakness.

LONG- RANGE PLANS

Here the management prepares long-term training and development plans for their executives,

which include the annual training targets, the annual budgets and the specific area of training.

SHORT- TERM PROGRAMME

This programme specify the duration, starting time, ending time, number of executives being

trained, identify the resources etc.

IMPLEMENTATION

The training programme envisaged before is put into operation. The actual training is initiated by

proper timetable and other arrangements.

EVALUATION

In this step, the effectiveness of the executive training programme is evaluated by measuring the

improved performance of executives who underwent the programme, on their job. There are

various criteria of measuring effectiveness such as validity, reliability etc.


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EVALUATING THE EFFECTIVENESS OF TRAINING:-

An Investor in People evaluates the investment in training and development to assess

achievement and improve future effectiveness. Kearns (1994) suggests that there are four groups

of measures of training effectiveness, which are used by organization. The groups are as

follows:

- No Measurement

- Subjective Measures

- Qualitative Measures

- Objective Measures

The first group, in which no real measurement occurs, includes activities undertaken as an Act

of Faith, where no form of measurement is attempted, such as initiatives to improve

communications in organization, which seem to make people feel good and appear to have

worked in some intangible manner.

The second group includes subjective responses from trainees/course delegates, as exemplified

by the Happy Sheet. The main question asked is about how individuals feel after the training.

Organizations often make the assumption that positive responses indicate training success and

therefore value to the organization. However, course delegates may well give strong positive

response scores for a number of reasons, including the presentational skills of the trainer, the

quality of the venue, and the feel good factor of indulging in a creative work group, and so on.

Quality measures appear to be more objective than the previous group, but are often flawed by

subjectivity as well. They are typified by questionnaires asking delegates to put a value on the

likely benefits of a training programme.

Objective measures are the only really meaningful ones. However, they challenge the provider of

training to demonstrate how their training activities feed through to the bottom line: in terms of

return on investment and return on the capital employed. There has often been an assumption, in


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times past, that training somehow justifies itself, because it is all about developing people.

However, it is incumbent on organizations to look critically at the ways in which they evaluate

their training activities, lest they fall prey to the subject approach and are badly caught out when

a rigorous analysis of all the functions of the organizations business is called for. A desirable, if

not essential, characteristic of all training programmes is a built-in provision for evaluation. The

four main dimensions of evaluation are:

EVALUATION OF CONTEXTUAL FACTORS

Training effectiveness depends not only on what happens during training, but also on what

happens before the actual training and what happens after the training has formally ended.

Evaluation should, therefore, be done of both the pre-training and post-training work. Pre-

training work includes proper identification of training needs, developing criteria of who should

be sent for training, how many at a time and in what sequence, helping people to volunteer for

training, building expectations of prospective participants from training etc. Post- training work

includes helping the concerned managers to plan to utilize the participants training, and provide

the needed support to them, building linkages between the training section and the line

departments and so on.

EVALUATION OF TRAINING INPUTSThis involves the evaluation of the training curriculum and its sequencing.

EVALUATION OF THE TRAINING PROCESS

The climate of the training organization, the relationship between participants and trainers, the

general attitude, and approaches of the trainers, training methods, etc are some of the important

elements of the training process which also needs to be evaluated.

EVALUATION OF TRAINING OUTCOMES

Measuring the carry-home value of a training programme in terms of what has been achieved

and how much is the main task of evaluation. This, however, is a complex technical and

professional task. Benefits of a training programme are not obvious and


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They are not readily measurable. Payoffs from training are intangible and rather slow to become

apparent. A central problem is the absence of objective criteria and specific definitions of

relevant variables by which to measure the effectiveness either of specific programmes or

changes in employee behavior. Nevertheless, the good personnel managers do make an effort to

systematically appraise the benefits and results of their programmes.

In job-related training, the objective is to train people for specific job skills so that their

productivity may increase. Evaluation can be done either to the direct criterion of increase in

output or to the indirect criteria of decrease in cost, breakage or rejects. Even more indirect are

measures that point out changes in absenteeism or turnover.

The most difficult problems of evaluation lie in the area of human relations skill training, which

is given to the supervisors and middle- level managers. Supervisory and managerial training

programmes are, for this reason, less amenable to objective review procedures. Much

subjectivity enters into evaluations of these programmes, since exact standards and criteria are

hard to devise.


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TRAINING PROGRAMMES IN KARAM Industries :-

KARAM Industries follows the philosophy to establish and build a strong performance driven

culture with greater accountability and responsibility at all levels. To that extent the Company

views capability as a combination of the right people in the right jobs, supported by the right

processes, systems, structure and metrics.

The Company organizes various training and development programmes, both in-house and at

other places in order to enhance the skills and efficiency of its employees. These training and

development programmes are conducted at various levels i.e. for workers and for officers etc.


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VARIOUS TRAINING PROGRAMMES ORGANISED

FOR THE WORKERS IN KARAM Industries:-

S. no Training Programmes Duration Conducted by

1 ISO 9000 and ISO 14000 refresher

programme

1 day Worker teachers

2 Personality development 2 days Worker teachers

3 Worker teachers day 1 day Worker teachers

4 ISO 14000 awareness day Worker teachers5 National safety day 1 day Worker teachers

6 Fire fighting day Security officer

7 Workers participation in

management

3 days Central board of

workers association

8 Educational trip to Nainital,

Rishikesh, Dehradun

7 days Worker teachers

9 Gemba- Kaizen workshop 5 days Kaizen institute

10 Security and fire fighting 1 day Worker teachers

11 Positive approach 1 day Worker teachers

12 Vipassana meditation 2 days Vipassana Sadhna

Sansthan

13 Workers children- Workshop for

young people, personality

development

1 day Shakuntala Anand

TRAINING IN KARAM Industries:-

KARAM Industries provides training to all its employees as per the policy of the organization.

PURPOSE OF TRAINING: To ensure availability of trained manpower.

SCOPE: All categories of employees

FLOW CHART OF TRAINING PROCEDURE:-


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Fig: - The training procedure

IDENTIFICATION OF NEEDS:-

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness


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MANAGEMENT STAFF

The Performance Appraisal form of the organization has a section in which the training and

development needs are filed up. The person whom the concerned employee is reporting fills thePerformance Appraisal form annually. Such person may be a branch head or department head.

Identification of training need is done at the Executive Office (EO) level for the managers

through the Performance Appraisal forms annually and the records are maintained at the

Executive Office. Managers are nominated for the various training courses by the Executives

Office. Managers may also be nominated to certain training programmes from the branch if the

subjects covered are found to be of interest or if they offer a learning opportunity in some

emerging areas of knowledge.

Training needs for the department through their Performance Appraisal forms identifies the

officers, which are filled in by the department head. The Performance Appraisal forms thus give

the emerging training needs. This exercise is carried out annually.

STAFF AND WORKERS

Training needs for staff and workers are identified based on:

- Companys strategy and policy.

- Organizational Thrust Areas.

- New Emerging Areas.

This together gives the consolidated system of needs that is prepared by the Personnel Officer

and approved by the Department Head.

PREPARATION OF TRAINING PLAN:-


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On the basis of identified training needs, the annual training calendar is prepared by the

Personnel officer and approved by the Personnel Head. Annual Training Budget is prepared by

Branch Personnel Head and is approved by Executive Office. This gives the final list of trainingactivities in a particular year. It is attempted to carry out all the programmes to fulfill the

identified needs. The Head of the Personnel Department monitors the actual training conducted

vis--vis the identified training needs on a monthly basis.

IMPARTING OF TRAINING

Actual training is imparted with the help of in-house and outside agencies. The selection of these

agencies is done on the basis of reputation; programmes offered by them, past experience and

feedback received from the earlier participants.

Training is also imparted by nominating the concerned employee for an external training

programme. All records of the training are maintained at branch as per Record of Training in the

Personnel folder and the same is intimated to the Executive Office Personnel through the

Monthly Personnel Report.

FEEDBACK

A feedback is taken from the participants through a questionnaire on the programme and their

impressions in order to further improve upon the same. There are three such questionnaires

available and one of these is used depending upon the nature of the training programme and the

level of participants. Also, a person from the personnel department sits through the final session

of the programme and takes the verbal feedback about the programme.

INDUCTION TRAINING:-


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STAFF/ OFFICERS/ MANAGERS

This is carried out as the very first step for any new entrant into the branch at the Staff/ Officer/

Manager level. The department prepares a schedule for the employee as per which he is requiredto spend specific time in each department. During such period, he is reporting to the respective

department head. The objective of the induction programme is to familiarize the participant to

the function of different department. The copies of the same are sent to the General Manager and

all concerned. At the end of the induction, the trainee has to submit a report to the Personnel

Department.

WORKERS

In the case of a new entrant, he is called in General shift for 2 days for training under a senior

worker to familiarize him with the welfare facilities like card punching, canteen, public

conveniences, rules and regulations, standing orders, shift timings, spell outs, medical facilities,

leave procedures etc. After two days of training, he is deployed in the concerned department. The

Personnel Officer organizes this.

MANAGEMENT TRAINEES TRAINING

Management trainees are given a fortnight of induction programme. Corporate HR advises it as

per Management Trainee Training programme designed by them. Thereafter, a detailed training

programme is carried out whereby the incumbent is to understand in depth of working of each

department at various locations as per the programme given by the Corporate HR. Corporate HR

maintains all relevant records pertaining to Management Trainees training at Bangalore.

TRAINING EFFECTIVENESS


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For each training programme conducted in-house for MUSCO Lalpur branch personnel, a

training brochure is developed. The brochure developed consists of the following information:

- Programme objectives: Need of the training and what are the objectives that this training

aims to achieve, what likely outcomes are expected to come out of impact of this training.

- Programme content: Topics being covered during the training.

- Methodology adopted.

- Programme faculty.

- Personnel to be covered.

- Training methodology.

- Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the achievement of the objectives.

This lists down the measurement indicators, achievement of which will ensure that programme

objectives are achieved.

A person gets nominated for the training programme in the following two ways:

a) Training programme flowing from the training needs.

b) Training programme for testing out the training/ increased awareness/ general

information/ omnibus training types etc.


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TRAINING PROGRAMMES FLOWING FROM

TRAINING NEEDS:-

The programmes are divided into three broad categories:

- Functional

- Behavioral

- General/ Omnibus programmes

1. Functional: The outcome of the training is measured by comparing the data pre-training

and post-training. A scale is developed for measuring the effectiveness of training based on

the % achievement of the objectives.

2. Behavioral: The effectiveness of the training of this nature is measured annually. This is

seen through the training need identification for the coming year for the employee. If the

training need is repeated there, then the training provided is taken as

3. Ineffective. If the training need is repeated but with focus on a part of the need, then the

training is partially effective. If not repeated, then the training is effective.

4. General: These are the training needs flowing directly from the organizational needs.

Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training.

These are omnibus training programmes, which are run for a large number of employees.

The effectiveness of the training is measured by:

- Achievement of those organizational objectives within the time lines.

- Number of audit issues raised on the areas covered in the training.

- Any other such thing as defined in the training brochure.

The effectiveness of the outside training programme is measured on the same line as above.

However, no detailed brochure is prepared for the same. The measurement criterion for the

programmer is defined in the beginning of the programme and effectiveness measured against

the same.

A consolidated effectiveness report of the training programme is prepared at the end of the year.

The programmes that are found to be ineffective are reworked.


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Training programme for testing out the training:-

Also there are training programmes, which are not flowing directly from the training needs

measurement of effectiveness of the training is not needed to be measured.

TRAINING OF AN OFFICER:-

Fig. Flowchart for Training of an Officer

Identification

of

Training needs

Consolidation

of

Training needs

Annual

TrainingCalendar

Approval from

the PersonnelDepartment

AnnualTraining

Budget

Imparting

Training

Collecting

Feedback for

FurtherImprovement

Monitoring of

Actual Training

Vis -a- vis theIdentified needs


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TRAINING OF A WORKER :-

Fig - Flowchart for Training of a Worker

OrganizationalThrust

Areas

Company

Strategy and

Policy

New

EmergingAreas

Identification

Of

Training needs

Consolidation

Of

Training needs

Annual

TrainingCalendar

Approval fromthe Personnel

Department

AnnualTraining

Budget

ImpartingTraining

CollectingFeedback for

Further Training

Monitoring of

Actual vs theIdentified

Training needs.


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DATA ANALYSIS :-

1) How many training have you attended in last 5 years?

No. of No. of Respondents % of

Responses

0-5 8 40%

6-10 5 25%

10-15 4 20%

More than 15 3 15%

Total 20 100%

Morethan 15

15%

10_15

20%

0_5

40%

6_10

25%

INTERPRETATION

45% of the officers have attended 6-15 training programmes in the last 5 years, which is an

indication of an effective training policy of the organization. However, 40% of the officers have

attended only 0-5 training programmes, which needs to be evenly monitored by the organization.

2) The programme objectives were known to you before attending it.


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Options No. of Respondents % of

Responses

Strongly agree 5 25%

Moderately agree 7 35%

Cant Say 3 15%

Moderately Disagree 1 5%

Strongly Disagree 4 20%

Total 20 100%


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moderately

disagree

5%

can't say

15%

strongly agree

25%

moderately

agree

35%

strongly

disagree

20%

INTERPRETATION

35% of the respondents moderately agree to the fact of knowing the training objectives

beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20%

strongly disagree to this notion. Training objectives should therefore be made known

compulsorily before imparting training in the organization.

3) The training programme was relevant to your developmental needs.


Responses



Cant Say 3 15%



Total 20 100%


45/72

moderately

disagree

10%

can't say15%

strongly agree

30%

moderately agree

40%

strongly disagree

5%

INTERPRETATION

70% of the respondents feel that the training programmes were in accordance to their

developmental needs. 15% respondents could not comment on the question and 15% think that

the programmes are irrelevant to their developmental needs and the organization must ensure

programmes that satisfy the developmental needs of the officers.

The period of training session was sufficient for the learning.


Responses



Cant Say 4 21%



Total 20 100%


46/72

moderately

disagree

16%

can't say

21%

strongly agree

31%

moderately

agree

21%

strongly

disagree

11%

INTERPRETATION

52% respondents feel that the time limit of the training programme was adequate but 25% feel

that it was insufficient. Also, 21% could not comment on the question. All the respondents

though felt that increase in time limit of the programmes would certainly be beneficial and the

organization should plan for this to be implemented in the near future.

5) The training methods used during the training were effective for understanding the

subject.


Responses



Cant Say 3 15%



Total 20 100%


47/72

strongly

disagree

10%

moderately

agree

40%

strongly agree

20%

can't say

15%

moderately

disagree

15%

INTERPRETATION

40% of the respondents believe that the training methods used during the programmes were

helpful in understanding the subject, yet 25% disagree to this notion. The organization should

use better, hi-tech methods to enhance the effectiveness of the methods being used during the

training programmes.

6) The training sessions were exciting and a good learning experience.


Responses



Cant Say 2 10%



Total 20 100%


48/72

can't say

10%

moderately

disagree

15%

strongly agree

25%

moderately

agree

40%

strongly

disagree

10%

INTERPRETATION

65% respondents believe that the training sessions were exciting and a good learning experience.

10% respondents could not comment on this while 25% differ in opinion. They feel that the

training sessions could have been more exciting if the sessions had been more interactive and inline with the current practices in the market.

7) The training aids used were helpful in improving the overall effectiveness of the

programme.


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Responses



Cant Say 7 35%



Total 20 100%

can't say

35%

strongly

disagree

5%

moderately

agree

25%

strongly agree

20%moderately

disagree

15%

INTERPRETATION

40% of the respondents believe that the training aids used were helpful in improving the overall

effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue.

Yet the total mindset of the respondents was that the organization should use better scientific

aids to enhance the presentation and acceptance value of the training programme.

8) The training was effective in improving on- the- job efficiency.


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Responses



Cant Say 4 20%



Total 20 100%

strongly

disagree

15%

moderately

agree

30%

strongly agree

15%

can't say

20%

moderately

disagree

20%

INTERPRETATION

45% respondents believe that the training increases their job efficiency but 35% disagree to this.

The view of the respondents was towards having more technological and current topics for the

training which could help them satisfy their creative urge and simultaneously increase their on-

the-job efficiency.

9)In your opinion, the numbers of training organised during the year were sufficient for

officers of KARAM Industries.


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Responses



Cant Say 5 25%



Total 20 100%

strongly

disagree

40%

moderately

agree

15%

strongly agree

10%

can't say

25%moderately

disagree

10%

INTERPRETATION

25% respondents have the opinion that the frequency of the training programmes is sufficient but

50% of the respondents differ to this. They believe that the number of training organized in a

year should be increased and some in house training should also be organized by the

organization regularly.

10) How many training programmes have you attended during the last year?


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No. of Programmes No. of Respondents % of

Responses

Upto 2 25 62%

3-5 10 25%

6-8 4 10%

More than 8 1 3%

Total 40 100%

6_810%

Morethan 8

3%

Upto 2

62%

3_5

25%

INTERPRETATION

35% of the workers have attended 3-8 training programmes in the last year, which is the clue of a

useful training policy of the organization. However, 62% of the workers have attended only 0-2

training programmes, which should be effectively seen by the organization. Also, every worker

should be given chances to attend as many training programmes as possible.

11) The training given is useful to you.


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Responses



Cant Say 5 13%



Total 20 100%

moderately

disagree

13%

can't say

13% strongly agree

47%moderately

agree

24%

strongly

disagree

3%

INTERPRETATION

71% of the respondents feel that the training programmes were useful. 13% respondents could

not comment on the question and 16% think that the programmes were irrelevant to their

objective of being useful. The organization must ensure programmes that are useful and prove to

cater to the developmental needs of the workers.

12) The time limit of the training programme was sufficient.


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Responses



Cant Say 5 13%



Total 40 100%

moderately

disagree

15%

can't say

13%

strongly agree

18%

moderately

agree

34%

strongly

disagree

20%

INTERPRETATION

42% respondents feel that the time limit of the training programme was adequate but 35% feel

that it was insufficient. Also, 13% could not comment on the question. All the respondents

though felt that increase in time limit of the programmes would certainly be advantageous and

the organization should take some steps in this direction.

13) The time limit of the training programme, if increased would make it more effective.


Responses


55/72



Cant Say 4 10%



Total 40 100%

strongly

disagree

5%

moderately

agree

20%

strongly agree

45%

can't say

10%

moderately

disagree20%

INTERPRETATION

65% respondents feel that the increase in the duration of the training programmes would be

beneficial but 25% differ to this opinion. Going by the majority, the organisation should make

required changes to increase the duration of the programmes and also take the opinion of the

workers to have an effective training session.

14) The training was effective in improving your on-the-job efficiency.


Responses


56/72



Cant Say 5 13%



Total 40 100%

moderatelydisagree

15%

can't say

13%

strongly agree37%

moderately

agree

25%

strongly

disagree

10%

INTERPRETATION

62% respondents believe that the training programmes increase their job efficiency but 25%

disagree to this. The respondents were of the opinion that having current topics for the training

programmes and also some sessions by an external faculty would help them increase their on the

job efficiency.

15) The training aids used were effective in improving the overall effectiveness of theprogramme.


Responses



57/72


Cant Say 12 30%



Total 40 100%

moderately

disagree

20%

can't say

30%

strongly agree

25%

moderately

agree

10%

strongly

disagree

15%

INTERPRETATION

35% respondents believe that the training aids were effective in improving the overall efficiency

of the programme. Contrary to this, 35% disagree and 30% could not comment on the issue. The

organization should ensure positive awareness about the training aids used. Also, the use of

better presentation aids should be facilitated

16) The number of training programmes organized for workers in a year are sufficient.


Responses




58/72

Cant Say 4 10%



Total 40 100%

strongly

disagree

20% moderately

agree

15%

strongly agree

18%

can't say10%

moderately

disagree

37%

INTERPRETATION

33% respondents believe that the numbers of training programmes organized in a year are

sufficient, but a majority of 57% disagrees to this. The organization should ensure multiple

programmes for the workers and hence enable them in improving their skills and knowledge.

17) The participation of workers in training programme would help increase its

effectiveness.


Responses



Cant Say 5 13%


59/72



Total 40 100%

moderately

disagree

10%

can't say

13%strongly agree

49%

moderately

agree

23%

strongly

disagree

5%

INTERPRETATION72% respondents feel that participative and interactive training session could provide more

awareness and knowledge in a small span of time as compared to classroom teaching. 13%

respondents could not comment on this and 15% disagree to it.

18) Please suggest any changes you would like to have in the existing training programmes.

The major suggestions for changes in the existing training programmes are as follows:-

The workers were of the opinion that external faculty should be appointed for the training

programmes.

The period of the training sessions should be augmented.

The rate of the training programmes organized in a year should be increased.

Every one should get a chance to attend the training programmes.


60/72

Documentaries and other films relating to issues of motivation, team building should be

screened.

Practical examples should be used to make things easy to understand during the training

sessions.

Better technological aids and methods should be used to make the training sessions

exciting.

FINDINGS:-

Data collected through various manuals & information obtained through questionnaire reveal the

following major analysis and findings regarding the training effectiveness:

1. Company prepares the annual TRAINING CALENDAR for proper training.


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2. The internal faculties in the classroom give most of the trainings. So relevant and work-

oriented examples are given and trainees can more easily relate it to their job.

3. According to the survey of employees result comes out that most of the trainings are given in

the area of social skills and knowledge then in the area technical skills. KARAM Industries

provide trainings for the techniques also.

4. KARAM Industries gives both types of trainings i.e. on the job trainings & off the job

trainings.

5. According to survey 100% employees said that KARAM Industries provides training to all

employees.

6. The training programs have been integrated with relevant job areas.

7. Due to the very interactive training sessions the trainees have become to clear their doubts.

8. KARAM provides trainings on other topics also like world environment day etc.

9. After studying the qualifications and the designation of the employees of the different

departments, it was concluded that selections of employees are done very carefully. There was

no major deviation in the qualifications and their designations and hardly any mismatched was

found.

10. For the behavioral training internal trainings are generally preferred.

SWOT ANALYSIS:-

# - S-T-R-E-N-G-T-H-S-

* Low cost producer of quality equipment due to cheap labor and fully depreciated plants.

* Flexible manufacturing set up.

* Big entry barrier due to high replacement cost of its manufacturing facilities.


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* Comprehensive turnkey experience from product design to commissioning.

* Committed and skilled workforce.

* Access to contemporary technologies with back up support from renowned collaborators.

* Availability of complete know - how for manufacture of entire equipment.

* Ability to manufacture supply spares.

* Fully equipped to take capital maintenance and servicing of power plants.

* Largest share of domestic business.

* ISO 9001 international companies.

#-W-E-A-K-N-E-S-S-E-S-

* High working capital requirement due to its exposure to cash starved SEBs.

* Inability to provide projects financing.

* Difficulty to finance large scale project.

* Inability to provide suppliers, credit, soft loans for financing of power project.

* Lack of effective marketing infrastructure.

-O-P-P-O-R-T-U-N-I-T-I-E-S-

* High expected growth in power sector (7000 MW per annum needs to be added)

* High Growth forecast in India's index of industrial production would increase demand for

industrial equipment such as motors & compressors.


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* Increase in demand for power which leads to future growth of power plant equipment

market.

* Life extension programs for old power stations.

* Export opportunities.

-T-H-R-E-A-T-S

* Technology suppliers are becoming competitors with the opening up of the Indian

economy.

* Fall in Global power equipment prices can affect profitability.

* Reduced location for power sector.

* Increased competition both national and international.

* Multilateral agencies reluctant to lend to power sector because of poor financial

management by SEBs (State Electricity Boards).


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RECOMMENDATIONS :-

Based on the data collected through the questionnaire and interactions with the Officers and

Workers ofKARAM Industries the following recommendations are made for consideration:

The organization may utilize both subjective and objective approach for the training

programmes.

The organization may consider deputing each employee to attend at least one training

programmes each year.

The In-house training programmes will be beneficial to the organization as well as

employees since it will help employees to attend their official work while undergoing the

training. The organization can also arrange part time training programmes in the office premises for

short durations, spanning over a few days, in order to avoid any interruption in the routine

work.

The organization can arrange the training programmes department wise in order to give

focused attention towards the departmental requirements.


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CONCLUSIONS & IMPLICATIONS:-

The major findings of the project are enumerated as follows:

Training is considered as a positive step towards augmentation of the knowledge base by the

respondents.

The objectives of the training programmes were broadly known to the respondents prior to

attending them.

The training programmes were adequately designed to cater to the developmental needs of

the respondents.

Some of the respondents suggested that the time period of the training programmes were less

and thus need to be increased.

Some of the respondents also suggested that use of latest training methods will enhance the

effectiveness of the training programmes.

Some respondents believe that the training sessions could be made more exciting if the

sessions had been more interactive and in line with the current practices in the market.

The training aids used were helpful in improving the overall effectiveness of the training

programmes.

The training programmes were able to improve on-the-job efficiency.

Some respondents also recommended that the number of training programmes be increased.


66/72

Limitation of Study:-

1) The research process was time consuming ad little expensive well.

2) The sources of data collection were limited.

3) It was difficult to complete a study of this nature and to study all the aspect of problemwith in short period.

4) The time factor is important


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BIBLIOGRAPHY;

Books Referred:

1. Counseling Skill Management Peterson S.

2. Human Resource Management C.B Gupta

3. Industrial Relation Arun Munnapa

Journal Referred:

1. Business Today

2. Business Standards

Web Site Visited:

1. http://www.karam.com/home.php

2. http://www.wikepidia.com/
http://www.karam.com/home.phphttp://www.wikepidia.com/http://www.wikepidia.com/http://www.wikepidia.com/http://www.wikepidia.com/http://www.wikepidia.com/http://www.wikepidia.com/http://www.karam.com/home.phphttp://www.wikepidia.com/


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QUESTIONNAIRES:-

1) How many training programmes have you attended in last 5 years?

0-5

6-10

10-15

More than 15

2) The programme objectives were known to you before attending it.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

3) The training programme was relevant to your developmental needs.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

The period of training session was sufficient for the learning.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree


69/72

5) The training methods used during the training were effective for understanding the subject.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

6) The training sessions were exciting and a good learning experience.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

7) The training aids used were helpful in improving the overall effectiveness of the programme.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

8) The training was effective in improving on- the- job efficiency.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree


70/72

9) In your opinion, the numbers of training programmes organized during the year were

sufficient for officers ofKARAM Industries.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

10) How many training programmes have you attended during the last year?

Up to 2

3-5

6-8

More than 8

11) The training given is useful to you.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

12) The time limit of the training programme was sufficient

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree


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13) The time limit of the training programme, if increased would make it more effective.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

14) The training was effective in improving your on-the-job efficiency.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

15) The training aids used were effective in improving the overall effectiveness of the

programme.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

16) The number of training programmes organized for workers in a year are sufficient.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree


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17) The participation of workers in training programme would help increase its effectiveness.

Strongly agree

Moderately agree

Cant Say

Moderately Disagree

Strongly Disagree

18) Please suggest any changes you would like to have in the existing training programmes

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