report

A PROJECT REPORTA PROJECT REPORT

ONON

Imperial Auto IndustriesImperial Auto Industries

(Analaysis of training at Imperial Auto Industry)

SUBMITTED IN THE PARTIAL FULFILLMENT OF

DEGREE OF MASTER IN BUSINESS ADMINISTRATION

2008-10

Submitted to: Submitted by:

Mr.Manoj Batra Richa Arya(HR Manager) DAVIM Faridabad

DAV INSTITUTE OF MANAGEMENT FARIDABAD

Chapter Particulars Page no.

1 PREFACE 5

2 ACKNOWLEDGEMENT 6

3 INTRODUCTION & REVIEW OF LITERATURE 3.1 Evolution of Global Auto Industry 3.2 Evolution of Indian Auto Component Industry 3.3 Automotive industry crisis of 2008-09

7

4 COMPANY PROFILE4.1 Introduction4.2 History

4.3 Companies Philosophy. 4.3Vision,Quality,Environmental&health Policy

4.4 Milestone 4.5 Product portfolio.

22

5 CONCEPTUALIZATION 25

6 RESEARCH METHODOLOGY 42

7 FINDINGS & INTERPRETATION 47

8 SUGGETIONS 66

9 CONCLUSION 68

10 BIBLIOGRAPHY 69


Certificate

This is to certify that the project report at

Imperial Auto Industries Ltd

Faridabad

Submitted in partial fulfillment of the requirement for the

award of the degree of

MASTER OF BUSINESS ADMINISTRATION

To

MD UNIVERSITY ROHTAK

Is a record of bonafide Training carried out by

Richa Arya

Under my supervision and guidance and that no part of this report has

been submitted for the award of any other degree/diploma/

fellowship or similar title or prizes.

FACULTY GUIDE

Name : MEERA WADHWA Signature & seal of the

Qualification: M.B.A. Learning center


STUDENT DECLARATION

I, Richa Arya REG. No. 08-DAVIM-6823 hereby declares that the

internship report entitled “Analysis of training at Imperial Auto” has been

prepared by me under the guidance of MRS Meera Arora in DAV Institute

of Management Faridabad in the partial fulfillment of the requirements for

the award of the Degree of Masters of Business Administration from

Maharishi Dayanand University, Rohtak.

I further declare that this internship report has not been

submitted to any University/Institution for award of any Degree/Diploma.

PLACE: Richa Arya

DATE:


ACKNOWLEDGEMENT

I express my sincere thanks to Mr. Manoj Batra (HR Manager), Imperial Auto Industries

LTD. to have given me the opportunity to work on such a challenging project. I also

would like to thank the respondent’s help, without which it would not have been possible

to accomplish the project successfully. Their timely feedback has facilitated in bringing

the project in the present form.

Last but not the least I would also like to thank to Mr. Ravinder Wadhwa

(HR Executive) and Plant Head Mr. L.M.Sharma and our friends who took time to help

me for doing this project. This helped me immensely to study the pricing strategies. I just

hope that the recommendations and suggestions presented by me are considered

seriously.

Richa AryaDAV Institute Of Management, Faridabad


Industry Profile

Evolution of Global Auto Industry

In past 70 years Motorcar has transformed society and personal mobility. In 1890, the

average person traveled 13 miles in a year and now an average person travels 13 miles a

day. There were 800 cars on the road at the end of 19th century. By 1910 that number

increased to almost 460000 with more than 300 cars makers setting up business. Ten year

later there were 8 million vehicles on the road. As production grew prices fell. During

second world war, the entire industry had embraced the concept of mass production,

initiated by Henry ford’s Model T. Growing personal wealth and international trade

created new export markets in North America, Japan and Western Europe. After the oil

crisis of 1973, manufacturing has been dominated by the production techniques, quality,

manufacturing and sales of Japanese manufacturers. By the year 2000 the Industry was

producing 59.7 million vehicles annually. In the 1990s and the early years of the new

millennium, growing consolidation among car and truck manufacturers has taken place.

The environment now has been the key issue in vehicle engineering and production. The

cost involved in meeting new environment laws has fuelled a sharp rise on product

development spending Those without the financial muscle have disappeared. The

similar fragmented commercial vehicle industry also during 1990 contracted into a

handful of global manufacturers.


Evolution of Indian Auto Component Industry

The Indian auto component industry is one of India's sunrise industries with tremendous

growth prospects. From a low-key supplier providing components to the domestic market

alone, the industry has emerged as one of the key auto components centers in Asia and is

today seen as a significant player in the Global Automotive Supply Chain. India is now

a supplier of a range of high-value and critical automobile components to global auto

makers such as General Motors, Toyota, Ford and Volkswagen amongst others.

According to the Auto Component Manufacturers' Association (ACMA), the Indian auto

component sector generated sales of about US$ 15 billion in fiscal year 2006-07,

including US$ 2.8 billion worth of exports.

Going by current trends in production and exports of auto components, the domestic

Indian auto component manufacturing industry is heading for a whopping 18% growth in

the coming years compared to the export market which is estimated to reach $2.7 bn by

the year 2010.

The three main factors providing impetus to this industry are the ever increasing domestic

automobile industry (two-wheelers, commercial vehicles and passenger cars), the


aftermarket sales and servicing industry and the outsourcing of component manufacturing

to India and China by the global titans

The Indian Auto component Industry has always been riding over the Indian Automobile

industry. The Component industry started out small in the 1940s supplying components

to Hindustan Motors and Premier Automobiles. In the 1950s, the arrival of Telco, Bajaj,

and Mahindra & Mahindra led to steadily increasing production. In the 1980s with

Maruti, the growth suddenly accelerated. Boom time for the auto components industry

started with the arrival of India's "people's car" - the Maruti.

The new car required components that would adhere to its stringent quality standards. It

virtually gave birth to a variety of new age auto component manufacturers who

manufactured components that combined the best of technology with quality. As Maruti

became India's best selling car, the path of Indian auto component industry took an

upswing. Export figures also climbed. Low costs of labor and raw material resulted in

exports taking a quantum jump.

The influx of foreign auto majors ranging from Mercedes Benz, Ford, General Motors to

Daewoo few years ago presented a world of opportunity for the industry. The auto

components industry responded with huge capacity expansion and modernization

programs.

However, the global auto giants soon realized that the Indian market was not as big as it

appeared to be. Their targets went haywire, inventories piled up and bookings were

canceled. This also coincided with a general slowdown in the Indian economy in the last

one or two years. The auto component industry in India, which is driven by domestic

demand, also faced sluggish growth. However, things have taken a turn for the better.

Growth in the commercial vehicle and the passenger car segments has been 20 per cent

year on year and 40 per cent year on year respectively from year 2000 onwards


Some Indian companies have used the recession to trim down by cutting costs and

improving productivity. Several companies have entered into technological collaboration

and equity partnership with world leaders in auto components. They have not only

adopted their systems but also their manufacturing and management practices. Strict

quality controls, sound technology and high volumes will enable the Indian auto

component industry to chart greater progress in the coming future.

The New multinationals that came in India to manufacture and sell in India realized that

it was cheaper to manufacture products in India by around 30%. They were exposed to a

new idea of exporting back low cost good quality products back to their global factories

and thus reduce their overall costs. This resulted into high demand for components and

that’s how at last the component industry lost its dependence on the local Automobile

manufacturers. The industry is now exposed to a global market, which is 50 times bigger

in size.

India’s automotive component industry manufactures the entire range of parts required by

the domestic automobile industry and currently employ about 250,000 persons. Auto

component manufacturers supply to two kinds of buyers – Original Equipment

Manufacturers (OEM) and the Replacement Market. The replacement market is

characterized by the presence of several small-scale suppliers who score over the

organized players in terms of excise duty exemptions and lower overheads.

The new car required components that would adhere to its stringent quality standards. It

virtually gave birth to a variety of new age auto component manufacturers who

manufactured components that combined the best of technology with quality. As Maruti

became India's best selling car, the path of Indian auto component industry took an

upswing. Export figures also climbed. Low costs of labor and raw material resulted in

exports taking a quantum jump.

The influx of foreign auto majors ranging from Mercedes Benz, Ford, General Motors to

Daewoo few years ago presented a world of opportunity for the industry. The auto

components industry responded with huge capacity expansion and modernization

program.


However, the global auto giants soon realized that the Indian market was not as big as it

appeared to be. Their targets went haywire, inventories piled up and bookings were

canceled. This also coincided with a general slowdown in the Indian economy in the last

one or two years. The auto component industry in India, which is driven by domestic

demand, also faced sluggish growth. However, things have taken a turn for the better.

Growth in the commercial vehicle and the passenger car segments has been 20 per cent

year on year and 40 per cent year on year respectively from year 2000 onwards.

Some Indian companies have used the recession to trim down by cutting costs and

improving productivity. Several companies have entered into technological collaboration

and equity partnership with world leaders in auto components. They have not only

adopted their systems but also their manufacturing and management practices. Strict

quality controls, sound technology and high volumes will enable the Indian auto

component industry to chart greater progress in the coming future.

The New multinationals that came in India to manufacture and sell in India realized that

it was cheaper to manufacture products in India by around 30%. They were exposed to a

new idea of exporting back low cost good quality products back to their global factories

and thus reduce their overall costs. This resulted into high demand for components and

that’s how at last the component industry lost its dependence on the local Automobile

manufacturers. The industry is now exposed to a global market, which is 50 times bigger

in size.


Automotive industry crisis of 2008–2009

The automotive industry crisis of 2008–2009 is a global financial crisis in the auto

industry that began during the later half of 2008. The crisis is primarily felt in the United

States' automobile manufacturing industry and, by extension, Canada, due to the

Automotive Products Trade Agreement, but other automobile manufacturers, particularly

those in Europe and Japan, are also suffering from the crisis

The automotive sector was first weakened by the substantially more expensive

automobile fuels linked to the 2003-2008 oil crisis which, in particular, caused customers

to turn away from large sport utility vehicles (SUVs) and pickup trucks, the main market

of the American "Big Three" (General Motors, Ford, and Chrysler). The US automakers

also suffered from considerably higher wages than their non-unionized counterparts,


http://en.wikipedia.org/wiki/Automotive_industry

http://en.wikipedia.org/wiki/Chrysler

http://en.wikipedia.org/wiki/Ford

http://en.wikipedia.org/wiki/General_Motors

http://en.wikipedia.org/wiki/Big_Three_automobile_manufacturers#United_States_and_Canada

http://en.wikipedia.org/wiki/Pickup_truck

http://en.wikipedia.org/wiki/Sport_utility_vehicles

http://en.wikipedia.org/wiki/2000s_energy_crisis

http://en.wikipedia.org/wiki/Japan

http://en.wikipedia.org/wiki/Europe

http://en.wikipedia.org/wiki/Automotive_Products_Trade_Agreement

including salaries, benefits, healthcare, and pensions. In return for labor peace,

management granted concessions to its unions that resulted in uncompetitive cost

structures and significant legacy costs.

In 2008, the situation became critical because the global financial crisis and the related

placed pressure on the prices of raw materials. In certain countries, particularly the

United States , the Big Three have been under heavy criticism since their vehicle offerings

were largely fuel inefficient SUVs and light trucks, despite the increase in the price of oil.

Accordingly, they suffered both from consumer perception of relatively higher quality

models available from abroad — particularly from Japan and to some extent from Europe

—and from transplants, foreign cars manufactured or assembled in the United States.

The Big Three had neglected development of passenger cars and instead focused on light

trucks due to better profit margins, in order to offset the considerably higher labour costs,

falling considerably behind in these market segments to Japanese and European

automakers.

As of the beginning of 2009, the vehicle companies of the world are being hit hard by the

economic slowdown across national boundaries. Car companies from Asia, Europe,

North America, and elsewhere have been forced to implement creative marketing

strategies to entice reluctant consumers to purchase vehicles, when many firms are

experiencing double digit percentage sales declines. Major manufacturers, including the

Big Three and Toyota, are offering substantial discounts. Hyundai is even offering to

allow customers to return their new cars if they lose their jobs


http://en.wikipedia.org/wiki/Hyundai_Motor_Company

http://en.wikipedia.org/wiki/Toyota

http://en.wikipedia.org/wiki/North_America

http://en.wikipedia.org/wiki/Europe

http://en.wikipedia.org/wiki/Asia

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Global_financial_crisis_of_2008

Company ProfileFounded in 1969, IAI today is a pioneer manufacturer and exporter in automotive tubing

sector. Employing about 900 qualified people, it has manufacturing operations in 5

different plants in India & warehouses in Detroit and London. In 1990 IAI became

supplier to the most OES like New Holland, Suzuki, DCM Toyota, JCB, Mahindra

Nissan and other main players of the industry.

With an ambition to become a globally recognized and financially strong company, IAI

sustains an undisputed leadership in

the Indian market. IAI is well established strong company and has heavily invested in

several auto-parts plants in

important automotive fields, each plant's facilities meet international standards to

assure the quality of the product at

international level.

The company policy is to ensure value for money to the customer, by providing

products, which meet customer's requirement.

IAI strives to achieve consistent improvement in quality through process control,

adherence to quality system and safe

and clean working environment.

QS-9000 Certified in the year 2000 , ISO-14001 awarded in 2003 and TS-16949

certified in 2004 IAI has become the ultimate

choice of the global market in the automotive sector.

In 2005 Imperial Auto signed up a joint venture with TRI (Tokai Rubber Industries of

Japan).


History

1970sIAI started supplying to M&M, Telco, Kirloskar, FIAT, Ambassador etc. the only

automotive players in that decade.

1980sJapanese collaborations like Maruti-Suzuki & LCVs from Mazda, Nissan, Toyota and

Mitsubishi started manufacturing in India. IAI started supplies to Maruti Suzuki,

DCM,Toyota, Swaraj Mazda, JCB & Mahindra Nissan. For the first time, India

experienced high volume manufacturing of Cars. For the first time, India experienced

high volume manufacturing of Cars.

1990sMultinationals like New-Holland, Ford, FIAT, John-Deere, JCB, Hitachi, Mitsubishi,

GM IAI took active participation in the emerging scenario & became a supplier most of

the above OEs.

2000sGlobal sourcing from multinationals overseas is a great potential area, like JCB, John-

Deere, New Holland, Cummins, Komatsu etc. IAI got status of approved global supplier

from John Deere, Cummins is already exporting to some OE manufacturers overseas.

COMPANIES PHILOSOPHY:

Ensure value for money to the customer

Make products which meet/ exceed customer expectations.

Treat work force as member of a big family.

Run all business groups operations profitably


COMPANY GOALS:

HR POLICY

DOMESTIC SALES GROWTH

COLLABORATIONS & PATERNSHIP

PRODUCT PROFIT CENTERS

EXPORTS

SIX SIGMA, SUPPLIER DEVELOPMENT

CUSTOMER DELIGHT

TEAM BUILDING

ZERO PP

Vision “TO become a globally recognized, financially

Strong company, sustaining undisputed leadership

in the Indian market”


Quality, Health & Safety & environmental Policy

iAi a manufacturer of automotive hoses and tubes commits itself to giving value

for money to our customer.iAi is on a growth path through continuous technology

iAi shall diligently shoulder its responsibilities toward improvements and

innovations.

iAi trains and motivates employees & suppliers for achieving excellence .

clean environment and safety of workmen.

iAi is commited to meet all legal and other requirements.

MILESTONES

1969 Established as a partnership firm and started assembling full hoses in a small area

(30 sq. meter).

1970Supplies to Mahindra & Mahindra Ltd. Commenced as O.E.

1971 Supplies to Kirloskar Oil Engines Ltd. Started as O.E.

1972 Supplies to Telco as O.E.Supplies to Escorts as O.E.

1978Rubber processing facilities for manufacture of rubber hoses.

1979 Established facilities for manufacture of fuel injection pipes.

1982 Manufacturing of F.I. pipes started in bulk.


1984 Supplies of brake tubes & fuel lines to Maruti Udyog Ltd. started.

1985 Numerically controlled bending machines installed for bending larger diameter pipes

1989 Collaboration with Meiji Rubber for brake hoses

Supply of fuel injection tubes for Railway Traction Locomotives

1990 Caterpillar fuel injection tube development started.

1992 Commenced manufacture of high pressure hose assemblies at new unit at plot 94, sector-

25, faridabad. ISI certification obtained for brake hoses.

1995 Started activities for ISO 90002 accreditation

Adopted Cummins supplier improvement programme.

1996 Supplies to Tata Cummins commenced

Improved facilities for radiator/bend hoses installed.

New plant for fuel injection pipes at sector 27-c, completed.

New plant at plot no. 83, sector-25, started.

1997 ISO 9002 accreditation.

Self certification for auto Malt Telco, Pune

Technical collaboration with Gates, USA.


1998 Imperial auto industries becomes public limited

Production started at pune plant

Joint venture with Eagle Picher Fluid Systems Ltd. U.K

Started activities for QS-9000.

1998 Imperial auto industries becomes public limited

Production started at pune plant

Joint venture with Eagle Picher Fluid Systems Ltd. U.K

Started activities for QS-9000.

1999 Target exports to developed countries

2000 QS-9000 accreditation for all plants (Plant-I,II,III,IV).

Global supplier to JCB, John-Deree & Cummins

2003 Certificate awarded ISO-14001

2004 Certification TS-16949

PRODUCT PORTFOLIO

HIGH PRESSURE FUEL INJECTION LINESFuel injection cluster pipe sets for multi cylinder engines.

Railway diesel engine ,heavy tank etc.


HYDRAULIC HIGH PRESSURE COMPONENTSHydraulic high pressure hose assembly.

Seamless tube assembly for high pressure manifolds and hydraulic applications.

NYLON TUBESFuels system.

Brake booster pipes/Lubricants Pipes

Clutch /Vaccum/Lubrication pipes.

BREAK LINE & CLUTCH COMPONENTSHydraulic brake hoses.

Air brake hoses

Connecting Lines

Brake tubes

Power Stearing Hoses

Clutch Tubes

Airlines

FUEL LINE COMPONENTSFuel Lines

Fuel Return Lines

Over flow Lines, Manifolds(Spill pipes)

Long length rolls of flexible hoses with PVC cane

TUBULAR COMPONENTSExhaust pipes/ Components.

Oil, Water & Air delivery pipes

Structural automotive fabricated tubes.


Fuel tank necks

Pipes & hoses for tanks, Armoured vehicles ,etc

Components for Air starting system.

RUBBER PRODUCTHoses without end fitting.

Radiator/Bend Hoses

Fuel hoses as per given geometry

Multilayered hoses- FKM, NBR, CSM


CONCEPTUALIZATION

Evolution of HRMPersonnel functions: Till 1930s, it was not felt necessary to have a separate discipline

of management called “Personnel management”. In fact, this job was assigned as part of

the factory manager. Adam Smith’s concept of factory was that it consists of three

resources, land, labour and capital. This factory manager is expected to “procure,

Process and peddle” labour as one of the resources. The first time when such a specialist

“person” was used; it was to maintain a “buffer” between employer and employee to

meet the “legitimate need” of employees. However, it is the employer who decided what

is “legitimate need” of employees. In fact, the specialist “person” was more needed to

prevent “unionization” of employees. This was the case before 1930-s all over the world.

Earlier references: In western countries HRM had its primitive beginning in 1930s. Not

much thought was given on this subject in particular and no written records or documents

interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian

and Chinese. This is not to suggest that industrial establishment and factories system, as it

is known today, existed in ancient Greece, India or china. The philosophy of managing

Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the working life of worker

from time of his entry in an organization until he / she leaves, come under the preview of

HRM. Specifically, the activities included are Human Resource planning, Job analysis

and design, Recruitment, Selection, Orientation and placement, Training and

development, Performance appraisal and Job evaluation, employee and executive

remuneration and communication, employee welfare, safety and health, industrial

relations and the like.


HRM is becoming a specialized branch giving rise to a number of specialized areas like :

Staffing

Welfare and Safety

Wages and Salary Administration

Training and Development

Labour Relations

Objectives of the HRM are to secure the following: -1. Industrial peace: This is secured by excellent union management relations, healthy

inter-personal relationships, and promoting participative management style and good

industrial and labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the “quantity

or volume” of the product or service for a given input, productivity improvement

programme is very significant in a competitive environment.

3. Better quality of working life of employees : This involves both intrinsic and

extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through empowerment: continuous

improvement and innovative steps being the two essential ingredients to achieve and

sustain competitive advantage, today’s industries

are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.


Role of HR

Due to rapidly changing markets across various industries, the role of HR has changed

significantly. In today’s highly competitive markets it’s vital that human resources add

value to each organization. The role of HR has stepped up – and became an equal

business partner in order to support the business goals. They have to focus on the

strategies to preserve growth and profitability in their traditional western markets, while

aggressively pursuing the opportunities in the east.

Key topics:-

HR strategies have to be flexible to confront changing markets and company production

relocation plans

They have to identify and develop the right leader - one who can

identify the winning path and successfully lead the organization along that path

They have to manage to retain the talents - spread culture of commitment

They have to bring people who can boost the spirit of innovation


Introduction of TrainingTraining is process of learning a sequence of programmed behavior. It is the application

of knowledge. It gives people an awareness of the rules and procedures to guide their

behaviors. It attempts to improve their performance on the current job and prepares them

for an intended job.

Need for training :Specifically, the need for training arises due to the following reasons: To match the

employee specifications with the Job requirements and organizational Needs:

Management finds deviations between employee’s present specifications and the job

requirements and organizational needs. Training is needed to fill these gaps by

developing and molding the e mployee skills, knowledge, attitude, behavior, etc… to the

tune of the job requirements and organizational needs as felt Glaxo India, ICICI…

Organizational Viability and the Transformation Process: The primary goal of most

of the organizations is that their viability is continuously influenced by environmental

pressure. If the organization desires to adapt to these changes, first it has to train the

employees to impart specific skills and knowledge in order to enable them to contribute

to organizational efficiency and to cope with training in order to ensure a smooth

transformation process.

Technological Advance: Every organization to survive and to be effective should adopt

the latest technology i.e. mechanization, computerization and automation. So, the

organization should train the employee’s train the employees to enrich them in the areas

of changing technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and

automation, manufacturing of multiple products and by-products or dealing in services of

diversified lines, extension of operations to various regions of the country or in overseas


countries, organization of most of the companies has become complex: This creates the

complex problems of co-ordination and integration of activities adaptable for and

adaptable to the expanding and diversifying situations. This situation calls for training in

the skills of co-ordination, integration and adaptability to the requirements of growth,

diversification and expansion.

Human relations: Trends in approach towards personnel management has changed from

the commodity approach to partnership approach, crossing the human relations besides

maintaining sound industrial relations although hitherto the managers are not accustomed

to deal with the workers accordingly. Training in human relations is necessary to deal

with human problems.

Change in the job assignment: Training is also necessary when the existing employee is

promoted to the higher level in the organization and when there is some new job or

occupation due to transfer. Training is also necessary to equip employees with advanced

displaces, techniques or technology. Training also becomes essential when an

organization has plans for modernization.

The need for training also arises to:Increased Productivity.

Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

Prevent obsolescence.

Effect personal growth.

Minimize the resistance to change and

To act as mentor.


Evolution of Training William James of Harvard University estimated that employees could retain their jobs by

working at a mere 20-30 percent of their potential. His research led him to believe that if

these same employees were properly motivated, they could work at 80-90% of their

capabilities. Behavioral science concepts like motivation and enhanced productivity

could well be used for such improvements in employee output. Training could be one of

the means used to achieve such improvements through the effective and efficient use of

learning resources.

Training and development has been considered an integral part of any organization

since the industrial revolution era. From training imparted to improve mass production to

now training employees on soft skills and attitudinal change, training industry has come a

long way today.

Organization and individual should develop and progress simultaneously for the their

survival and attainment of mutual goals. So, every modern management has to develop

the organization through human resource development. Employee training is the most

important sub-system of human resources development. Training is a specialized function

and one of the fundamental operative functions for human resources management.

The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs

6000 crores. What is surprising is that the Indian companies. Perception regarding

corporate training seems to have undergone a sea-change in the past two years, with most

companies realizing it to be an integral part of enhancing productivity of its personnel.

While MNC.s with their global standards of training are the harbingers of corporate

training culture in India, the bug seems to have bitten most companies aiming at

increasing their efficiency.


According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi

Training India, "The Indian training industry is estimated at approximately Rs 3,000

crores per annum.

The NFO study states that over a third of this is in the area of behavior and soft skills

development. With the exponential boom in the services sector and the emergence of a

full-fledged consumer-driven market, human resources have become the key assets,

which organizations cannot ignore. With soft skills training gaining so much momentum,

its imperative to understand if it serving the right purpose or not.

The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of the selected trainees.

Evaluate the results.

There are few generalizations about training that can help the practitioner. Training

should be seen as a long term investment in human resources using the equation given

below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the skills and abilities

of the employees and their motivation by increasing their sense of commitment and

encouraging them to develop and use new skills. It is a powerful tool that can have a

major impact on both employee productivity and morale, if properly used.


Classification of Training There are a number of training methods available. Use of particular methods depends on

the trainees’ viz., worker, supervisor, and manager. Basically these methods can be

classified into following broad categories:

On the job training

Off the job training

In regard to employees, other than managers (executives following are the methods of

training:

On the job training

1. Apprenticeship training.

2. Job instruction training (JIT).

Off the job training

1. Class room lectures.

2. Conferences/seminars.

3. Group discussions/case study analysis.

4. Audio visual/film shows.

5. Simulation/Computer modeling.

6. Vestibule training.

7. Programmed instructions (PI).

8. Games and Role-playing.

On The Job Training:

Apprenticeship Training:

Skilled worker and apprenticeship training. The duration of the course/training depends

on the nature of trade and desired skill level. Apprenticeship training is normally given to

artisans, electricians, plumbers, bricklayers and the like. The duration normally varies


from 2 to 5 years. This should not mix up with government sponsored “Apprenticeship

Training” for unemployed youth certain underdeveloped nations like India.

Apprenticeship training is carried out under the guidance and intimate supervision of a

master craftsman’s/expert worker/supervisor. During apprenticeship training period, the

trainee is paid less than that of a qualified worker.

Job Instruction Training(JIT):

During Second World War, Allied Forces experienced acute shortage of skilled craftsmen

and able supervisors. Special training programme was initiated on warfootings. Special

training. Training within industry(TWI) was one such programme. JIT was part of TWI.

JIT was intended for developing efficient supervisiors. JIT proved very effective and

extremely popular.

Off The Job Training:

Class Room Lectures:

This is the simplest form of training. This is a best form of instruction when the intention

is to convey information on rules, regulations, policies, and procedures. This form so also

suited on imparting knowledge on theory and concepts. Lecture form has limited success

when the objective is to improve the skill level of trainees. Another advantage is that it

can be used effectively even when numbers of trainees. Another advantage is that it can

be used effectively even when numbers of trainees are more. It also saves time. Major

disadvantage is that it involves passive participants of trainees and depends on ability of

teacher to a great extent.

Conferences, Seminars and Workshops:

This is a formal method of arranging meeting in which individuals confer to discuss

points of common interest for enriching their knowledge and skill. This is a group

activity. It encourages group discussion and participation of individuals for seeking


clarifications and offering explanatations and own experiences. It is a planned activity

with a leader/ moderator to guide the proceedings, which is focused on agreed agenda

points prefixed during planning of such conferences. There are 3 variations nearly

Directed conferences, Training conference and seminar/workshops.

Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very useful and

sometimes inescapable to demonstrate operation of a machine or explain a process.

Audio –visual and film shows can supplement the efforts of lecturing and improve its

effectiveness.

Group Discussions and Case study analysis:

Christopher Lang dell initially introduced case study method at Harvard Law School in

1880’s. The principle used is “experience is the best teacher”. Here several empirical

studies are examined in details to find out commonalities to derive general principles.

This method has, however, limited use for workers but better use for supervisors. In case

of workers, one area of importance in this method is that of quality control.

“The case study is based upon the belief that managerial competence can best attained

through the study, contemplation and discussion of concrete cases.

Simulation/Computer Modeling:

Any training activity in which actual working environment is artificially created as near

and realistic as possible, is called simulation training. Case study analysis experimenting

exercises, game playing, computer modeling and vestibule training etc. come under this

category. When using computer-programming method artificially creates work

environment, we call it computer modeling.


Vestibule Training :

In vestibule training, employees are trained on the equipment they are employed, but the

training is conducted away from the place of work. For training a machine shop operator,

a vestibule or separate room is arranged for training in which all necessary equipment and

machines required in an actual machine shop are duplicated.

Programmed instruction:

Programmed instruction is a structured method of instruction aided through texts,

handouts, books, and computer aided instructions (CAI). In this case the instruction

material and information is broken down in meaningful units and arranged in a proper

sequence to form a logical method of learning package, the learning ability is tested and

evaluated in real time basis.

Retraining:

Technology is advancing at a very rapid pace. Hence obsolescence is a major problem

fixed by individual workers. Second problem faced by the workers are the introduction of

automation. Loyal workers of long service, suddenly find themselves useless to the

company. There are many instances of protests and fear by many workers in various

fields like railways, posts and telegraphs, LIC, Banking etc..

Phases of Training:The various steps involved in the design and development of training programme

particularly for the employees are:

Identification of training needs of employees

Planning of training programme

Preparation of trainees

Implementation

Evaluation


The last stage in the training programme process is the evaluation of results this is the

main part to know the effectiveness/determines the results of the training programme.

Benefits of training

How Training Benefits the Organization:

Leads to improved profitability and/or more positive attitudes toward profits

orientation

Improve the job knowledge and skills at all levels of the organization

Improve the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fosters authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development

Learns from the trainee

Helps prepares in guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs and all areas of the organization

Improves labor management relations

Helps prepare guidelines for work

Organization gets more effective decision making and problem solving skills

Aids in development for promotion from within

Aids in developing leadership skills, motivation, loyalty, better attitudes and

others aspects that successful workers and managers usually display.

Helps keep costs in many areas, e.g. production, personnel distribution etc…

Develops a sense of responsibility t the organization for being competent and

knowledgeable.

Benefits to the individual which in turn ultimately should benefit the organization:


Helps the individual in making better decisions and effective problem solving.

Through training and development, motivational variables of recognition,

achievement, growth, responsibility and advancement are internalized and

operationalised.

Aids in encouraging and achieving self-development and self-confidence.

Provides information for improving leadership, knowledge, communication skills

and attitudes.

Increases job satisfaction and recognition.

Moves a person towards personal goals while improving interactive skills.

Provides the trainee an avenue for growth and a say in his/her own future

Develops sense of growth in learning.

Helps a person develop speaking and listening skills: also writing skills when

exercises are required.

Helps eliminate fear in attempting new tasks.

IMPEDIMENTS TO EFFECTIVE TRAINING:There are impediments which can make a training programme ineffective:

Management commitment is lacking and uneven: Most companies do not spend

money on training. Those that do tend to concentrate on managers, technicians and

professionals. The rank and file workers are ignored. This must change for as a result of

rapid technological change, combined with new approaches to organizational design and

production management, workers are required to learn three types of new skills:

(I) The ability to use technology.

(ii) The ability to maintain it.

(iii) The ability to diagnose system problems.

In an increasingly competitive environment, the ability to implement rapid


changes in product and technologies is often essential for economic viability.

Aggregate spending on training is inadequate: companies spend misuscule of their

revenues on training. Worse still, budget allocation to training is the first item to be cut

when a company faces financial crunch.

Educational institutions award degrees but graduates lack skills: This is the reason

why business must spend vast sums of money to train workers in basic skills.

Organizations also need to train employees in multiple skills. Managers, particularly at

the middle level, need to be retrained in team-playing skills, entrepreneurship skills,

leadership skills and customer oriented skills.

Large scale coaching of trained workers: Trained workforce is in great demand.

Unlike Germany, where local business groups pressure companies not to poach

company’s employees there is no such system in our country. Companies in our country,

however insist on employees to sign ‘bongs of tenure’ before sending them for training,

particularly before deputing them to undergo training in foreign countries. Such bonds

are not effective as the employees or the poachers are to pay the stipulated amounts as

compensation when the bounds are breached.

No help to workers displaced because of downsizing: Organizations are downsizing

and de-layering in order to trim their workforces. The govt. should set apart certain fund

from the national renewal fund for the purpose of retraining and rehabilitating displaced

workers.

Employers and B schools must develop closer ties: B schools are often seen as not

responding to labour-market demands. Business is seen as not communicating its demand

in B schools. This must change.

Organized labour can help: organized labour can play a positive role in imparting

training to workers. Major trade unions in our country seem to be busy in attending to

mundane issues such as bonus, wages, settlement of disputes and the like. They have

little time in imparting training to their members.


Training at imperialTraining is the most important activity and plays an important role in the development of

human resources. To put the right man at the right task with the trained personnel has

now become essential in today’s Globalized Market. No organization has a choice on

whether or not to develop employees. Therefore training has nowadays become an

important and required factor for maintaining and improving interpersonal and inter

group collaboration. Our approach to training must be to increase productivity and

profitability and secondly to initiate personal growth and development.

Training topicsiAi is a manufacturing organization therefore training given in the organization are

technical & non-technical:-

1.3M

2. ISO/TS16949

3. Basics of 5’s.

4. Safety.

5. SPC.

6. Kaizen

7. ISO14001.

8. Poka Yoke

9. CAPA.

10. ERP

11. Material Handling.

12. Inventory Control.

13. Quality Policy

14. Cost of Quality.

15. Control Plan.

16. Suggestion scheme.

17. Contingency plan.


18. Fire Fighting.

19. APQP.

20.7 QC Tools.

21. CCR.

22. 7 Step Problem Solving.

23. Basic of lean Manufacturing.

24. FIFO.

25. Emergency Response.

26. Leadership.

27. Communication skills .

28. Time Management.

29. Team Building

Objectives of the studyTo analyze the training methods followed in iAi.

To put forward suggestions and recommendations in the Training methods

followed in the organization.

To analyze whether the training has reached the employees.

The purpose of the study is to understand the training and development programme

followed in iAi. The methodology evolves from the objectives of the project and involves

collecting primary and secondary data.


Process of training at Imperial

1. Training need and identification sheet is prepared which contains topic mentioned

above and distributed to different departments where the staff members have to fill

grades according to their requirement for the training.

2. And on the basis of requirement of training, annual training calendar is prepared.

3. Based on annual training calendar monthly calendar for each month is prepared, which

include topics on which training is to be imparted in the given month along with trainer

name, date, & timings.

4. After that an intimation sheet is prepared in which name of trainee, name of trainer,

date, timing, venue is mentioned and this intimation sheet is circulated among all the

departments to intimate them about the training.

5. On the day of training both the trainees and trainers are informed once again and

training is provided. And at the end of training session a feedback form is given to all the

trainees so that they can give there suggestion for training provided to them.

6. And last but not the least step is to evaluate the performance of trainees after

providing training to them.

The Training programme plays an important role in increasing the knowledge and skill of

an employee for doing a particular job. Training is a short term educational process and

utilizing a systematic and organized procedure by which employees learn technical

knowledge and skills for a definite purpose and then reward the employees based on the

performance through performance appraisal system after the training programme are

conducted. Therefore the study is completely based on the training and development

programmes conducted in iAi .


TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:

Growth, Expansion and Modernization

To increase productivity and profitability, reduce cost and finally enhance skill

and knowledge of the employee.

To prevent obsolescence.

To help in developing a problem solving attitude.

To give people awareness of rules and procedures.

To make people more competent .

To make personnel become committed to their job resulting in pro activeness.

To make people trust each other more.

KEY ASPECTS OF HRD TRAINING IN iAi

Learning and Development

Leadership, Management Training

Setting training and learning at the right level

Training Needs Analysis (TNA)

Train the Trainer


Research MethodologyResearch methodology is considered as the nerve of the project. Without a proper well-

organized research plan, it is impossible to complete the project and reach to any

conclusion. The project was based on the survey plan. The main objective of survey was

to collect appropriate data, which work as a base for drawing conclusion and getting

result.

Therefore, research methodology is the way to systematically solve the research

problem. Research methodology not only talks of the methods but also logic behind the

methods used in the context of a research study and it explains why a particular method

has been used in the preference of the other methods.

Research Objective1) To analyze the training method used in iAi.

2) To put forward suggestions and recommendations in the Training methods

followed in the organization.

3) To analyze whether the training has reached the employees.

Research design is important primarily because of the increased complexity in the market

as well as marketing approaches available to the researchers. In fact, it is the key to the

evolution of successful marketing strategies and programmers. A research design

specifies the methods and procedures for conducting a particular study. According to

Kerlinger, “Research Design is a plan, conceptual structure, and strategy of investigation

conceived as to obtain answers to research questions and to control variance.


Descriptive Research

The type of research adopted for study is descriptive. Descriptive studies are undertaken

in many circumstances when the researches is interested to know the characteristic of

certain group such as age, sex, education level, occupation or income. A descriptive study

may be necessary in cases when a researcher is interested in knowing the proportion of

people in a given population who have in particular manner, making projections of a

certain thing, or determining the relationship between two or more variables. The

objective of such study is to answer the “who, what, when, where and how” of the subject

under investigation. There is a general feeling that descriptive studies are factual and very

simple. This is not necessarily true. Descriptive study can be complex, demanding a high

degree of scientific skill on part of the researcher.

Descriptive studies are well structured. An exploratory study needs to be flexible in its

approach, but a descriptive study in contrast tends to be rigid and its approach cannot be

changed every now and then. It is therefore necessary, the researcher give sufficient

thought to framing research.

Questions and deciding the types of data to be collected and the procedure to be used in

this purpose.

Descriptive studies can be divided into two broad categories: Cross Sectional and

Longitudinal Sectional. A cross sectional study is concerned with a sample of elements

from a given population. Thus, it may deal with household, dealers, retail stores, or other

entities. Data on a number of characteristics from sample elements are collected and

analyzed. Cross sectional studies are of two types: Field study and Survey. Although the

distinction between them is not clear- cut, there are some practical differences, which

need different techniques and skills. Field studies are ex-post-factor scientific inquiries

that aim at finding the relations and interrelations among variables in a real setting. Such

studies are done in live situations like communities, schools, factories, and organizations.


Another type of cross sectional study is survey result, which has been taken by me. A

major strength of survey research is its wide scope. Detail information can be obtained

from a sample of large population .Besides; it is economical as more information can be

collected per unit of cost. In addition, it is obvious that a sample survey needs less time

than a census inquiry. Descriptive research includes survey and fact finding enquiries of

different kinds of the major purpose. Descriptive research is description of the state of

affairs, as it exists at present. The main characteristic of this method is that the researcher

has no control over the variables; he can only report what has happened or what is

happening. The methods of research utilized in descriptive research are survey methods

of all kinds including comparative and co relational methods. The reason for using such

needs to be flexile in its approach, but a descriptive study in contrast tends to be rigid and

its approach cannot be changed ever now and then.

Data collection methodsAfter the research problem, we have to identify and select which type of data is to

research. At this stage; we have to organize a field survey to collect the data. One of the

important tools for conducting research is the availability of necessary and useful data.

Primary data: For primary data collection, we have to plan the following four

important aspects.

Sampling

Research Instrument


QuestionnairesThis is the most popular tool for the data collection. A questionnaire contains question

that the researcher wishes to ask his respondents which is always guided by the objective

of the survey.

Sampling MethodologyIt refers to the definite plan adopted by the research for obtaining the data from the

respondents; the technique adopted here is to gather data from sampling unit,

questionnaire method .

Sample unitThe respondents were Linemen, Assistant Executives /Junior Executives, Senior

Assistants /Assistant etc.

Secondary Data: Data were collected from documents, records, Internet, text books

and company past records etc.

Data analysis and interpretationTo analyze the project report the pie chart and bar chart is used.

Pie chartThis is very useful diagram to represent data, which are divided into a number of

categories. This diagram consists of a circle of divided into a number of sectors, which

are proportional to the values they represent. The total value is represented by the full

create. The diagram bar chart can make comparison among the various components or

between a part and a whole of data.


Bar chartThis is another way of representing data graphically. As the name implies, it consist of a

number of whispered bar, which originate from a common base line and are equal widths.

The lengths of the bards are proportional to the value they represent.

Preparation of report

Percentage was calculated for each factor as per the below shown formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondents

FORMULATION OF HYPOTHESISThe hypothesis has been to analyze the effectiveness of training programme conducted in

the company i.e. It analyzes the effective training methods and techniques adopted to

achieve the organizational goals.

Tools used for testing of hypothesis

A Hypothesis is the tentative explanatation for something. It frequently attempts to

answer the questions “How” and “Why” at one level, hypothesis simply suggests how

particular variable is related.

At a more theoretical level hypothesis may offer a reason for the way that particular

variable was selected generally speaking, it is a logically organized set of proposition

which serves to define the events describe the relationships among these events and

explains the occurrence of these events.


By hypothesis we mean a statement hypothesis testing deals with a procedure, which

aspects or rejects the hypothesis.

The two hypothesis are :

NULL HYPOTHESIS

It states there is no significance difference between the sample value and population

value. This means that the observe difference is clue to the random fluctuations Ho

denotes the null hypothesis.

ALTERNATIVE HYPOTHESIS

In case the null is rejected, we should have the alternate hypothesis to accept alternative

hypothesis denoted accordingly.

Types of Errors

While testing hypothesis, there are four possible combinations between the population

value and sample value. The four combinations are:

Hypothesis is true & test accepts it.

Hypothesis is true & test rejects it. (Type 1 error)

Hypothesis is false & test accepts it. (Type 2 error)

Hypothesis is false & test rejects it.

Level of significance

It is nothing but the probability of rejecting a true hypothesis and denoted by α.

1-α gives the level of confidence of the experiment in taking the decision. It is always

preferable to keep the level of significance at a low percentage. It means that we should

not reject a true hypothesis. β represents the risk of accepting a false hypothesis 1-β is

called the power of the test.


Acceptance region

This represents the region with in which the calculated of the statistics must lie to accept

the null hypothesis. If calculated value lies in this region then the null hypothesis will be

rejected.

Hypothesis testing procedure :

1. Set up a null hypothesis denoted by Ho this means there is no significant difference

between sample value and population value. In case if Ho is rejected we must have an

alternative hypothesis.

2. Select the level of significance.

3. Select an appropriate distribution for the test, which is known as test hypothesis the

distribution generally used are normal distribution students ‘t’ distribution, Fisher ‘F’

distribution or chi-square Ψ distribution.

4. Calculate the necessary values from the given data for the test.

5. Make conclusion from testing. If calculated value is less than the tabulated value,

else Ha is accepted and Ho is rejected.

Test of Hypothesis

Whether the training and development activities has reached the employees or not.

Efforts are made in the study for proving the following hypothesis.

Information:

Sample size : 40

Number of respondents for “YES” : 38

Number of respondents for “NO” : 2

Assumptions:

The test is at 5% level of significance.

It is assumed that out of total population 5% of the respondents will respond negatively.

Such a test for attributes are one tailed on the basis of the above assumptions


Null hypothesis = Ho = Training and development activities has not reached the

employees effectively.

Alternative hypothesis = Ha = Training and development activities has reached the


Test statistic Zcal = │p-P│

√ PQ∕ n

when n = sample size

p = Population proportion

P = sample proportion

Q = Significance

Given:

p = 38/40 = 0.92

P = 95% = 0.95

Q = 1-P = 1-0.95 = 0.05

n = 40

Therfore,

Zcal = │p-P│

= √PQ/n

= √0.95×0.05/40

= 0.03

Zcal = │0.92-0.95│

0.03

Ztab = 1.96

Conclusion

Zcal < Ztab

Therefore , we can infer that training and development activities has reached the



Data interpretation

Exhibit: 1

What do u understand by training ?

Interpretation:

A mixed view of employees has come out of it. Most of the employees think that training

according to them is an instrument to bring effectiveness. So that they can perform their

work with great efficiency and effectively.


Exhibit: 2

Have you undergone any type of training?

65%

35%

Yes

No

Interpretation:

A mix view comes out of it 65% of the employees receives training in one or the other

But this 65% includes employees who receives training only once in their work life.

While 35% didn’t receive any type of training and this data includes new joiners also.


Exhibit: 3

Kind of training program?

68%

32%

On the job

Off-the job

Interpretation

Most of the employees says that they receive on- the job training . 68% of the total

respondents says that they receives on-the job training . While 32% says that they

receives off- the job training .


Exihibit: 4

Type of training provided to employees

45%

20%

13%

22%Refresher training

Sensitivity trainingConvergent trainingLatest technology

Interpretation:At imperial out of the total training session conducted 45% are training on the same

topics on which training is already imparted, And they are trained for new innovations or

Of new ideas in the same field. While 22% training is given on new technology

introduced in the company. And 20% given on Sensitivity topics .


Exhibit: 5

Was the environment during training period comfortable?

90%

10%

Yes No

Interpretation Out of the sample size of 40, 90% employees that are 36 employees find training

environment comfortable they are very comfortable to adjust according to the situation.

While other 10% find it uncomfortable in some or the other way.


Exhibit: 6

Are you satisfied with the training you had?

45%

55%

Yes

No

InterpretationMost of the employees are not satisfied with the training provided to them very rarerly

training is provided to them while employees want refresher training on timely basis

Only 45% of the employees are satisfied with the training they had in imperial. While

55% says that training provided to them is not enough to increase their efficiency.


Exhibit: 7

Where were you trained?

50%

15%

30%

5%WorkshopClassroomConference hall

outside the establishment

InterpretationMost of the training programs in imperial are conducted at the workshop itself

almost 50% are conducted at workshop itself then conference hall is used for

training program. While classroom lecture are used for 15%. But training conducted

outside the establishment is very rare its just because of saving cost .


Exhibit: 8 Training faculty

. How were the trainers?

25%

15%25%

35%

Qualified and Experienced

Skillful and knowledgeable

Encouraged classparticipation

All of the above

Interpretation 35% of the trainers are qualified and experienced, skillful and knowledgeable and they

encouraged class participation as well to make employees understand better. While

employees find that 25% of them are focusing on encouraging class participation .

25% are Qualified and experienced and 15% of them are skillfull and knowledgeable.


Exhibit: 9 .

How did u find the behavior of trainers during training session?

3% 10%

52%

35%Impartial

RudeFriendly Easy going

InterpretationEmployees find trainers are friendly during the training session’s .They find that they can

easily interact with the trainers. 35% says that it was easy going normal discussion

takes place in training session. While 10% says that trainers are sometime rude

they are not in a mood to respond to their answers. And 3% says that trainers are

impartial to them.


Exhibit: 10

What was the duration of the training programme?

57%35%

5% 3%

One day 2-3 daysOne week

fortnight

Interpretation:A large percentage shows that training program end up with in a day. On the other side

some training programs are conducted for a time span of 2-3 days this percentage

includes training on the topics with vast information and time is required to end up with

the topic. While training for one week and fortnight are conducted very rarely training on

which practical training is required or technical trainings required are conducted for large

span of time of 1week or fortnight.

Exhibit: 11


Training program is the part of?

10%

20%

55%

15%

Work schedule.

Performance appraisal.

Continuous learning.

All

Interpretation:

A large no of employee says that training program is the part of continues learning. 55%

of the employees says that its continues learning. The opinion of 20% of the employees is

that training is a part of Performance appraisal. Out of the sample unit 10% says that it is

a part of work schedule. While 15% says that training is a part of all the above aspects.


Exhibit : 12

Is the training programme having Pre-test and Post-test?

75%

25%

yesno

Interpretation:Whenever training is conducted most of the time pre and post test are conducted to

Evaluate their effectiveness and to cross check their knowledge they receive during the

training sessions.75% says those tests are conducted to judge their effectiveness.


Exhibit: 13

. Is your performance evaluated and feedback given after training?

45%

55%

yesno

InterpretationMost of the population says that evaluation is done but feedback is not given them.

Employees are not satisfied with the feedback procedure of iAi.


Exhibit: 14

How effectively is the training programme implemented on-the-job.

41%

14%

27%

18%Quality of work lifeimprovedPersonality development

Increase in workenvironment

Group synergy

InterpretationOut of the total sample unit, 41% think that through training quality of their work life

improved. Training help those to increase their efficiency and effectiveness .On the other

hand 27% think that training helps in increasing the working environment. While 18%

Think that it increases group synergy and 14% says that training is helpful for developing

their personality.


Exhibit: 15

Is your self-efficacy increased by the training programme?

85%

15%

Yes

No

Interpretation:

After getting training most of the employees feels that they are able to do their work with

more confidence and can do their work effectively and efficiently.85% of the employees

feel that training brings confidence in them. While 15% doesn’t feel any changes in them

from training.


Exhibit: 16

Training enhance the following?

15%

13%

12%

10%20%

30%Operational skills Efficiency

BehaviourCommunication skillsTeam building

All of the above

Interpretation:Out of the total sample unit of 40 employees .only 10% that is 4 employee feel that

training enhances communication skills. While 12% and 13% employees feel that

training enhances behavior and efficiency respectively. On the other hand 15% think that

It is operational skills which are enhanced by training. 20% think that it is tea bulding

spirit which is enhanced it them. And 30% observes that all tha above qualities are

improved in them.


Exhibit: 17

How were you benefited by training in terms of money?

12%

10%

8%

45%

25%Promotion.

Transfer to the convenient place

Hike in the salary.

Recognition

Increase in incentives.

Interpretation:

The diagram shows that a large no of employees receives recognition through the training

programs conducted in iAi. 45% of the employees says its recognition which they

recives from the training conducted . while 25% says that they are benefited through the

increase of incentives also.


Exhibit: 18

How has training programme benefited the organization?

35%

27%

25%

13% Increase in theproductivity

Increase in Quality ofwork life

Improvement in theHuman relations

Improvement inIntrapersonal relations.(Junior/senior)

Interpretation:A Mixed opinion is carried out of Questionnaire that training program

Helps in increasing the productivity.27% think that it increases quality of work life. 25%

think it improves human relation. While only 13% think that

Training improves intrapersonal relations.


Limitations of the study

1. The time duration was very short, to complete the study in the stipulated time.

2. The study is purely confined to iAi and based on the facts and data provided by the

company.

3. Due to time and financial constraints it was possible to interview 40 respondents

though we selected 60 respondents. However, adequate representation was given for all

categories of employees and officers.


FindingsMost of the employees are not satisfied with the training they received, they wants

refresher as well as training on new technology or new concept on regular basis.

(Exhibit: 4)

Trainings are conducted very rarely.

Evaluation are done but fedback are not provided to the employees because of

which employees didn’t take it seriously (Exhibit:10)

Whenever company has to cut down the cost than training is the first thing to go

with.

Lack of commitment among managers regarding training.

There are employees in all experience level in the organization.

The internal department of core competencies and continuous process

improvements has made iAi one of the most exciting Staffing companies to work

The management showing their full efforts for the growth of iAi.

The company is having skilled employees who can give prime solutions to the

clients more effectively.


Suggestions & RecommendationsAdequate time to training should be given.

Feedback should be provided to the employees.

Training should be conducted regularly.

Managers have to be committed regarding training.

Managers have to motivate their employees to take part in training program.

Trainers should have to make training session interactive.

Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Select the efficient faculty.

Ensure that the management commits itself to allocate major resources .

Ensure that a training should be given on timely basis.

Ensure that training contributes to competitive strategies of the firm. Different

strategies need different HR skills for implementation. Let training help

employees at all levels and acquire the needed skills.

Ensure that a comprehensive and systematic approach too exists; training and

retraining are for all levels of employees.

Make learning one of the fundamental values of the company. Let this philosophy

percolate down to all employees in the organization.

Ensure that there is proper linkage among organizational, operational and

individual needs.

Create a system to evaluate the effectiveness of training.


Annexure

Questionnaire

1. Name (optional):

2. Designation (optional):

3. What according to you is Training?

An instrument of change.

An instrument to bring effectiveness.

An instrument of better performance in terms of productivity.

Maximize benefits.

Enhancing the skills efficiency and behavior.

Learning organization.

All the above.

4. Have you undergone any type of training?

a. Yes b. No

5. What kind of training program.

a. On-the-job b. Off-the-job

6. Have you undergone any of the following types of training?

Refresher Training

Sensitivity Training

Convergent Training

Latest Technology

7. Was the environment during training period comfortable?


a. Yes b. No

8 Are you satisfied with the training you had

a. Yes b. No

If No, please suggest ___________________________

9. Where were you trained? (Venue)

a. Work shop

b. Class rooms

c. Conference hall

d. Outside the establishment.

10. How were the trainers?

a. Qualified and Experienced.

b. Skillful and knowledgeable.

c. Encouraged class participation.

d. All of the above.

11 Behavioral part of the trainers.

a. Impartial b. Rude

c. Friendly d. Easy going

Others please specify_______________________

12 What was the duration of the training program?

a. One day b. 2-3 days

c. One week d. fortnight

13 Is the training program part of?

a. Work schedule. b. Performance appraisal.

c. Continuous learning. d. All.


14 Is the training programme having Pre-test and Post-test?

a. Yes b. No

15 Is your performance evaluated and feedback given after?

Training.

a. Yes b. No

16 How effectively is the training programme implemented on-

the-job.

a. Quality of work life improved.

b. Personality development.

c. Increase in work environment.

d. Group synergy.

17 Is your self-efficacy increased by the training programme?

a. Yes b. No

18 Whether the training enhance the following.

a. Operational skills b. Efficiency

c. Behaviour d. Communication skills

e. Team building f. All of the above.

Others please specify__________________________

19. How were you benefited by training in terms of monetary?

a. Promotion. d. Transfer to the convenient place

b. Hike in the salary. e. Recognition

c. Increase in incentives.


20. How has training programme benefited the organization?

a. Increase in the productivity.

b. Increase in Quality of work life.

c. Improvement in the Human relations.

d. Improvement in Intrapersonal relations. (Junior/senior)

21 Any Suggestions….

_________________________________

_________________________________

Thank you..


TRAINING INTIMATION

Date :………………………….. Time :4.30pm to 6.00pm Topic: ………………….. Duration :1.30 Hrs Venue : Training Area Faculty : Mr. R.C. Joshi

S. No.

Participant Name Employee Code

Dept. Signature Remarks


TRAINING FEEDBACK FORM

Date :

Topic :

Faculty :

Your AssessmentCompletely Not Adequate

1 Were the contents of the Program adequately covered ? 5 4 3 2 1 0

Very Relevant Not Relevant2 Was the training material adequate & relevant ? 5 4 3 2 1 0

Very Much Not Much3 Was the training Interactive/ Live ? 5 4 3 2 1 0

Very Much Not Much4 Was the Communication clear/ Language

Understandable ? 5 4 3 2 1 0

Adequate In adequate5 Was the Program adequately timed (Content &

Duration)? 5 4 3 2 1 0

Excellent Poor6 How was the Presentation ? 5 4 3 2 1 0

Very Much Not Much7 Did it meet the Program Objectives ? 5 4 3 2 1 0

Fully Not at all8 Will it be helpful in your job / activities ? 5 4 3 2 1 0

Yes No9 Would you like to join such type of training again ? 5 4 3 2 1 0

SPECIFIC SUGGESTIONS:

Name : Designation :Department :

FOR HRD USE:

a) Rating


b) Specific Issue

c) Further Training


report

Documents

imperial auto industry

global auto makers

key auto components

indian auto component

entire industry

project report

automotive industry

business administration