Nilesh GP Project

8/2/2019 Nilesh GP Project

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HRD Audit: Measuring the Training Effectiveness inengineering companies of Rajkot

By

Sanjay Borad Nilesh Dodiya

097340592019 097340592023

MBA IV Semester

Marwadi Education Foundations Group of Institutions, Rajkot.AY: 2010-11

Conducted atEngineering Companies of Rajkot

Head Branch, Rajkot

Under the guidance of

Dr. Meeta Joshi

Asst. Professor,

Faculty of Management,

Marwadi Education Foundations Group of Institutions

Rajkot


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DECLARATION

I, the under signed Dr Meeta Joshi, Assistant Professor, Faculty of Management, Marwadi

Education Foundations Group of Institutions, Rajkot. Hereby declare that the research

work presented in this Grand project is prepared under my guidance and has been carried out

and prepared by Mr. Nilesh Dodiya and Mr. Sanjay Borad Students of Marwadi Group of

Education Rajkot.

This is an original contribution in every respect and has not been previously submitted to any

university for any degree.

Date:

Place: Rajkot (Professor Name)


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Declaration

We, Mr. Nilesh Dodiya , Mr. Sanjay Borad hereby declare that the research work presented

in this Grand project is our own contribution and has been carried out under the supervision

of Dr Meeta Joshi, Assistant Professor, Faculty of Management, Marwadi Education

Foundations Group of Institutions, Rajkot.

This is an original contribution in every respect and has not been previously submitted to any

university for any degree.

Mr Nilesh Dodiya

(Student of MBA SemIV)

Faculty Of Management

Marwadi Educations Foundation Groupof Institutions

Rajkot

Mr.Sanjay Borad

(Student of MBA SemIV)

Faculty Of Management

Marwadi Educations FoundationGroup of Institutions

Rajkot

( )

Sanjay Borad

( )

Nilesh Dodiya


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Preface

Human Resource Management is developing in Indian business because to gain competitive

advantage over it is must for an organization to acquire develops and retaining of its human

capital and competitor cannot imitate human capital of any company. HR itself consists of

Human Resource Planning, Human Resource Management as well as Human resource

development. now companies taken initiative to Audit their HR Activities. Many companies

such as Infosys, Wipro, L&T, Aditya Birla Group, Wockhardt has taken initiative in the

field of HR Audit and they have started analysis of their HR activities. This all activities can

be separately audited. As today companies are having attractive Recruitment and Selection

policy but just good compensation would not suffice in todays world because todays

employee has become Aware Employee and he will elect his Employer Employer ofChoice so he will check both good pay and his development in the organization there

comes HRD audit in to Picture HRD audit will enable company inquire whether the resources

and time they spend in HRD activities is worthwhile and is it really giving chance to develop

the individual as well as organization. HRD audit is done through process in which we have

to consider so many things. The two main aspect of any HRD activity is Training and Career

Management activities with that the attitude of the top management and line manager and the

relation between the HRD activities of an organization and its Business and Corporate

strategy.

Now lets see, what is HRD it includes three things Competence Building, Commitment

/Motivation Building, Culture Building. It is nothing but comprehensive evaluation of HRD

Strategies, Systems and Practices, Structures and Competencies, Styles and Culture, their

appropriateness to achieve the short and long term business goals of the organization. Our

survey area was Rajkot which is regarded as the Engineering Hub. Still the concept of HRD

is still evolving and it is limited to the employee training only. The main reason behindselecting was that Training part of the engineering companies of Rajkot and especially those

who are in to manufacturing function because the is having extensive training. We have used

the standard questionnaire of TV Rao of training effectiveness and tried to analyze whether

the training given in the organization is effective whatever they are spending behind this is

appropriate and the training policy is giving them chance to enhance the skills and knowledge

about their functions or not?


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Acknowledgement

First of all we would like to express our regard and thanks whole heartedly to professor

Dr.S.Chinam.Reddy, Dean of Marwadi education foundation group of institutions and

our Faculty Guide Dr Meeta Joshi, Assistant Professor, Marwadi education foundation

group of institutions for her guidance, Mr. Purohit HR Head of Field Marshal, HR

Manager Parekh sir Amul Technologies Rajkot and all companies to give us a chance to

enhance our knowledge of HRD audit and Training Effectiveness to do our comprehensive

Grand Project gain live industrial experience.

With a deep sense of gratitude and humble submission we would like to express my heartiest

gratefulness to our faculty guide professor, for guiding us throughout our comprehensive

project. we are equally grateful to MR. KSR Swami , Corporate Manager Marwadi educationfoundation group of institutions for helping us getting permission in various organization, all

those employee who gave their contribution for the success of our project.

we are especially thankful to Mr. T.V. Rao who pioneered the work of HRD and various

concept of the same also. HRD Audit is pioneered by him and Late Udai Pareek. So we are

thankful to them and their academy TVRLS without them we might not examine and learned

the concept and gain a substantial knowledge.

And lastly we give our heartiest thanks to our reversed faculty members and all our

classmates for supporting us throughout our project. Last but not leas to our parents for

encouraging us to join such competitive course and which gave us chance to explore various

aspect of the business.

Date:

Place: Rajkot


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Consultant Board

T. V. Rao Learning Systems Pvt. Ltd.PARSHWA", 603, 6th Floor, Opp. Rajpath Club,

Sarkhej - Gandhinagar Highway, Ahmedabad 380015. Gujarat,

"

Amul Engineering Pvt.LtdAji Industries Pvt. Ltd.

Plot No. 332/333

Rajkot 360 003,

Gujarat, India.

P.M. Diesels Pvt. Ltd.Aji Industrial Estate , P.O.Box No. 1003, Rajkot - 360003.Phone No. 91-281-2387401-2-3-4 Fax 91-281-2387406

Mr. Deepak Parikh

HR ManagerAmul Engineering

Mr. Sunil PurohitProduction Manager

P M Diesels

Gujarat Technological University

Admission Committee for Professional Courses Building

L.D College of Engineering Campus, Navarangpura,

Ahmedabad -380 015

Phone: 079-2630 0499, 079-2630 0599

Email : ,[email protected] [email protected]

Review Board

1......................................................................................................................................................................Sign...................................

Date..................................Place.................................

1......................................................................................................................................................................Sign...................................Date..................................Place.................................


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About the Researcher

Sanjay Borad pursuing Masters of Business Administration in Human Resource

Management from Marwadi Education Foundation Group of institution Rajkot, Gujarat

and did my Summer internship Project on the topic Attrition control and retention policy

in Marwadi Shares and Finance Pvt Ltd From Marwadi Shares and Finance Ltd. I did myGraduation in BA (English) from Muni.Arts and Commerce college, Upleta .

Signature

Nilesh Dodiya, pursuing my Masters of Business Administration in Human Resource

Management from Marwadi Education Foundation Group of institution Rajkot,

Gujarat. I did my Summer internship Project on the topic Change Management in

Marwadi Shares and Finance Pvt Ltd From Marwadi Shares and Finance Ltd. and

Graduation in BA (English) from T K Parekh college Mahuva.

Signature


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Contents

Chapter 1 | Introduction .......................................................................................................................... 9

1.1 | Introduction of the Topic ............................................................................................................ 9

Need for HRD Audit ............................................................................................................... 9

Why HRD Audit? ................................................................................................................. 10

Concepts of HRD Audit ........................................................................................................ 11

1.2 | Introduction of the Industry....................................................................................................... 15

1.3 | Introduction of the Company .................................................................................................... 18

Chapter 2 | Research Methodology ....................................................................................................... 23

2.1 | Title of the Study....................................................................................................................... 23

2.2 | Objectives of the Study ............................................................................................................. 23

2.3 | Literature Review (Published Studies, Review of Similar Studies).......................................... 24

2.4 | Sample Design .......................................................................................................................... 26

2.4.1 | Universe ............................................................................................................................. 26

2.4.2 | Population .......................................................................................................................... 26

2.4.3 | Sample Size ........................................................................................................................ 26

2.4.4 | Sampling Method ............................................................................................................... 26

2.4.5 | Collection of Data .............................................................................................................. 26

2.4.6 | Hypothesis (Null / Alternative Hypothesis ) ...................................................................... 27

2.4.7 | Research Method (Exploratory, Descriptive, Statistical Tools / Tests) ............................. 27

2.4.8 | Scope of the Study ............................................................................................................. 28

2.4.9 | Limitation of the Study ...................................................................................................... 28

Chapter 3 | Analysis and Interpretation of Data .................................................................................... 29

Chapter 4 | Summary, Findings and Suggestions................................................................................. 58

4.1 | Summary ................................................................................................................................... 58

4.2 | Findings..................................................................................................................................... 58

4.3 | Suggestions ............................................................................................................................... 59

Bibliography .......................................................................................................................................... 60


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Chapter 1 | Introduction

1.1 | Introduction of the Topic

Need for HRD AuditIn the last two decades there are so many corporations have established HRD department

and new systems of HRD and also made structural changes in terms of differentiating the HRD

function and integrating it with the HR function. A good number of CEO saw hope in HRD for

most of their problems, issues and challenges. It is estimated that on an average creating a new

HRD department with small size of about five professionally trained staff cost about two million

rupees per annum in terms of salary, another ten million in terms of budget ( e.g. training budget

, travel, etc)

In spite of these investments in a number of corporations, there is a wide spread feeling

that HRD has not lived up to the expectation of either the top management or the line manager.

There are also examples of corporations where HRD has taken the driver seat and has given lot

of benefits. In today competitive world peopleor employee can give a good degree of

competitive advantage to the company.

The function of HR should be in align with the business goal and strategies HRD audit is

an attempt to assess these alignments and ensure that take place.

HRD audit is a comprehensive evaluation of the current human resource development

strategies, structure, systems, styles and skills in the context of the short and long-termbusiness plans of a company. HRD audit attempts to find out the future HRD needs of

the company after assessing the current HRD activities and inputs available.


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Why HRD Audit?In the last two decades a large number of corporations have established Human

Resources Development Departments, introduced new systems of HRD, made structural

changes in terms of differentiating the HRD function and integrating it with HR function. A

good number of CEOs saw a hope in HRD for most of their problems, issues and challenges..

To get the best out of HR, there should be a good alignment of the function, its strategies,

structure, systems, and styles with business and its goals (financial, customer etc. parameters). It

should be aligned both with the short-term goals and long-term strategies. If it is not aligned, HR

could become a big liability to corporations. Besides this alignment, the skills and styles of HR

staff, the line managers and the top management should synergies with the HR goals and

strategies. HRD audit is an attempt to assess these alignments and ensure the same.

In the last few years Dr. T. V. Rao along with his colleague Dr. Udai Pareek pioneered

in India, a methodology for auditing HRD function and implemented the same in a good number

of Indian companies. This note describes below the basic concepts behind HRD audit.

How can HRD Audit contribute to the Organization?

HRD Audit is not a problem solving exercise. It may not be able to provide any

solutions to specific problems the organizations is facing for example Industrial Relations

problem, or discipline problem, poor performance problems etc. However, it may be able to

throw insights into the sources for the problem. It will not give feedback about specific

individuals. It will however give feedback about the HRD department, its structure,

competency levels, leadership, processes, influence of the HRD on the other systems etc.

HRD audit is against the HRD framework HRD audit is comprehensive. However it is

possible to focus on one or more systems thoroughly. Action on HRD audit is entirely in the

hands of the CEO and the auditor has no control over this.


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HRD Score card

On the basis of HRD audit a Score is assigned to the company, which indicates the level

of HRD in relation to four dimensions. HRD Systems Maturity, HRD Competencies (including

the competencies of line managers, union leaders, top management and the HRD department

and its structure), HRD styles and culture, and Business linkages of HRD. The scorecard is a

form of rating of the level of maturity of HRD in the company.

Concepts of HRD AuditHRD Audit is Comprehensive HRD audit starts with an understanding of the future

business plans and corporate strategies. While HRD audit can be done even in organizations

that lack well formulated future plans and strategies, it is most effective as a tool when the

organization already has such long-term plans.

The HRD audit starts with attempts to answer the following questions:

1) Where does the company want to be ten years from now, three years from now andone year from now? (Answers to this question ensures business linkages part of the

HRD score card)

Answer to this question needs to be provided by the top-level management. If there are

long-term plan documents these are reviewed. On the basis of the answers to these questions

the consultants finalize the subsequent audit strategies and methodology. The consultants make

an attempt to identify the nature of core competencies the organization needs to develop in order

to achieve its long-term, five to ten year plans. The consultants also attempt to identify skills


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required to be developed by the company at various levels (example - workmen level,

supervisors level, junior management level, middle management level, top management level,

etc.) and with respect to various functions (finance, production, marketing, etc.). Listing all

these core competencies and skills for the future is the starting point of HRD audit. The HRD

audit normally attempts to assess the existing skills and the competency gaps in order to achieve

the long-term business goals and short-term results of the company. The competencies may deal

with technical aspects, managerial aspects, people related or conceptual. They may cover

knowledge base, attitudes, values and skills.

2) What is the current skill base of HRD staff in the company in relation to various rolesand role requirements? (HRD Competencies Score on the HRD score card)

This is assessed through an examination of the qualifications of HRD staff, job descriptions,

training programmes attended, etc. Besides this, through interviews an attempt is normally

made to identify the skill gap in the organization. Training needs and performance appraisal

forms provide further insights. Departmental heads and other employees provide insights into

the competency and other skill requirements.

3) What are the HRD sub-systems available today to help the organization build itselfcompetency base for the present, immediate future as well as for long-term goals?

(HRD systems maturity score of the HRD score card)

The auditors attempt to identify various HRD sub-systems that are available to ensure the

availability, utilization and development of skills and other competencies in the company. All

the HRD tools existing in the organization are listed and studied in detail.

4) What is the current level of effectiveness of these systems in developing people andensuring that human competencies are available in adequate levels in the company?

(HRD systems maturity on the HRD score card)


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Assessing the effectiveness of each system makes this. For example, discussing with employees,

individually and in groups, about the efficacy of the system, assesses the effectiveness of

performance appraisal system. The auditors look at the appraisal forms, look at the linkages

between appraisal and training, conduct questionnaire surveys to assess the extent to which

coaching and other components of other appraisals are being utilized and also conduct

workshops if necessary to assess the effectiveness of these systems. Similarly, in relation to

induction training, the consultants make it a point to meet those who have been through the

induction training recently or those who are in the process of being inducted into the company

and take their views to improve the induction training methodology etc.

5) Does the HRD structure exist in the company adequate enough to manage the HRD inthe company? (Contributes to HRD competencies score)

In the next stage, an attempt is made by the auditors or consultants to examine whether the HRD

structure at present can handle the pressing and future HRD needs of the company. This

examination will assess the existing skill base of the HRD staff of the company, their

professional preparation, their attitudes, their values, their developmental needs, the line

managers perceptions regarding them, etc. In addition to examining the full time staff, the HRD

structure is also assessed in terms of use of task forces and other mechanisms.

6) Are the top management and senior manager styles of managing people in tune withthe learning culture? (Answers to these questions contribute to the HRD culture score

of the HRD score card)

Here an attempt is made to examine the leadership styles, human relations skills, etc. of senior

managers. The extents to which their styles facilitate the creation of a learning environment are

examined.


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HRD Audit Examines Linkages with Other Systems :

The HRD audit also examines the linkages between HRD and other systems like total

quality management, personnel policies, strategic planning etc.

Suggestions are made on the basis of evaluation on the above questions about the future

HRD strategies required by the company, the structure the company needs to have for

developing new competencies and the systems that need to be strengthened, the styles and

culture that has compatibility with HRD processes in the company particularly the styles of the

top management, etc.

HRD Audit is Business driven:

HRD audit always keeps the business goals on focus. At the same time, it attempts to

bring in professionalism in HRD. In keeping the business focus at the centre, HRD audit

attempts to evaluate HRD strategy, structure, system, staff, skills and styles and their

appropriateness.


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1.2 | Introduction of the Industry

HISTORY OF INDUSTRY

In this modem era, demand for automobile increase by the day. The condition in this industry

has also increased because the entry of multinational companies.

So, Indian automobile industry faces more and more challenges in this changed economic

scenario. To make automobile in this competitive and salable, auto parts play a very important role.

Thus in Indian auto parts industry has been highly monetize with the help of latest technology and

scientific methods to meet the rising demand of automobile industry.

Exciting times lie ahead for the Indian automotive component industry. The industry istransforming, and the boost in demand will see the emergence of several new players in the industry.

The vast market for auto components, and the diverse products and technology involved ensures a

place and role for many.

According to Baba Kalyani, chairman, Bharat Forge Ltd, the auto-component business is

huge and what players like us from the developing world are trying to do is to get a part of that

business. And that part will never be more than 20 per cent. But that 20 per cent is big business. The

auto-component business that is favourable for India totals to some $380 billion. "Even if you get 10

per cent of that, it is $38 billion! It is a hell of a lot more than what we are doing as a whole country,"

he stated.

There is lot of positive factors - India has emerged as an outsourcing hub for auto parts for

international companies such as Ford, General Motors, Daimler Chrysler, Fiat, Volkswagon and

Toyota. India enjoys a cost advantage with regard to castings and forgings. The manufacturing costs

in India are 25 to 30 percent lower than its western counterparts. India's competitive advantage does

not come from costs alone, but from its full service supply capability.

Besides the burgeoning demand from global auto majors, there is also the domestic car

industry, which is growing at a spanking rate of over 16 per cent, driven by a rising consumer base

and affordable loans. Auto sales within India are expected to touch 10 million by 2009 and Indian

auto majors have registered a growth of over 24 per cent in vehicle exports in September 2006 alone.

The industry displays tremendous potential in generating employment and boosting entrepreneurship

in the country. The spate of new investment plans announced by global and domestic automobile

manufacturers promises the emergence of India as a global hub for auto components.


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PERFORMANCE OF INDUSTRY

The Indian automotive component industry has witnessed a CAGR of 20 per cent in

the last five years, according to a McKinsey-ACMA report on the Status of the Indian Auto

Industry. In 2005, the auto components industry was worth over US$ 10 billion, which is

expected to nearly double every four years, to 18.7 billion in 2009, and reach US$ 40 billion

by 2014.

According to estimates by the Automotive Component Manufacturers Association

(ACMA), domestic production increased by 17 per cent in 2005-06 to $10 billion, while

exports jumped by 30 per cent to $1.8 billion. "The industry has grown at a CAGR of 20%

between 2000 and 2005 with total output in value terms touching US$ 10 billion in 2005.Exports have grown at a much higher rate of 34% CAGR during the same period with output

touching US$ 1.8 billion," say data published by independent market observers too.

The reduction in excise duty on small cars affected in the 2006 Budget had created

positive market sentiment towards auto-ancillary units, especially the ones having exposure

to small cars producers. The reduction in peak customs duty levels and the reduction in

import duty on ferrous and non-ferrous metals should also provide some relief to the auto

ancillary producers.

The Indian auto industry produces an estimated 9.7 million vehicles, propelled by a

surging domestic demand, which has pushed the growth rate of the auto industry to 20% in

the last couple of years. The domestic industry is set to grow manifold over the next few

years as estimates point out that the Indian auto components industry will invest about $1

billion towards ramping up capacities and acquiring newer technologies every year for the

next 10 years.


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CURRENT STATUS OF INDUSTRY

Innovation is the hallmark of the manufactured automobile industry. Automobile

more numerous and diverse than any found in nature are now routinely created in the

industry's laboratories.

For industrial uses, manufactured automobile relentlessly replace traditional materials

in applications from super-absorbent diapers, to artificial organs, to construction materials for

moon-based space stations. Engineered non-woven products of manufactured automobile

sprat are found in applications from surgical gowns and apparel interfacing to roofing

materials, road bed stabilizers, and floppy disk. As they always have, manufactured

automobile continue to mean, Life made better.

FUTURE OF INDUSTRY

Now a days the use of vehicles are increases and as per hobby of the different person

the demand for the all vehicles are also one requirement and also none hobby.

It is always believed that the origination must no satisfy with their current level of

operations, at every pain of time they must planning for future expansion of the operations.

This expansion can be of any type for instance, increase sales established a new units,

increasing the production line, producing the different varieties, of the production etc. for all

these expansions, the first and for most thing there needs to be taken care is the development

of future plans for the expansions planning of future expansion holds very important when

the level of risk is very high in the industry in which the expansion is to be carried on. Thus

the management must pay the at most attention to the future plans to avoid big losses in

making investment in a very huge projects


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HISTORY AND DEVELOPMENT OF AMUL INDUSRIESPVT. LTD.

1.3 | Introduction of the Company

Amul Industries Pvt. Ltd. Is one of the firms in the Rajkot manufacturing auto parts

"ADICO ' SPARES INDUSTRY" is the parent company of Amul Industries? Adico spares

industry produces oil engine spare parts that are used in automobiles. The Adico Group

established "AMUL INDUSTRIES PVT.LTD." In 1988. It is engaged in this business since

last 20 years, it collaborates with advance engineering due to following two reasons.

1) To overcome the shortage of place.2) To reinvest profits which earn every years?

The main promoters of Amul Industries Pvt. Ltd. Are Mr. Nipul Santoki and Mr. Atul

Santoki.

.


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COMPETITORS

To prepare an effective marketing strategy, a company must study its competitors as

well as its actual and potential customer. Companies need to identify competitors strategies,

objectives, strength, weakness, and reaction patterns. They also need to know to design an

effective competitive intelligence system. A company should identify competitors by using

both industry and market based analysis.

As important as a competitive orientation is in today's global market, company should

not over do the emphasis on competitors. They should maintain a good balance of consumer

of and competitor monitoring. Bhavani & Co.Galaxy Co. Anand Enterprise. (Rajkot.) Bajaj

Sons Ltd, (Ludhiana.) Swastic Drilling co Ltd,(New Delhi.) Kishan Auto parts Ltd,

(Rajkot.) J. J. Auto Engineering, (gota-Alimedabad.)


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SWOT Analysis Amul Engineering

SWOT ANALYSISStrengths

Has experience and qualified staff Very high brand identify Very less dependent on government

for wall and power

Sound to cope up with the economicsituation. High distribution

efficiency.

Excellent management team to copewith changing environment.

Weaknesses

Employees are dis-satisfied withtheir pay scale.

Competition is increases inauto-parts industry.

There is no advertisement

Opportunities

The receipts of the bulk order ofcustomer are great opportunity for

industry.

Company provides after sales service totheir customer.

Threats

Threats from the economic cycle Recession or growth. Capacity expansion by the

competitors Change in government policies in

terms of coal, diesels, raw material,

and transportation.


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P.M. DieselsPVT. LTD.

MISSION OF THE COMPANY

We will continuously strive for timely delivery of total quality

productions and services to ensure full satisfaction of our customers

through

A. Involvement of all our employees and vendorB. Continuous improvement In product features

OBJECTIVES OF THE COMPANY

Elimination of customers complain Continuously improvement through reduction of

rejection and work

PRESENT ACTIVITIES OF THE COMPANY

Manufacturing and marketing of field Marshal brand

Slow- speed diesel engine

High speed diesel engine

High weight petrol/ kerosene engine

Electrical products

Engine oil

Submersible pumps sets

Mini tractor

Original spare of all above products

ACHIEVEMENTS OF THE COMPANY

ISO 9001-2000 QMC certification National awards for quality product by Government of India Highest export award by Government of Gujarat Swadesh technological award BY government of Gujarat


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SWOT Analysis Field Marshal

Strengths

Agricultural Product Quality and product

differentiation

Good Human Capital Excellent work environment Good demand of product

outside country.

Weaknesses

Heavily relies on traditionalmethod of work

Having only agriculturalproducts

Infrastructure No HRD division

Opportunities

Great Market Other engineering field like

auto mobile and casting

Agricultural advancement

Threats

Rapid technological changes Many competitors More of export


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Chapter 2 | Research Methodology

2.1 | Title of the Study

HRD Audit: Measuring the training effectiveness ofengineering companies of Rajkot

As Rajkot is regarded as the ENGINEERING HUB we selected the engineering

companies and as Rajkot engineering industry is evolving and accepting H R Practices so we

are interested in measuring the Training effectiveness.

2.2| Objectives of the Study

To measure the training effectiveness and analyzing the work Of HRD departmentsand widely shared training policy of the company

Checking that the induction training is well planned, given importance and providingenough opportunity to understand the organization.

Inquiring whether the training helps participant in acquiring technical knowledge andskills and training faculties are competent or not.

Assessing the fact that employee are sponsored for training programs with carefullyidentified development needs get chance to implement those learning in the

organization and to examine whether HRD department conduct briefing and

debriefing sessions for employees sponsored for training?

sAssessing the quality of in- company programs in this organizations excellent andare worth to attend.


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2.3 | Literature Review (Published Studies, Review of Similar Studies)

1. MEASURING TRAINING EFFECTIVENESS

This paper examines the effectiveness of a training program offered to 94 trainees at two

locations of a training institute in UAE. The researcher extracted the needed data from the

records of the institute for the year 2003. The paper focused on trainees reactions to the

training program (i.e., its materials and instructors) and the level of skills and knowledge

gained from the program as the primary measures for effectiveness. Alpha analysis and t-tests

were used to judge data reliability and the statistical significance of the measures of

effectiveness. A regression analysis was also used to determine the role of perceived training

usefulness and a trainees effort to gain skills and knowledge in explaining achieved level of

effectiveness. The results indicate significant positive reactions to the training program. Theyalso indicate significant increase in trainees skills and knowledge as a result of the training.

In addition, perceived training usefulness and trainees effort to gain skills and knowledge

were significant variables in explaining training effectiveness, after controlling for the effects

of demographic variables.

Ibrahim Mohamed E, P. &. (2004). Measuring Training Effectiveness.Journal of

Management Resesrch .

2.CONTEXTUAL INFLUENCES ON TRAINING

EFFECTIVENESS

Training does not operate in vacuum. This is not to say that training design issues such as

instructional methods, course contents, and training media are not important. Individuals will

only learn what is taught in training. However, trainees arrive at training sites with

expectations, attitudes and motivational levels and these can act as a limiting factor on the

effectiveness of the well designed training program. Highly motivated trainees are not likely

to benefit from a poorly designed training program, however. Thus training must be thought

of as system embedded within a larger organizational system each level of which influences

the other.

Gold Stein, N. &. (1995). Cotextual Influence in Training effectivness.


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3. Kirkpatrick's Learning and Training Evaluation Theory

Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where he

achieved his BBA, MBA and PhD), first published his ideas in 1959, in a series of articles in

the Journal of American Society of Training Directors. The articles were subsequently

included in Kirkpatrick's book Evaluating Training Programs (originally published in 1994;

now in its 3rd edition - Berrett-Koehler Publishers).

Donald Kirkpatrick was president of the American Society for Training and

Development (ASTD) in 1975. Kirkpatrick has written several other significant books abouttraining and evaluation, more recently with his similarly inclined son James, and has

consulted with some of the world's largest corporations.

Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally

published ideas of 1959, thereby further increasing awareness of them, so that his theory has

now become arguably the most widely used and popular model for the evaluation of training

and learning. Kirkpatrick's four-level model is now considered an industry standard across

the HR and training communities.

More recently Don Kirkpatrick formed his own company, Kirkpatrick Partners, whose

website provides information about their services and methods, etc.

Kirkpatrick's Four Levels Of Evaluation Model

The four levels of Kirkpatrick's evaluation model essentially measure:

reaction of student - what they thought and felt about the training learning - the resulting increase in knowledge or capability behaviour - extent of behaviour and capability improvement and

implementation/application

results - the effects on the business or environment resulting from the trainee'sperformance
http://www.kirkpatrickpartners.com/http://www.kirkpatrickpartners.com/http://www.kirkpatrickpartners.com/


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2.4 | Sample Design

2.4.1 | UniverseThe first step involved in developing sample design is to clearly defined the number of cases

technically known as the Universe. Universe may be finfte and infinite. Our universe is Finite

because we have selected only those engineering companies which are extensively in to

production

All employees of Engineering companies(Amul Engineering & P. M. Diesels) ofRajkot which consist of 1100 employee of the approximately.

2.4.2 | Population

All employees of engineering (Production) companies that we have surveyed out of1100 employees 365 people were given training ( training includes the major training

to the top level people middle level and some portion of operational level

management)

2.4.3 | Sample Size

75% of the population which is 256 people were approached for the sample out ofwhich 175 respondents have responded.

2.4.4 | Sampling Method

Convenience Random Sampling because we have not been granted permission formore companies due to their business policy so we were make to take the sample of

the two companies only.

2.4.5 | Collection of Data

Primary

Questionnaire

Informal Interview


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Secondary Data

Books Magazine Journal

Method of Collection

Sample Technique Interviews of HR Head and Training executives

2.4.6 | Hypothesis (Null / Alternative Hypothesis )

Hypothesizes:

Ho: Training Effectiveness has no significant difference between Amul Engineering

and P.M. Diesel Pvt. Ltd.

Ha: Training Effectiveness has significant difference between Amul Engineering and

P.M. Diesel Pvt. Ltd.

Ho: Training Effectiveness is not related with Experience in engineering companies.

Ha: Training Effectiveness is related with Experience in engineering companies.

2.4.7 | Research Method (Exploratory, Descriptive, Statistical Tools / Tests)

Research Method

The Research Method is exploratory method because the research method is used bygathering information from the population and the conclusion will be based on the

analysis and interpretation of the sample data.

Statistical Tools/ Tests

We have used the ChiSquare as the statistical tool to find the relationship betweenthe employee experience and the training effectiveness.

The use of t-test paired of the to check whether there is any difference between thetraining effectiveness of the Amul Engineering and P. M. Diesels.

Normal Distribution Graphical Depiction of data


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2.4.8 | Scope of the Study

During project duration we will concentrate on measurement of training effectivenessof only engineering companies (production companies) of Rajkot

The study is limited to assessment of HRD Departments only one function that istraining.

The instrument for the study is questionnaire so the respondent might be biased.

2.4.9 | Limitation of the Study

There are so many limitation of the study the first and foremost is that, the instrument for the

study was questionnaire so the answer will be subjective and thats why the accuracy of the

study may not be totally reliable. The second thing is training is comprehensive thing and

which consists of so many things so there might be chance that something may not be

included in the questionnaire. And the third thing company policy for not revealing the

necessary information for research purpose.


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Chapter 3 | Analysis and Interpretation of Data

Q -1 Induction training is given adequate importance in this organization

Interpretation:

As the chart shows that the induction training has adequate importance in Amul

Engineering Industry because more than 65% agree in comparison of P.M. Diesels in which

only 49% of respondent agree. So in comparison with Amul Engineering Indus. P.M. Diesels

have less adequate importance of Induction Training.

2.44

7.32

31.71

21.95

36.59

6.45

10.75

17.2

22.58

43.01

0

5

10

15

20

25

30

35

40

45

50

Not at all True A little True Somewhat true True to a great

extent

Very true

P.M.Diesels Amul

Response % of Respondents

P.M. Diesels% Amul %

Not at all True A little True Somewhat true True to a great extent Very true Total 100.00% 100.00%


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Q2 Induction training is well planned

Response % of respondents

P.M. Diesels% Amul Indus%

Not at all True 3.66 2.15

A little True 8.54 8.60

Somewhat true 20.73 12.90

True to a great extent 34.15 32.26

Very true 32.93 44.09

Total 100.00 100.00

Interpretation:

Figures in the chart indicate induction training is well planned in Amul Engineering

Industry because it has 77% respondent agree in comparison of P.M. Diesels in which only

66% of respondent agree. So in comparison with Amul Engineering Indus. P.M. Diesels are

lacking at the planning of the Induction Training.

3.66

8.54

20.73

34.15 32.93

2.15

8.6

12.9

32.26

44.09

0

5

10

15

20

25

30

35

40

45

50

Not at all True A little True Some what true True to a great

extent

Very true

P.M. Diesels% Amul Indus%


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Q-3 Induction training is of sufficient duration

Interpretation:

Figures in the chart indicate induction training is of sufficient duration Amul

Engineering Industry because it has 76.35 % respondent agree in comparison of P.M. Diesels

in which only 73.17% of respondent agree. So both companies are having sufficient amount

of duration for their training program

2.44 2.44

21.95

37.835.37

2.15

7.53

13.98

23.66

52.69

0

10

20

30

40

50

60


extent

Very true

P.M. Diesels Amul Indus







Very true 35.37 52.69

Total 100.00 100.00


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Q-4 Induction training provides an excellent opportunity for newcomers to learncomprehensively about the organization







Very true 37.80 51.61

Total 100.00 100.00

Interpretation:

The chart shows that the effectiveness and encouragement to the employees to learn

comprehensively about organization is comparatively higher in P.M. Diesels then Amul

Engineering. Induction training in Amul Engineering Industry respondent rate has 68.81% in

comparison of P.M. Diesels in which it has 81.7% .

0 1.22

17.07

43.9

37.8

2.15

9.68

19.35 17.2

51.61

0

10

20

30

40

50

60


extent

Very true



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Q-5 The terms and values of this company are clearly explained to the new employees

during induction

Interpretation:

Numbers in the chart shows that Amul Engineering has very clear induction training

program which explains a new employee to know about terms and conditions of the

organization. Amul Engineering Industry respondent rate has 77.42% in comparison of P.M.

Diesels which has 71.95%.

0

7.32

20.7324.39

47.56

4.36.45

11.83

23.66

53.76

0

10

20

30

40

50

60


extent

Very true








Very true 47.56 53.76

Total 100.00 100.00


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34

Q-6 Senior executives/officers take interest and spend time with the new staff duringinduction training

Interpretation:

The study and data shows that in Amul engineering and PM diesels both companies

senior executive and line managers are involving and taking interest and spending their time

with new newcomers in the organization during induction training. Amul Engineering

Industry respondent 74.19 and 74.39 of P. M. Diesels which is comparatively equal.

2.446.1

17.07

29.27

45.12

2.15

8.6

15.05

24.73

49.46

0

10

20

30

40

50

60


extent

Very true



P.M. Diesels Amul IndusNot at all True 2.44 2.15




Very true 45.12 49.46

Total 100.00 100.00


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Q-7Tthe new recruits find induction training very useful in this organization







Very true 50.00 54.84

Total 100.00 100.00

Interpretation:W

The data reveal that in Amul engineering new joniee finds the induction training

useful than the PM Diesels. The percentage in both company Amul Engineering Industry

respondent 80.65% and 71.95 of P. M. Diesels.

4.88 3.66

19.5121.95

50

2.15

10.756.45

25.81

54.84

0

10

20

30

40

50

60


extent

Very true



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Q8 Induction training is periodically evaluated and improved







Very true 37.80 50.54

Total 100.00 100.00

Interpretation:

The data tell us that in Amul engineering induction training is periodically evaluated

and improved in comparison to P.M. Diesels. Response in both companies Amul Engineering

Industry respondent 73.12% and 64.63 of P. M. Diesels.

7.32 8.54

19.51

26.83

37.8

5.387.53

13.98

22.58

50.54

0

10

20

30

40

50

60


extent

Very true



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Q-9The employees are helped to acquire technical knowledge and skills through training







Very true 42.68 51.61

Total 100.00 100.00

Interpretation:

The data demonstrates that in Amul engineering training programs are helping the

trainees to acquire technical knowledge and skills. The response in both companies Amul

Engineering Industry respondent 74.19.% and 67.07% of P. M. Diesels.

7.32 7.32

18.29

24.39

42.68

5.388.6

11.83

22.58

51.61

0

10

20

30

40

50

60


extent

Very true



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38

Q10 There is adequate emphasis on developing managerial capabilities of themanagement staff through training

Interpretation:

The figure shows that Amul engineering training program is adequate emphasis on

developing managerial capabilities of the management staff through training. The response in

both companies Amul Engineering Industry respondent 74.02. % and 53.22% of P. M.

Diesels.

10.98

4.88

24.3928.05

31.71

4.39.68

11.83

21.51

52.69

0

10

20

30

40

50

60


extent

Very true


Response % of RespondentsP.M. Diesels Amul Indus





Very true 31.71 52.69

Total 100.00 100.00


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Q- 11 Human relations competencies are adequately developed in this organizationthrough training in human skills







Very true 31.71 48.39

Total 100.00 100.00

Interpretation:

The figure shows that in Amul engineering human relations competencies are

adequately developed in this organization through training in human skills. The response in

both companies Amul Engineering Industry respondent 69.09. % and P. M. Diesels

respondent rate is 62.02%.

3.66

12.2

21.95

30.49 31.71

9.68

7.53

12.9

21.51

48.39

0

10

20

30

40

50

60


extent

Very true



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Q-12 Training of workers is given due importance in this organization



Not at all True 4.88 5.38A little True 6.10 8.60



Very true 42.68 49.46

Total 100.00 100.00

Interpretation:

The figure demonstrates that in Amul engineering training of workers is given dueimportance while it is not in P.M. Diesels. The respondent rate in Amul Engineering Industry

is 72.04. % and P. M. Diesels respondent rate is 64.63%.

4.88 6.1

24.3921.95

42.68

5.388.6

13.98

22.58

49.46

0

10

20

30

40

50

60


extent

Very true



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41

Q-13Employee are sponsored for training program on the basis of carefully identifieddevelopmental needs







Very true 30.49 43.01

Total 100.00 100.00

Interpretation:

The figure demonstrates that there is no more difference between Amul engineeringand P.M.Diesels about employees are sponsored for training program on the basis of

carefully identified developmental needs. The respondent rate in Amul Engineering Industry

is 68.82. % and P. M. Diesels respondent rate is 67.08%.

6.1

10.98

15.85

36.59

30.49

2.15

13.98 15.05

25.81

43.01

0

5

10

15

20

25

30

35

40

45

50


extent

Very true



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42

Q14 Those who are sponsored for training programs take the training seriously


P.M. Diesels AmulIndus





Very true 53.66 52.69

Total 100.00 100.00

Interpretation:

The figure demonstrates that there is no more deviation between Amul engineering

and P.M. Diesels regarding the employees who are sponsored for training programs take the

training seriously. The respondent rate in P. M. Diesels is 77.42. % and Amul engineerings


7.323.66

9.76

25.61

53.66

7.53 6.458.6

24.73

52.69

0

10

20

30

40

50

60


extent

Very true



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43

Q-15 Employee in this organization participate in the determining the training they need







Very true 39.02 48.39

Total 100.00 100.00

Interpretation:

The data demonstrates that in Amul engineering the employees are participate in the

determining the training which they while it is not in P.M. Diesels. The respondent rate in

Amul Engineering Industry is 72.05. % and P. M. Diesels respondent rate is 63.41%.

7.32 7.32

21.9524.39

39.02

3.23

13.9810.75

23.66

48.39

0

10

20

30

40

50

60


exteent

Very true



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44

Q16 Employees sponsored for training program go with a clear understanding of theknowledge and the skill they are expected to acquire from training







Very true 39.02 51.61

Total 100.00 100.00

Interpretation:

The figure demonstrates that there is no more deviation between Amul engineering and

P.M. Diesels regarding the employees who are sponsored for training program go with a clear

understanding of the knowledge and the skill they are expected to acquire from training. The

respondent rate in P. M. Diesels is 64.63% and Amul engineerings respondent rate is 66.66 %.

2.44

10.98

21.9525.61

39.02

7.53 11.83

13.98 15.05

51.61

0

10

20

30

40

50

60


extent

Very true



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45

Q -17 The HRD departments conducts briefing and debriefing sessions for employeessponsored for training







Very true 35.37 49.46

Total 100.00 100.00

Interpretation:

The chart demonstrates that in Amul engineering the HRD departments conducts

briefing and debriefing sessions for employees sponsored for training while that is not done

in P.M. Diesels. The respondent rate in Amul Engineering Industry is 68.81. % and P. M.

Diesels respondent rate is 58.54%.

14.63

10.98

15.85

23.17

35.37

8.6 7.53

15.05

19.35

49.46

0

10

20

30

40

50

60


exteent

Very true



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46

Q18 In company programs are handled by competent faculty


P.M.Diesels

Amul Indus





Very true 45.12 51.61

Total 100.00 100.00

Interpretation:

The figure presents that there is no more deviation between Amul engineering andP.M. Diesels regarding in company programs are handled by competent faculty. The

respondent rate in P. M. Diesels is 70.73% and Amul engineerings respondent rate is 69.89 %.

4.88

12.2 12.2

25.61

45.12

7.53

11.83 10.75

18.28

51.61

0

10

20

30

40

50

60


extent

Very true



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47

Q-19 The quality of in- company programs in this organization is excellent






Very true 35.37 49.46

Total 100.00 100.00

Interpretation:

The data shows that in Amul engineering the quality of in- company programs is

excellent while that is not up to the mark in P.M. Diesels. The respondent rate in Amul

Engineering Industry is 72.04. % and P. M. Diesels respondent rate is 57.32%.

6.1 6.1

30.49

21.95

35.37

2.15

8.6

17.2

22.58

49.46

0

10

20

30

40

50

60

Not at all True A little True Some what true True to a greatexteent

Very true



48/60

48

Q - 20 Senior line managers are eager to help their juniors develop through training






Very true 37.80 54.84

Total 100.00 100.00

Interpretation:

The data shows that in Amul engineering the Senior line managers are eager to help

their juniors develop through training while that thing is slightly lower in P.M. Diesels. The

respondent rate in Amul Engineering Industry is 77.42. % and P. M. Diesels respondent rate

is 70.73%.

2.444.88

21.95

32.93

37.8

5.38 6.45

10.75

22.58

54.84

0

10

20

30

40

50

60


extent

Very true



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49

Q-21 Employees returning from training are given adequate free time to reflect and planeimprovements in the organization







Very true 41.46 54.84

Total 100.00 100.00

Interpretation:

The data shows that in Amul engineering the Senior line managers are eager to help

their juniors develop through training while that thing is slightly lower in P.M. Diesels. The

respondent rate in Amul Engineering Industry is 77.42. % and P. M. Diesels respondent rate

is 70.73%.

7.32 7.32

15.85

28.05

41.46

3.23 4.3

11.83

25.81

54.84

0

10

20

30

40

50

60


extent

Very true



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50

Q22 Line managers provide the right kind of climate to implement new ideas andmethods acquired by their juniors through training


P.M. Diesels Amul IndusNot at all True 10.98 4.30




Very true 36.59 56.99

Total 100.00 100.00

Interpretation:

The survey explores that Amul engineering Indus. is giving more opportunity to

trainee to implement those things in to organization than P.M.Disels. The respondent rate in

Amul Engineering Industry is 80.56. % and P. M. Diesels respondent rate is 58.54%.

10.98 10.98

19.5121.95

36.59

4.3 6.45

8.6

23.66

56.99

0

10

20

30

40

50

60

Not at all True A little True Somewhat true True to a great extent Very true



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Q23 Line managers in this organization utilize and benefit from the training programs






Very true 34.15 50.54

Total 100.00 100.00

Interpretation:

The Chart shows that Amul engineering the line managers are getting more benefit

from the training program than the P.M. Diesels. The respondent rate in Amul Engineering

Industry is 74.2. % and P. M. Diesels respondent rate is 62.20%.

7.32 6.1

24.3928.05

34.15

5.388.6

11.83

23.66

50.54

0

10

20

30

40

50

60


extent

Very true



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52

Q24 External training programs are carefully chosen after collecting enoughinformation about their quality and suitability







Very true 37.80 54.84

Total 100.00 100.00

Interpretation:

The study explores that Amul engineering are very keen about the choice of the

training program and they also take in to the need of the trainee and prepare the training

program. The respondent rate in Amul Engineering Industry is 75.27. % and P. M. Diesels


8.54 9.76

17.07

26.83

37.8

4.37.53

12.9

20.43

54.84

0

10

20

30

40

50

60


extent

Very true



53/60

53

Q25 There is well designed and widely shared training policy in the company






Very true 52.44 58.06

Total 100.00 100.00

Interpretation:

According to respondent of the both the companies Amul engineering and P.M.

Diesels training policy is well designed and shared. The respondent rate in Amul Engineering

Industry is 79.57. % and P. M. Diesels respondent rate is 79.83% which is almost same.

2.44

4.88

13.41

26.83

52.44

5.387.53 7.53

21.51

58.06

0

10

20

30

40

50

60

70


extent

Very true



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54

T-test Two Sample Assuming Equal variances:

Hypothesizes:

Step-1: Ho: Training Effectiveness has no significant difference between Amul Engineeringand P.M. Diesel Pvt. Ltd.

Ha: Training Effectiveness has significant difference between Amul Engineering

and P.M. Diesel Pvt. Ltd.

Step-2 : t=

2121

2

2

21

2

1

2121

11

2

)1()1(

)()(

nnnn

nsns

xx

Df = n1+ n22

Step-3 : The value of alpha is 0.05

Step-4 : The Df are (93+82-2=173) and alpha is 0.05. The table value is 1.9737.

Step-5 :

Variable

1

Variable 2

Mean 101.6559 97.15853659Variance 112.2934 159.5177657

Observations 93 82

Df 173

t Stat 2.560839

P(T


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CHI-SQUARE GOODNESS-OF-FIT TEST OF INDEPENDENCE

The chi-square goodness of fit test is used to analyze the distribution of frequencies

for categories of one variable. However the goodness of fit test cannot be used to analyse4

two variables simultaneously. A different chi square test, the chi square test of independence,

can be used to analyze the frequencies of two variables whether the two variables are

independent.

If the two variables are independent, they are not related. In a sense, the chi square

test of independence is a test of whether the variables are related. The null hypothesis of a chi

square test of independence is that the two variables are independent ( not related). If the null

hypothesis is rejected the conclusion is that the two variables are not independent and are

related.

Experience and Training Effectiveness

Hypothesize

Step-1 Ho: Training Effectiveness is not related with Experience in engineering companies.

Ha: Training Effectiveness is related with Experience in engineering companies.

Step-2 The statistical test being used is

Observed

e

e

f

ff2

02 )(

Step-3 : The alpha is = .05

Step-4 : Here there are three rows (r = 3) and five columns (c = 5). The degrees of freedom

are (31)(51) = 8. The critical value of chi- square for = .05 is

X2.05,8 = 15.5073. the decision rule is to reject the null hypothesis if the observed chi-

square is greater than 15.5073.


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Step-5: the observed data is given in below table.

Chi Square analysis engineering companies

Years of Experience

Score

0-5

Years

5- 10

Years

10 - 15

Years

15 -20

Years

20 - 25

Years TotalExcellent

Effectiveness 26 39 21 10 2 98

Moderate


Poor


Total 46 70 35 18 6 175

Step-6 : To determine the observed value of chi- square, we must compute the expected

frequencies. The expected values are given below table.

Fo Fe f0-fe (f0-fe)2 (f0-fe)2/fe

26 25.76 0.24 0.0576 0.002236

18 18.13714 -0.13714 0.018808 0.001037

2 2.102857 -0.10286 0.01058 0.005031

39 39.2 -0.2 0.04 0.00102

28 27.6 0.4 0.16 0.005797

3 3.2 -0.2 0.04 0.0125

21 19.6 1.4 1.96 0.1

13 13.8 -0.8 0.64 0.046377

1 1.6 -0.6 0.36 0.225

10 10.08 -0.08 0.0064 0.000635

7 7.097143 -0.09714 0.009437 0.00133

1 0.822857 0.177143 0.03138 0.038135

2 3.36 -1.36 1.8496 0.550476

3 2.365714 0.634286 0.402318 0.170062

1 0.274286 0.725714 0.526661 1.920119

175 3.079755

Step-7 : The observed value of chi-square is t = 15.9486 which is greater than the critical

table value of chi-square is 3.079755 So our decision is to accept the null hypothesis

that is Training Effectiveness is not related with Experience in engineering

companies.

Step-8 : Having established that conclusion, we can able to examine the outcome to

determine that the Training Effectiveness has no significance relationship with

Experience in engineering companies.


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Normal Distribution

P M DieselsProbability of obtaining score greater than 100 in P M Diesels training effectiveness survey

that has mean of 97.15 and standard deviation is 8.90

P ( 100 < X < 125 )

x = 97.15 = 8.90 = 100

z = 90.8

10015.97

x

= .3209

= .5000 - 0.1255

Z = 37 %

From the calculation of the normal distribution we can conclude P M Diesels 37 % employee

are believes that the training effectiveness in the Organization.

Amul EngineeringProbability of obtaining score greater than 100 in Amul Engineering training effectiveness

survey that has mean of 102 and standard deviation is7.4728

P (100 < X < 125)

x = 102 = 7.4728 = 100

z =4728.7

100102

x= .2677

= .5000 + 0.2677

Z = 60.64 %

From the calculation of the normal distribution we can conclude P M Diesels 60.64 %

employee are believes that the training effectiveness in the Organization.

60.64%

37.00%

Probability of Effectiveness

Amul Engineering

P.M. Diesel


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Chapter 4 | Summary, Findings and Suggestions

4.1 | Summary

The research was to compare the training effectiveness of the engineering companies of

Rajkot in which to companies were analyzed and at the end the percentage of the people of

having training effectiveness is high 60.64 % in the Amul engineering in comparison with the

P M Diesels 37.00 %.

4.2 | Findings

Both the companies are providing induction training but the induction training of theAmul Engineering is more effective well planned and of sufficient duration and clear

than the P M Diesels Pvt Ltd

The study shows that the effectiveness and encouragement to the employees to learncomprehensively about organization is comparatively higher in P.M. Diesels than

Amul Engineering.

The results reveal that in Amul engineering and PM diesels both companies seniorexecutive and line managers are involving themselves and taking interest and

spending their time with newcomers in the organization during induction training.

The new joiners of the Amul engineering find induction training very useful incomparison with P M Diesels

Induction training in Amul Engineering is periodically evaluated and improved incomparison to P.M. Diesels as well as training programs are helping the trainees to

acquire technical knowledge and skills.

At Amul engineering training programs designed to develop managerial capabilitiesof the management staff and its human relations competencies which are adequately

developed in this organization through training in human skills. It is providing due

importance to provide training to workers.

Employees are sponsored for training programs on the basis of identified developmentneeds with respect to this there is no deviation in both the companies. Employees

sponsored for training programs take the training seriously.

At Amul engineering, the employees are participating in determining the trainingwhat they need. While it is not in case with P.M. Diesels.


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The employees who are sponsored for training program go with a clear understandingof the knowledge and the skill they are expected to acquire from training in both

companies.

In Amul engineering, the HRD departments conducts briefing and debriefing sessionsfor employees sponsored for training while that is not done by P.M. Diesels.

The results show that in both the companies in- house training programs are handledby competent faculties.

The quality of in- house programs is excellent in Amul Engineering while that is notup to the mark in P.M. Diesels.

In Amul engineering, the Senior line managers are eager to help their juniors and givemore opportunity to implement the learning in comparison with P.M. Diesels.

The results show that in Amul engineering the line managers are getting more benefitfrom the training program than the P.M. Diesels

Amul engineering is very keen about the choice of the training program and theyalso take in to consideration the need of the trainee and prepare the training program.

According to respondents of both the companies, training policy is well designed andshared.

4.3 | Suggestions

P M diesels should improve the quality of the Induction training and they should alsofocus on other factors such as the sufficient duration planning and clarity of the

program.

Amul Engineering should also focus on the matter that the induction training shouldgive chance to the new joiner to learn comprehensively about the organization and it

should also clarify the value and policy of the organization.

Both the companies should regularly evaluate the training program and review itperiodically.

P.M Diesels should do need assessment before preparing the training programs. Training effectiveness can be increased by hiring a trainer in organization P M Diesels should focus more on the training techniques because overall it is having

less effectiveness.

The company should go for structured and formal way of giving training.


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BibliographyBooks

Rao. T . V, (2010), HRD Audit , New Delhi Sage Publication Inc 5176, 240253 , 215

Black Ken, (2010), Business Statistics 5th addition, Wiley India Publication, 67, 188,290-

340, 448

Gold Stein, N. &. (1995). Cotextual Influence in Training effectivness.

Ibrahim Mohamed E, P. &. (2004). Measuring Training Effectiveness.Journal of

Management Resesrch .

Websites

www.Busineessballs.com

www.tvrls.com

www.nationalhrd.org

www.academyofhrd.org

yellowpages.sulekha.com/.../amul-engineering-gondal-road-rajkot_contact-address.htm -

www.fieldmarshal.com/

www.citehr.com/training effectiveness

www.managmentparadise.com/traininng

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