A STUDY ON“TRAINING AND DEVELOPMENT”

With reference to SRI RAMADAS MOTOR TRANSPORT LTD, KAKINADA.

A project report Submitted in Partial Fulfillment ofThe Requirement for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATIONSubmitted by

S. DIVYA SREE MBA(FINAL)(H.T.No.20854100042)

Under the Esteemed Guidance of Smt. G.SUBHA, M.B.A.,

Faculty in Management Studies

1

CERTIFICATE

This is to certify that the project entitled “TRAINING AND

DEVELOPMENT” with reference to SRI RAMADAS MOTOR TRANSPORT

LTD., KAKINADA. is the bonafide work done by S.DIVYA SREE with

Regd.no:2085410029 during the period 2008-10 in partial fulfillment of the

requirement for the award of the Degree of MASTER OF BUSINESS

ADMINISTRATION in Aditya institute of P.G studies affiliated to Andhra

University is a record of benefited work carried out by under my guidance and

supervision.

Project Guide Head of the dept.

Smt. G.SUBHA. Mr. J.Nagendra Kumar

2

3

DECLARATION

I, S.DIVYA SREEhere by declare that the Project work

entitled “A STUDY ON TRAINING AND DEVELOPMENT with

reference to SRMT, KAKINADA” submitted by me to the

department of Management Studies, Aditya institute of

P.Gstudies, SUREMPALEM is of my own and has not been

submitted to any University or published any time before.

PLACE:

DATE:

(S.DIVYA SREE)

Reg No: 20854100042

4

ACKNOWLEDGEMENT

I am solely indebted to Head of the Department

SRI.J.NAGENHRA KUMAR, MBA for his valuable and precious

advises and comments on this work. I also extend my heart felt

and precious advises and comments on this work. I also extend

my heart felt and obliged thanks to honorable faculty members of

the department of management studies, ADITYA INSTITUTE OF

PG STUDIES, surampalem, for extending me, their valuable

suggestions for the completion of the project work.

I express my deep sense of gratitude to Mrs. G.SUBHA

under whose guidance I could make a thorough and complete

copy of my Project work.

I thank Sri.S. BALA RAJA SEKHAR, personnel officer for

providing valuable information and guidance for my project work.

I thank all the teaching and non-teaching staff members who

extended their cordial and valuable help.

(S.DIVYA SREE)

R.NO:20854100042

5

CONTENTS

P.No.s

CHAPTER-I INTRODUCTION NEED

FOR THE STUDY

OBJECTIVES OF THE STUDY

METHODOLOGY

LIMITATIONS OF THE STUDY

CHAPTER-II INDUSTRY PROFILE

CHAPTER-III COMPANY PROFILE

CHAPTER-IV THEORETICAL FRAMEWORK

CHAPTER-V DATA ANALYSIS AND INTERPRETATION

CHAPTER-VI FINDINGS & SUGGESTIONS

CONCLUSION

QUESTIONNAIRE

BIBLIOGRAPHY

BROCHURES

6

INTRODUCTION

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

METHODOLOGY

LIMITATIONS OF THE STUDY

7

INTRODUCTION

Training and Development programmes are considered to be one of the

important aspects of organization development. It is an act of increasing the

knowledge and skill of employee for doing a particular job. For learning to be

effective individuals and organization must acquire relevant training capabilities and

successfully apply them to the actual work situation. In modern industrialized

economy the training has become a major activity in any working organization. Today

the organization seeks the latest means and methods by which they could develop

their through training.

Training programmes are necessary in any organization for improving the

quality of work of employees at all levels particularly in a world of fast changing

technology, changing values and environment. There has been growing need to find

ways to determine the efficiency and effectiveness of such training programmes both

in terms or organization and training institution.

Training is a practical and vital necessity, for, it enables employees to develop

and rise with in the organization and increase their “Market Value, Earning Power and

Job Security”. In training the focus is on learning by an individual the new ways of

doing things. Hence training is organized on the needs of the people, the projects and

the programmes and therefore is performances oriented.

Training motivates employees to understand and develop their creative

potential for the quality which has become imperative need of every model,

progressive and forward looking industry.

8

The purpose of the training is to help meet company objectives by providing

opportunities for employees at all organization levels to acquire the requisite

knowledge, skill and attitudes, further training should be conducted in the actual job

environment to the maximum possible extent.

The subject of the present study.” Training and Development” is an integral

part of Human Resource Development [HRD]. The word “Resource” refers to the

productive power of natural goods. Human Resource is, therefore the productive

power in human beings. Unlike the material resources, human resources are the

particulars as also the beneficiaries of economic development process. Human

Resource Development has gained increasing attention in last decade from Human

Resource Specialist, Training and Development Professionals, Chief Executives and

Line Managers. Many dimensions of human resource development have been

integrated into Research, Training Organizational Design and Change.

Human Resource Development in organizational context is a process by which

the employees of an organization are helped in a continuous, and planned way to:

Acquire or sharpen capabilities require or sharpen capabilities required to perform

various functions associated with their present or expected future roles.

Develop an organizational culture in which supervisor-subordinate

relationship, team work and collaboration among subunits are strong and

Contribute to the professional well-being, motivation and pride of employees.

Develop their general capabilities as individuals and discover and exploit their inner

potential for their own and /or organizational development purposes.

9

NEED FOR THE STUDY

Training and Development programmes are considered to be one of the

important aspects of organizations development. It is the way of increasing the

knowledge and skill of a trainee for doing a particular job. For learning to be

effective, individuals and organization must acquire relevant training capabilities and

successfully apply them to the actual work situation. Today the organization seeks the

latest means and methods by which they could develop their through training.

The purpose of training is to help meet company objectives by providing

opportunities for employees at all organization levels to acquire the requisite

knowledge, skill and attitudes, further training should be conducted in the actual job

environment to the maximum possible extent. These are the reasons; I have chosen

this particular topic of training and development with reference to Sri Ramadas Motor

Transport Limited, Kakinada.

10

OBJECTIVES OF THE STUDY

1) To study whether the training was given according to the employees need.

2) To study the employees satisfaction regarding the training methods.

3) To evaluate the effectiveness of training programmes.

4) To meet the employee both new and old to meet the present as well as the

changing requirements for the job and the organization.

5) To examine the Training and development in SRMT.

11

METHODOLOGY

The present topic training and development has been chosen on the account of

various factors like:

Available of data for analysis.

Co-operation of the management.

Feasibility of conducting the study etc..,

METHODS OF COLLECTING DATA:

For this study, training and development in SRMT, both primary and

secondary data is available.

PRIMARY DATA:

Primary data is available in the form of feedback forms given by the trainees

themselves after completion of their respective training programmers.

SECONDARY DATA:

Regarding various training programmes conducted in SRMT, the data is

available in manuals and other registers maintained by training department.

A descriptive study has been conducted and the training programmes were

evaluated after discussing with the concerned training officer.

12

LIMITATIONS OF THE STUDY

The study will be confined to only SRMT, Kakinada, Time has been a limiting

factor in the survey for the present study and as such in spite of the conscious efforts,

there will be possibility of some areas to be left unexplored.

The research study was limited only to the feed back forms given back by the

trainees.

There were certain problems faced while conducting the study

The study was confined to only the organization itself.

Time has been a limiting factor in the survey for the present study and

as such in spite of the conscious efforts, there were some areas which

were unexplored.

The opinions of the employees may not be their True feeling.

The results of the study cannot be generalized sharply because only a

few employees are taken as sample.

13

INDUSTRY PROFILE

14

INDUSTRY PROFILE

The global automotive industry is a highly diversified sector that comprises of

manufacturers, suppliers, dealers, retailers, original equipment manufacturers or

OEMs, aftermarket parts manufacturers, automotive engineers, motor mechanics, auto

electricians, spray painters or body repairers, fuel producers, environmental.

The automobile and automotive parts & components manufacturers constitute

a major chunk of automotive industry throughout the world. The automotive

manufacturing sector consists of automobile and light truck manufacturers, motor

vehicle body manufacturers, and motor vehicle parts and supplies manufacturers.

This sector is engaged in manufacturing of automotives and light duty motor

vehicles, motor vehicle bodies, chassis, cabs, trucks, automobile and utility trailers,

buses, military vehicles, and motor United States, Japan, China, Germany and South

Korea are the top five automobile manufacturing nations throughout the world.

The United States of America is the world's largest producer and consumer of

motor vehicles and automobiles accounting for 6.6 million direct and spin-off jobs

and represents nearly 10% of the $10 trillion US economy. Automobile is one of the

important industries in the world, which provides employment to 25 million people in

the world.

MAJOR MANUFACTURING REGIONS:

Northeastern United States and Southern Great Lakes Region, Northwestern

Europe, Western Russia and the Ukraine, and Japan are the major manufacturing

regions of automotive in the world. The worldwide automobile industry is largely

15

dominated by five leading automobile manufacturing corporations namely Toyota,

General Motors, Ford Motor Company, Volkswagen AG, and Daimler Chrysler.

These corporations have their presence in almost every country and they continue to

invest into production facilities in emerging markets namely Latin America, Middle

East, Eastern Europe, China, Malaysia and other markets in Southeast Asia with the

main aim of reducing their production costs.

Global Automobiles and Components % Share, (By Volume 2004)

General Motors - 10.10 %

Toyota - 7.90 %

Ford - 7.70 %

Others - 74.30 %

MAJOR SEGMENTS OF AUTOMOTIVE INDUSTRY

Auto components amount to 31.5% share of the global automobiles and

components industry group's value. The global automotive component industry is

highly diverse and comprises of various product segments like engine parts, drive

transmission and steering parts, suspension & braking parts, electrical parts and other

auto components parts. Engine Parts segment in the automotive component industry

comprises of different parts like engine parts, fuel delivery system and products such

as pistons, piston rings, engine valves, carburetors, and diesel-based fuel delivery

systems. Engine parts form one of largest product segment of the automotive

components industry and have a production share of 31%. A technology intensive

16

segment, engine parts are moving towards improved designs for optimal fuel

consumption and lesser emission.

The latest trend in this sector is of outsourcing a part of the engine from

vendors. Electrical Parts segment comprises of generators, starter motors and spark

plugs. An important and relatively larger product segment - engine parts are gaining

popularity at a faster pace in the global automotive parts & components industry.

Electric start mechanism in different scooter and motorcycles is the latest concept in

the automobile industry. Electrical parts sector contribute around 9% to the auto

components industry.

Drive Transmission and Steering Parts segment has sub segments like gears,

wheels, steering systems, axles, and clutches. Having 19% share, this segment is

considered the largest product segment after engine parts segment. The emergence of

different leading automotive manufacturers is intensifying the competition in the

sector especially for products like gears

KEY INDUSTRY DRIVERS:

The highlighting features of global automotive industry are:

Offers support to other industries such as iron, steel, rubber, glass, plastic,

petroleum, textiles, oil & gas, paints & coatings, transportation industries.

Rising foreign investments have led to the rapid growth in terms of automobile

production and exports. Overseas companies are making huge investments and

are installing extensive production capacities in developing countries.

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Continuous investment in research & development has resulted in increased

productivity and better quality automobiles, automotive accessories and parts.

Increase in standards of living and purchasing power parity have resulted in

the increase demand of automobiles especially four-wheelers in developing

nations, mostly in South Asian region.

This sector provides employment to major chunk of human population in the

world i.e. 25 million. This industry not only provides millions of jobs to the

people, but also produces billions of dollars in terms of worldwide revenues.

Adequate infrastructural facilities in form of power supply, machinery, capital,

ready availability of raw materials and labor help in the tremendous growth of

this industry.

FUTURE OUTLOOK

The automotive industry is witnessing tremendous and unprecedented changes

these days. This industry is slowly and gradually shifting towards Asian countries,

mainly because of saturation of automobile industry in the western world. The

principal driving markets for Asian automotive industry are China, India and ASEAN

nations.

Low cost vehicles namely scooters, motorcycles, mopeds and bicycles have

led to the massive growth of some of the fastest developing economies like China and

India. The future of automotive industry in the Asian countries such as Thailand,

Philippines, Indonesia, and Malaysia is bright and promising because of the ASEAN

free trade area under which the export tariffs are very less.

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On a global scale, the assets of the top ten automotive corporations accounts

for 28% of the assets of the world's top 50 companies, 29% of their employment and

30% of their total sales. In the year 2006, the United States of America sold around 16

million of new automobiles, Western Europe sold around 15 million, while China and

India sold 4 million and one million respectively. Latin America, Middle East,

Eastern Europe, China, Malaysia and other South-Asian nations are now emerging as

the dominant markets of the automotive industry.

MARKET FORECASTS:

With the upcoming marketing strategies of the manufacturers, the auto parts

industry is expected to have reached a value of USD 586 billion by year 2009.

According to reports, the compound annual growth rate of this industry is

2.6% for the period of 2004 - 2009.

Global Auto Components Forecast Value - USD billion 2004 -

2009

Year USD billion % Growth

2004 515.5 2.30

2005 526.2 2.10

2006 538.9 2.40

2007 553.4 2.70

2008 569.1 2.80

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2009 585.9 3.00

CAGR 2004 - 2009 : 2.6%

It is believed that by 2015, the global auto component industry would reach

US$ 1.9 trillion. With different low cost countries emerging at a fast pace in this

industry, it is also expected that around 40% of the money will be sourced from such

countries. India is one of such low cost countries. At present, it has only 0.4% of the

global auto components trade of US$ 185 billion. By the year 2025, it is expected that

India might be among the top five auto component

The automobile industry has changed the way people live and work. The

earliest of modern cars was manufactured in the year 1895. Shortly the first

appearance of the car followed in India. As the century turned, three cars were

imported in Mumbai (India). Within decade there were total of 1025 cars in the city.

Dawn of automobile actually goes back to 4000 years when the first wheel

was used for transportation in India. In the beginning of 15th century Portuguese

arrived in China and the interaction of the two cultures led to a variety of new

technologies, including the creation of a wheel that turned under its own power. By

1600s small steam-powered engine models was developed, but it took another century

before a full-sized engine-powered vehicle was created.

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HISTORY OF AUTOMOTIVE INDUSTRY ACROSS THE

WORLD

AUSTRALIA

AUTOMOTIVE INDUSTRY IN AUSTRALIA

Australia first began to produce cars in 1897 with cars made by Tarrant Motor

& Engineering Co. The first major Australian carmaker was the Ford Motor Company

of Australia, followed by Holden.

BRAZIL

AUTOMOTIVE INDUSTRY IN BRAZIL

The Brazilian automotive industry produced almost 3 million vehicles in 2007.

Most of large global companies are present in Brazil; such as Fiat, Volkswagen

Group, Ford, General Motors, Nissan, Toyota, MAN SE, Mitsubishi, Mercedes-Benz,

Renault etc, and also the emerging national companies such as Troller, Marcopolo

S.A., Agrale, Randon S.A. among others.

The Brazilian industry in regulated by the Associação Nacional dos

Fabricantes de Veículos Automotores (Anfavea), created in 1956, which includes

automakers (automobiles, light vehicles, trucks and buses) and agriculture machines

with factories in Brazil. Anfavea is part of the Organisation Internationale des

Constructeurs d'Automobiles (OICA), based in Paris.

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CANADA

AUTOMOTIVE INDUSTRY IN CANADA

Canada is currently the 11th largest auto producer in the world (as per 2008

statistics), down from 7th a few years ago. Brazil and Spain recently surpassed

Canadian production for the first time ever. Canada's highest ranking ever was 2nd

largest producer in the world between 1918 and 1923. The Canadian auto industry

traces its roots to the very beginning of the automobile. The first large-scale

production of automobiles in Canada took place in Walkerville, near Windsor,

Ontario in 1904. In the first year of operations, Gordon McGregor and Wallace

Campbell, along with a handful of workmen produced 117 Model "C" Ford vehicles

at the Walkerville Wagon Works factory.

Through marquees such as Brooks Steam, Redpath, Tudhope, McKay, Galt

Gas-Electric, Gray-Dort, Brockville Atlas, C.C.M., and McLaughlin, Canada had

many domestic auto brands. In 1918 McLaughlin was bought by an American firm,

General Motors, and was re-branded as General Motors of Canada. Driven by the

demands of World War I, Canada's automotive industry had grown, by 1923, into the

second-largest in the world, although it was still made up of relatively inefficient

plants producing many models behind a high tariff wall. High consumer prices and

production inefficiencies characterized the Canadian auto industry prior to the signing

of the 1965 Automotive Products Trade Agreement with the United States.

The 1964 Automotive Products Trade Agreement or “Auto Pact” represents

the single most important factor in making the Canadian automotive industry what it

is today: a strong, successful industry that has a significant positive impact on the

22

Canadian economy. Key features of the Auto Pact were the 1:1 production to sales

ratio and Canadian Value Added requirements.

Magna International is Canada's biggest domestic firm in the sector, and is the

world's third-largest auto parts firm, producing entire vehicles at its Magna Steyr plant

in Austria.

CHINA

AUTOMOTIVE INDUSTRY IN CHINA

China's automobile industry has been developing rapidly since the year 2000. In 2008,

9.345 million motor vehicles were manufactured in China, surpassing the United

States as the second largest automobile maker, after Japan. Moreover, due to the

current financial crisis, China was the largest automobile market and manufacturer in

the world for the first 11 months of year 2009, with total sales of 12.23 million, and

total production of 12.27 million vehicles. China will surpass United States and

become the largest car market for the whole year of 2009. The top eight car sellers for

the first nine months of 2009 are General Motors, Volkswagen, Hyundai, Chana,

Nissan, Chery, BYD and Toyota

GERMANY

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Automotive industry in Germany

Volkswagen assembly line, Wolfsburg, in 1973

The petrol engined automobile was invented in Germany by Karl Benz.

Furthermore, the four-stroke internal combustion engine used in most automobiles

worldwide today was invented by Nikolaus Otto in Germany. In addition, the diesel

engine was also invented by German Rudolf Diesel.

Germany is famous for the high-performance and high-quality sports cars

made by Porsche, and the cars of Mercedes, Audi and BMW are famous for their

quality and technological innovation. Daimler-Benz's predecessor Daimler-Motoren-

Gesellschaft was the industry's oldest firm, Daimler-Benz company dates from 1926.

In 1998, it bought the American automobile manufacturer Chrysler, then sold out in

2007 at a heavy loss, as it never managed to bring the division to long term

profitability.

In the popular market, Opel and Volkswagen are most well known. Opel was a

bicycle company that started making cars in 1898; General Motors bought it out in

1929, but the Nazi government took control, and GM wrote off its entire investment.

In 1948, GM returned and restored the Opel brand. Volkswagen is dominant in the

popular market; it purchased Audi in 1964, which eventually lead to the formation of

todays' Volkswagen Group. Volkswagen's most famous car was the small, beetle-

24

shaped economical "people's car", with a rear-mounted, air-cooled engine. It was

designed in the 1930s by Ferdinand Porsche upon orders from Adolf Hitler, who was

himself a car enthusiast. However, production models only appeared after the war;

until then, only rich Germans had automobiles. By 1950, Volkswagen was the largest

German automobile producer. Today, the Group is one of the three biggest

automotive companies in the world, and the largest in Europe; and is now part-owned

by Porsche Automobil Holding SE In the meantime, ten different car manufacturers

belong to the multicorporate enterprise: Porsche AG, Volkswagen, Audi AG, Bugatti

Automobiles SAS, Automobili Lamborghini S.p.A., Bentley Motors Limited, Škoda

Auto, SEAT, S.A., along with truck makers MAN AG and Scania AB.

Germany is famous for its upscale saloons. They feature advanced suspension

systems that provide both a soft ride, and good handling characteristics. Many

manufacturers limit their automobiles electronically to driving speeds of

250 kilometres per hour (155 mph) for safety reasons. For factory-tuned models like

Mercedes-AMG from Mercedes Benz, Audi RS from quattro GmbH, and BMW M

from BMW M GmbH, for an additional payment, it is possible to derestrict their top

speed, so that the fastest models easily reach more than 300 kilometres per hour

(186 mph).

INDIA

25

AUTOMOTIVE INDUSTRY IN INDIA

An embryonic automotive industry started in India in the 1940s. However, for

the next 50 years, the growth of the industry was hobbled by the Socialist policies and

the bureaucratic hurdles of the license raj. Following economic liberalisation in India

from 1991, and the gradual easing of restrictions on industry, India has seen a

dynamic 17% annual growth in automobile production and 30% annual growth in

exports of automotive components and automobiles. India produces around 2 million

automobiles currently. The Largest companies in India are TATA and Mahindra &

Mahindra. Total turnover of the Indian automobile industry is expected to grow from

USD 34 Billion in 2006 to USD 122 Billion in 2016. Tata Motors has just launched

Tata Nano, the cheapest car in the world at USD 2200. Recently India has overtaken

China in global auto exports of compact car this year . Suzuki Motor Corp, Hyundai

Motor Co, and Nissan Motor Co are making India a manufacturing hub of minicars.

ITALY

AUTOMOTIVE INDUSTRY IN ITALY

The automotive industry in Italy began with the construction of the first FIAT

plant (Fabbrica Italiana Automobili Torino) in 1899 by Giovanni Agnelli. In the

following years at least 50 other manufacturers appeared, the best known being Isotta

Fraschini in 1900, Lancia in 1906, Alfa Romeo in 1910, Maserati in 1914, Ferrari in

1939, and Lamborghini in 1963. During the first and the second World Wars and the

economic crisis of the 70's, many of these brands disappeared or were bought by Fiat

or foreign manufacturers. Today the Italian automotive industry boasts a wide range

of products, from very compact city cars to sport supercars such as Ferrari and

26

Maserati. As of June 2009 Fiat also holds roughly 20% stake in the American brand

Chrysler.

JAPAN

AUTOMOTIVE INDUSTRY IN JAPAN

Japan, with its large population squeezed into very high density cities with

good public transit, has limited roadways that carry very heavy traffic. Hence, most

automobiles are small in terms of size and weight. From a humble beginning, Japan is

now the biggest auto manufacturing country in the world. Nissan began making trucks

in 1914, and sold cars under the Datsun brand until it switched to Nissan in the 1980s.

It opened its first U.S. plant in Tennessee in the early 1980s, and a U.K. plant in 1986.

In the North American markets, its luxury models carry the brand Infiniti. Honda,

which began with motorcycles, emerged after World War II. In the North American

markets, its luxury vehicles are sold under the Acura brand. Toyota began making

cars in the 1930s, and is now the world's largest producer. The Toyota Corolla is the

world's best selling nameplate. Its luxury models carry the Lexus brand. Toyota is

famous for its innovative, quality-conscious management style, and its hybrid gas-

electric vehicles, especially the Prius, which was launched in 1997. Other major

companies include Subaru, Mitsubishi, Mazda, Daihatsu, Suzuki, and Isuzu. Japan's

production of cars increased from 3.179 million to 7.038 million between 1970 and

1980, while demand for larger American cars was disastrously falling. Japanese cars

are often credited with superior reliability and dependability, efficiency, and advanced

technology.

SOUTH KOREA

27

AUTOMOTIVE INDUSTRY IN SOUTH KOREA

Assembly line at Hyundai Motor Company car factory in Ulsan, South Korea.

The South Korean automobile industry is today the fifth largest in the world in

terms of production volume and the sixth largest in terms of export volume. 50 years

ago, its initial operations were merely the assembling of parts imported from Japan

and the United States. The Hyundai Kia Automotive Group is today the second largest

automaker in Asia, after Toyota. Annual domestic output exceeded one million units

in 1988. In the 1990s, the industry manufactured numerous in-house models,

demonstrating not only its capabilities, and signaling its coming of age thanks to the

heavy investment to infrastructure in the country over the decades. The quality of

their automobiles has improved dramatically in recent years, gaining international

recognition.

SPAIN

AUTOMOTIVE INDUSTRY IN SPAIN

In 2009 the automotive industry generated 3.5 percent of the country`s GDP

and gave employment to about nine percent of the working population. Spain is on the

eight place in car manufacturing countries, but 2008 and 2009 showed a decrease in

car production. The downward spiral started about ten year ago, with an abandoning

28

policy of many consecutive governments. The result has been the loss of all Spanish

car brands manufacturers, which are now in hands of foreign companies.

THAILAND

AUTOMOTIVE INDUSTRY IN THAILAND

The Thai-based automobile manufacturer is ThaiRung or well-known as TR,

manufactured by Thai Rung Union Car Public Co. Ltd. (TRU). The company was

established in 1967 in Bangkok, Thailand. Original name was Thai Rung Engineering

Co. Ltd., and changed its name to Thai Rung Union Car Co. Ltd. in 1973. TRU was

listed on the Stock Exchange of Thailand in 1994. TRU business is ranging from

product design and development, automotive parts manufacturing, industrial

equiptemnts manufacturing, car assembly lines and financial business. Some

discontinued TR vans powered by Land Rover engine in combination with Thai-

developed body design and platform. Modern TR cars are built on small or medium

trucks base into SUV or seven-seat multi-purpose vehicles using TR-owned

technology, design, development and assembly skills. The current models are 2009

TR Adventure and TR Allroader.

UNITED KINGDOM

AUTOMOTIVE INDUSTRY IN THE UNITED KINGDOM

29

Lotus Cars final assembly line

The British motor industry has always been export oriented. Today it employs

about 850,000 people and produces about 1.5 million cars and 216,000 commercial

vehicles per year, 75% of which are exported. The top five UK car producers are

Nissan, Toyota, Honda, MINI and Land Rover. However, international

competitiveness of UK cars has declined consistently since the 1990s and the country

became unable to sustain production on par with Germany or France. Since 2000,

motor vehicle production fell from 1,813,894 to 1,750,253. The country has been

overtaken by fast industrialising economies such as Brazil, India and Mexico. The UK

is the 13th largest automobile producer in the world.

30

COMPANY PROFILE

COMPANY PROFILE

31

Company was established in the year 1944 with the fleet of 9 buses and Mini

Workshop to undertake repairs by SARVASRI LATE VALASAPALLI SATHIRAJU

and NAKKA SURYANARAYANA MURTHY associated by few other share holders

who extend and ardent and active support to their enterprising spirit.

Right from the inception, their bus service earned good will from public virtue

of their motto that the convenience to passengers in primary and their fleet had been

increased to sin fold that what it was at the beginning within a short period. It was

followed by the addition of a store well stocked in 1947, to meet the requirements of

their workshop and then counter selling was also introduced subsequently an inter

district bus service was started connecting the two districts namely, East Godavari and

Vizag.

1953 when imported spare parts were not available and due to the availability

of inferior quality or indigenous stuff, the company with the aim to the self reliant in

respect of spare parts required for replacement in their workshop well as their fleet

vehicles. Made humble beginning with the manufacture of king pins, Shackle pins and

bolts under the brand of SRMT.

At the outset, the result outlined by them were rather encouraging than

expected, when tested their fleet vehicles in view of their performance and durability,

for which response at their countries from fleet operators in the district was rather

encourages and its penetrated to the neighboring districts in the state.

In the year 1955 M/s. TATA Engineering and Locomotive Company Limited,

Jamshedpur who was manufacturing TATA Diesel Vehicles. Which are previously

called on TATA Mercedes Benny Vehicles, after knowing our ability, status and

entrepreneurship have appointed as distributors for their vehicles for three districts

32

appointed as distributors for their vehicles for three district appointed as distributors

for their vehicles for three districts – East Godavari, Vizag and Srikakulam and well

equipped. Servicing Station to provide servicing facility has extended. Later the

company has established branches in Vijayawada – Parcel Office, Visakhapatnam

worship and Srikakulam – sales in order to catch the needs of their parties effectively

in and surrounding areas of those places.

Since the advent of independence and with the implementation of the

planning, the need for sand road Transports was felt necessary to share the mounting

burden of the good traffic which the Railways have not been able to cape up with

important fame in Andhra Pradesh. Hence theCompany has taken up introducing a

Parcel Services in the year 1956. Connecting first with Orissa and then with other

neighboring states Tamilnadu, Karnataka and Pondicherry in apse programme. It

strength it being augmented from time to time to meet the unending increase to the

goods traffic and is now running with 365 branches and a fleet of 150 Lorries.

SRMT Auto Parts are standard best in the automobile ancillary industry of the

country and that too without any foreign collaboration and technical now how. After

having penetrated deeply and successfully into the South Indian Market, where the

products of the Company are enjoying enviable position. The Company turned to

Eaters Region, next to north and ultimately to Western region with remarkable

success. Thus ultimately the whole country has been conveyed up by its full-fledged

representation.

When their Capital value crossed the target fixed by the development wing

(Ministry of Industry) the Government of India New Delhi to get the Companies

name registered in it to obtain license for the Quota of foreign exchange the Company

33

for its name registered to import Machinery and raw material with sympathetic

consideration, the Government of India grated liberal Quota of license foreign

exchange that what was expected. It has been renewed to time with increase

allocation. Encouraged by the remarkable response from every corner of the home

market. The Company expanded its factory with the installation of latest automatic

machinery in order to meet the mounting element for their products.

After expansion of their factory, they are not only catering to the need of

country – wide market but have also stepping into the export market business

supplying to the State Transports in the country since 1963. Under the agreement

concluded with the Association of State Transport undertakings Bombay. Which is

now at Delhi and the inception they a have exported to Iran, Syria, United Arab

Republic and South – East Asian Country, Where response in encouraging for their

products this has resulted in repetition of several orders. Now their endeavor to

become as suppliers of original equipment had succeeded in view of their strenuous

efforts and are supplying their products to vehicles manufactures in the country.

Having been approached by the Company to obtain license to widen their

existing range with the addition of new items very recently. Ministry of Industrial

Development, Government of India, New Delhi, Grated an Industrial License

Permitting it to like up the manufacture of new items.

What was started 35 years back has become one of the biggest industries not

only in the State of Andhra Pradesh but also of the country by virtue of their

contributors to the automobile ancillary industry.The factory owns 150 vehicles,

which carry parcels to the State of Tamilnadu, Orissa, and Karnataka and to the some

parts of Andhra Pradesh.

34

The Company is trying to get the QS 9000 Accreditation. Young the energetic

Sri . K. SARATH who was previously the director of the Company is now its

Chairman and Managing Director. Under his dynamic leadership the Company has

made rapid strides towards remarkable progress.

LOCATION OF THE WORKSHOP:

The Workshop and the Servicing Station are located at the Subhash Road,

Kakinada.

DESCRIPTION OF THE WORKSHOP:

There are different sections in the workshop. Some of the Sections in

Workshops are: Engine Section, Unit Section, Fitter Section, Machine Shop, Reboring

Section, Battery Section, and Blacksmith Section. A/c Section, Painting Section,

Carpenter Section, Water Servicing Section etc.

The workshop is situated in areas of about 3 acres and a large extends of

backyard. A number of sheds are constructed where in the engines of Cars and Lorries

is carried on in the front area of the workshop and the Servicing is carried on in a big

hall. Which is just behind the water Servicing Section. The administrative building is

just besides the workshop. A sales department is found in the administrative building

where variety of spare parts of engines is sold. A Canteen is noticed on the upstairs of

the administrative building shed, when coffee, tea, idly, vada, dosa etc., are supplied

at the confessional rate

LOCATION OF FACTORY:

35

The manufacturing of various parts of automobiles (Motor Cars, Lorries,

Vans) is carried on in a huge building situated in between Sarpavaram Junction and

A.P.S.P., this building is a gutting the main Kakinada, Pithapuram Road.

DESCRIPTION OF FACTORY:

As regards the place where manufacturing of various parts are carried on a

bunch of buildings are found in area of 14 acres situated at Sarpavaram. The

Company manufactures various products like pits on pins, Universal Joint Crosses,

Water Pump Shafts, Engine Bedding Bolts etc., in these building.

The SRMT Company is one of the largest Companies of East Godavari

District in Andhra Pradesh. It was started firstly with sole aim of the Transportation

then the Company started to manufacture Auto Parts because of heavy demand of

Auto Spare Parts. The SRMT Company manufacturing nearly 800 types of Spare

Parts

In the SRMT Company nearly 1600 workers are working at present. For the

workers and Staff buses are providing by the Company for transportation to attend

from their home. In marketing division. Marketing Manager, Assistant marketing

Manager and other staff are working computer division is also placed in the

Marketing Divisions.

Officer rooms of Personnel Officer, Assistant Personal Officer and Sales

Officer are present at the Head Office of the Company.

SRMT Company is giving preference to Management Trainees. It has a

Servicing Centre placed at the Middle of the Town along with the Sales Division.

36

ORGANIZATION STRUCTURE:

Organization involves the determination of the work to be done to be done in

the concern. To assignment of different function to different people employed in the

concern and the co-ordination the activities to be performed by all of them the

efficiency of the concern depends upon the Way in which it is organized and spirit of

loyalty. Devotion the duty with which the different people perform this work.

The determination work to be done in a factory and the assignment of the

different items of work of different people employed in the concern naturally

constitute. Some of the most crucial steps in organizing the concern the assignment

imply that there must become persons who have t authority to assign duties to others.

It follows that in the organization there should be some employees who should be able

to execute the orders which are assigned to them by the higher groups. I show the

time of authority and subordination that is the position on designation of each person

in hierarchy of the organization. A diagrammatic representation on the live of

authority and the subordination position of each employee in the organization is called

“Organization Chart”.

The Organization structure presents a summarized view of the whole

organization it shows not only the position which every employee occupies in the

organization.

Section (26)2 of the Companies act defines Managing Director as a Director

who is instructed with substantial power of management which would not otherwise

be exercise able by him

37

In SRMT the Election of Managing Director is held as per the regulation of

Companies Act. The Managing Director has taken keen interesting Export makers. He

also looks after the general administration and functioning various departments’

reports to him. He Exercise power as a representative of share holder son all the

officers of the Company.

GENERAL MANAGER:

The General Manager is the authority’s person sent to the Managing Director.

He is accountable and responsible to the Managing Director. They and directly

responsible to the General Manager and carry out his Directors.

BRIEF DISCRIPTION OF DIFFERENT DEPARTMENTS AT

S.R.M.T

S.R.M.T. is a well developed transport company which is flourishing in a

rapid way consists of different departments performing all the important functions

requirement for the flurishment of the company. S.R.M.T. is now directly employing

more then 1600 personal working in different departments at S.R.M.T. A brief

description of different departments at S.R.M.T. is given below.

PERSONAL DEPARTMENT:

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Personal department, which is performing all the important personal functions

at S.R.M.T., consists of 8 employees doing their duties at the personal department.

The personnel manager is Mr. P. SRINIVASA TAGORE.

ACCOUNTS DEPARTMENT:

Accounts Department at S.R.M.T., which performs the important accounting

functions, consists of 25 employees performing their duties. The head of accounts

department is Mr. A. RAMA MURTHY.

SALES DEPARTMENT:

Sales Department at S.R.M.T., which performs all the important Sales

activities. It consists of 26 employees. The head of the department is Mr. P. SATYA

PRASAD.

EDP DEPARTMENT:

E.D.P. Department at S.R.M.T., which performs all the important functions

required, consists of 10 employees performing their duties. The head of the

department is Mr. T.S.V.S. KISHORE.

PRODUCTION DEPARTMENT:

Production Department of S.R.M.T., which performs all the production

functions, consists of 605 employees performing their duties. The head of the

department is Mr. K.S.SRIRAM, Production Manager.

TRANSPORT DEPARTMENT:

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Transport Department of S.R.M.T., which performs all the production

functions, consists of 422 employees performing their duties. Head of the department

is Mr. P.A.S.B.S. BABU RAO, Transport Manager.

SECURITY DEPARTMENT:

Security Department of S.R.M.T., which performs all the production

functions, consists of 30employees performing their duties. Head of the department is

Mr. V.GOPALA KRISHNA, Security Officer.

DISTRIBUTION OF TOTAL WORKERS OF THE

COMPANY AND LIST OF EMPLOYEES

S.No. Sections Total No of Employees

01. Administration 2

02. Accounts 25

03. Personnel 10

04. Workshop 212

05. EDP Department 8

06. Sales 24

07. Vijayawada Sales 1

08. Rajahmundry Work shop 17

09. Srikakulem Branch 4

10. Visakhapatnam Sales 18

11. Visakhapatnam Branch 93

12. Rajahmundry Sales 2

13. Chennai Marketing 6

14. Bangalore Marketing 5

15. Visakhapatnam PCD Sales 7

16. Visakhapatnam PCD Work shop 35

17. Visakhapatnam PCD Showroom 7

18. Production Department 586

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19. Transport 475

20. Cochin Marketing 5

---------

TOTAL : 1542

---------

ORGANIZATION STRUCTURE OF PERSONNEL

DEPARTMETN OF S.R.M.T

OBJECTIVES OF PERSONNEL MANAGEMENT AT S. R. M. T

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PERSONNEL OFFICER

WELFARE OFFICER (FACTORY)

ASSISTANT PERSONNEL OFFICER (HEAD OFFICE)

TIME OFFICER ( FACTORY WORK SHOP )

CLERICAL STAFF

The personnel department of this company has set for itself certain objective

within the frame work of the company policies as indicated below. The important

objectives visualized by personnel department of this company include the following.

1. To recruit the best talent and skills available and to faster their

development.

2. To develop fair systems of appraisal and to advise the provision

maximum work satisfaction to employees through fair treatment and

opportunities for constructive work.

3. To advise and assist on the provision of facilities and decent working

conditions for the employees.

4. To attain constructive and achievement oriented union and

management relations.

5. To secure fair involvements for employees commensuration with their

performance and the resources of the company.

6. To advice on the provision for employees for increase earnings through

higher productivity and personnel development.

FUNCTIONS, OBJECTIVES AND POLICIES OF PERSONNEL

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DEPARTMENT AT S. R. M. T

THE PERSONNEL FUNCTION AT SRMT:

Taking first and illustration of a large organization in Andhra Pradesh, namely

SRI RAMADAS MOTOR TRANSPORT PVT., LTD., This Company, popularly

known as S. R. M. T, made its tremble beginning in 1944 with nine route buses and a

small workshop for their buses. Right from the beginning, keeping in views the

satisfaction and welfare of passengers as the main objective. The bus service was run

with utmost care and the strength of fleet and had been increased sixty times from

what it was in the beginning.

In the year 1953, a venture was made to manufacture some of the automobile

components primarily to cater to the needs of their vehicles. In 1954, installing

modern machinery, the tempo of the production has been stepped up and commenced

the brand name of S. R. M. T.

In the year 1955, S. R. M. T has undertake the distribution of Tata Mercedes

Benz vehicles for the three districts Visakhapatnam, East Godavari, Vizianagaram,

Srikakulam from M/S. Telco, Jamshedput.

Workshop to undertake repairs on large scale and service stations were

expanded by equipping the workshops with modern machinery and tools. Another

hallmark was the taking of the distribution of Mico products from Messer’s Motor

Industries Company Ltd., Bangalore, foe the six coastal districts.

In the year 1956, the company diversified its activities to parcel lorry service

when the government of Andhra Pradesh announced the proposal for the

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nationalization of Road Transport in respect of Passenger traffic. The company turned

its attention to other alternatives and concentrated more on the development of

merchandize traffic. The regular parcel service is greatly developed in the recent past

and the company is having 135 vehicles and 8 vans with branches through out Andhra

Pradesh and some places in Orissa, Tamilnadu and Karnataka.

The company also made its maiden exports to UAR and Iran during 1970. S.

R. M. T is getting regular orders from Mlaysia, Burma, and Singapore apart from

UAR and Iran. In fact the S. R. M. T is winning orders in the firchy competitive

international market speaks volume of the quality and reputation of S. R. M. T

products.

The company thus started in 1944 with limited men and means is now directly

employing more than 1600 personnel.

The personnel department here is responsible for the selection and

employment of personnel, personnel administrative, labour relations welfare of

employees, collective bargaining and the management of joint consultative

committees.

The organization structure of the personnel department is shown below. The

personnel functions will be noticed including recruitment, promoting, appointments,

transfers, increments, leave, grievance, welfare, enforcement of labour laws and

industrial relations with in the divisions. Industrial relations for S. R. M. T as a whole,

union negotiations and the industrial relations advisor work in close coordination.

TRAINING & DEVELOPMENT IN SRMT

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Training was judicially used as a tool in various stages of development and

growth of SRMT from the inception to the preset state of a high profile group of

companies. The main focus was on developing a team of professionals drawn from

diverse sectors like government, public sector and private sector and uniting and

initiating them into a culture of “Family” concept. Today, every employee of the

SRMT group takes pride to be a member of SRMT family.

The regular training imparted to the workshop workers by deputing them to

TELCO, Jumshedpur or Pune to acquire new model of improved versions. For sales

people and representatives regular training classes will be given as In-house and

external for the requirements are arised. Every employee whether casual or

temporary, was given ISO9002 awareness programmed to make them fit in the

environment.

IMPACT OF TRAINING POLICY:

SRMT attaches great importance to HRD and the training programmers are

therefore designed to expose technical personnel to classroom sessions, on latest

technology and process in the spare parts industry. Arrangements are being made to

give practical training to key technical personnel in modern technology in the country.

To indicate company’s intention to develop its personnel to provide guidance

for the training and implementation of programmers and to provide information

concerning them to all concerned.

To discover critical areas where training is to be given on a priority basis. To

provide suitable opportunities to the employee for his betterment.

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OBJECTIVES OF TRAINING:

To import basic knowledge and skills among the employees.

To assists trainees to function more effectively in their position.

To make the employees aware of the latest concepts and technology.

To build trainees as competent technicians and help them in their career

development.

To provide opportunities for developing many skills.

TRAINING IS THE RESPONSIBILITY OF FOUR MAIN GROUPS:

The top management which frames the training policy.

The personnel departmental, which plans, established and supply

developmental procedure.

Supervisors who identify the training needs, implements and supply

developmental procedure.

Employees who provide feedback, revision and suggestions for various

training programs conducted.

PHASES OF TRAINING :

Training at SRMT takes place in three phases. They are as follows.

PHASES 1:

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MISSION, VISION AND VALUES:

The chairman of SRMT group placed a mission, vision and values on a high

pedestal and he firmly believed that only a team with high values and having

individual characteristics can build a strong company. The Initial focus was on

training to employees on mission, vision and values of the company, with emphasis

on the code of behavior in order to evolve a unique culture at SRMT. Training in

values of life and self-management was also implemented by outside agencies.

PHASES 2 :

TRAINING IN KNOWLEDGE, SKILLS AND BEHAVIOR :

In the second phase the concentration was on training the employees in the

field of knowledge, skills and behavior patterns in order to increase the productivity,

strengthen the skills and to mould the aptitudes to suit the “family” concept with

ultimate aim of maintain harmonious industrial relations and highly satisfied

employees.

PHASES 3 :

IDENTIFICATIONS OF TRAINING NEEDS:

Development of individual forms an integral part of performance management

systems being practiced by the group in the company. Training is recognized as a tool

not only for enhancing the performance of each employee but also to focus on life

skills such as planning one’s setting life goals, aligning individual goals with those of

47

the organization, recognizing the talent and utilizing them optimally, planning career

growth etc.,

The training needs of each employee and identified with the ultimate

aim of improving performance in current job.

To acquire skills of added responsibilities in the current job.

To acquire skills for higher responsibilities.

TYPES OF TRAINING:

The training programmes in SRMT are broadly categorized into two types.

a) Internal training

b) External training

The training programs conducted with in the organization are called internal

training programs or in-house training, The training programs internally are

conducted by the employees of SRMT. The training programs conducted by the

external faculty are called external training programs.

INTERNAL TRAINING:

Internal training is further categorized into five main categories. That is

1) Safety training programmes.

2) Technical training programmes

3) Management training programmes.

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4) Health training programmes.

5) Information technology training programmes.

SAFETY TRAINING PROGRAMMES:

The training programmes which are conducted in the field of industrial safety

are called safety training programmes generally are educative and the are to be

followed in the organization very strictly. The Safety measures in SRMT are followed

very strictly and the employees are taught how to protect themselves as well as the

industry.

TECHNICAL TRAINING PROGRAMMES:

These are the programmes which are conducted for maintenance of industry.

The technical training programmes deals with the training of technical employees

which are conducted throughout the year with different kinds of technical

programmes. The technical programmes are conducted first at the time of induction.

Later the training programmes are conducted depending on the needs of particular

department and the specific individual needs. These programmes are generally

conducted to update the knowledge for the employees on latest technology.

MANAGEMENT TRAINING PROGRAMMES:

These programmes are conducted to every employee of the organization

irrespective of their cadre. These programmes are further divided based on functional

needs of the departments and there are some general management programmes

conducted which are generally aimed at creating a positive personality and improving

the understating of a person.

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HEALTH TRAINING PROGRAMMES:

These are conducted to create awareness among the employees. The

management believes in the adage “Health is Wealth”. The health programmes have

also concentrated on reducing the stress of the executives in particular.

INFORMATION TECHNOLOGY TRAINING PROGRAMMES:

These programmes are given to the employees who do not have any computer

knowledge. Generally these programmes are conducted to make the employees

competent to the new technology and latest software up gradation.

EXTERNAL TRAINING:

Employees are sent for training in reputed training institutes of the country

based on the training needs identified for each employee. In order to keep abreast the

technology advances in respective fields of operations, the company to attend various

seminars, workshops and conferences sponsor employers.

The nominations of these programmes are categorized into 3 main focus areas

of knowledge, skills and behavior. The main aim of sending the employees for

external training programmes is to ensure that whatever training is not possible to

impart internally should be fulfilled by these.

INFRASTRUCTURE FACILITIES:

It is the back bone and vital ingredient required for a success of any training

programmes. It is essential to create a congenial learning atmosphere in order to

achieve the effectiveness of the training.

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EVALUATION OF TRAINING AND DEVELOPMENT

PROGRAMMES

Since management development emphasizes on various types training these

must be evaluated in order to find out their effectiveness. However training evaluation

can be more meaningful if the following process is adopted:

Determination of training objectives

Fixation of evaluation criteria

Collection of information relevant to training evaluation

Analysis.

TRAINING AND DEVELOPMENT:

RESPONSIBILITIES:

Training and development- in-charge is responsible for

Preparing the training schedules and modules under the guidance of Human

resources development department head.

Organizing training programmes as per annual training calendar and requests

in accordance with the procedure.

Initiating evaluation of training programmes conducted for their effectiveness

as per procedures.

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Maintaining the records relevant to the quality system procedural

requirements.

Assisting Human resources development department head in all human

resources development activities.

Assisting the human resources development department head in furnishing

relevant data and information pertaining to questionnaires and entry forms

received from external agencies (or) institutions and organizing bench

marking activities / competitions / data collection exercises.

Day to day administration of the department.

Even during the initial stages of the commencement of the training activities,

workers showed immense interest in training. The reason behind this is that this

industry is process industry and in process industry workers can enhance their skills

and increase their efficiency if they properly follow the training provided to them.

The company is having is own training cell with the help of which the workers

are provided necessary training to carry on their work in the most efficient manner

As a result of the training, the employees were motivated and this resulted in a

higher level of morale and increase in the efficiency of the employees.

The maximum out come of training was seen in the employees who were

skilled. Their skills were satisfactorily upgraded.

The training results were also excellent in case of the employees.

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The organization takes up the training programmes keeping in view, the time

period as well as the needs of the organization and employees.

AREAS OF TRAINING:

Organizations provide training to their employees in the following areas :

1) Company policies and procedures

2) Specific skills

3) Human relations

4) Problem solving

5) Managerial and supervisory skills

6) Apprentice training

ROLE OF A TRAINER:

The conventional view about the role of a triner is to conduct the training

programmes. A good trainer must necessarily be able to take sessions in different

training courses. His ratings in these trainings programs mostly determine his success

or other wise as a trainer. Because of industrial revolution there has been a stress on

manufacturing function, as the industrial revolution was brought about by the

technology of mass production personnel managers on man power development

managers working in the manufacturing culture of organizations took a manufacturing

approach to development of human resources. This approach starts with a belief that

as raw material by processing is converted to final product so is a human resource

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which when put through different development programmes is converted into a good

human resource. Thus the trainer became a “manufacturer” of training programmes.

EVALUTION OF THE TRAINING PROGRAMME:

Trainers today are so busy conduction training programmes that they have not

time to find out what results their training efforts have produced. There is a famous

joke about training effectiveness. On a request from the king, a trainer aggresses to

teach the kings horses to fly in a year. To his surprised and apprehensive friends he

says, “Who worry? With in a year many things could happen. The king could die, or I

may dies, or who knows, the horse may fly”.

Thus the training programmes are conducted with apious hope that they will

have” some: effect

No doubt measuring training effectiveness is a difficult job. However, this

difficult job must be done and done well to ensure the continued faith of management

and training. The usual way to get the done is take some body from out side who

studies the impact of some selected training programmes. He studies and makes a

presentation to the line managers on the results obtained as a result of these training

programmed. The process of training evaluation has been defined as “any attempt to

obtain information on the efforts of training performance and to assess the value of

training the light of that information”. Evolution leads to controlling and correcting

the training programmes. Hamblen suggested Five levels at which evaluation can take

place.

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REACTIONS:

Training programmes is evaluated on the basis of trainee’s reactions to the

usefulness of coverage of the matter, depth of the course content, method of

presentation, teaching methods etc.,

LEARNING:

Training programmes, trainer’s ability and trainee ability are evaluated on the

basis of quality of content learned and time on which it is learned and learners ability

to use of apply, the content he learned.

ORGANIZATION:

This evaluation measures the use of training, learning and change in the job

behavior of the department/organization in the form of increased productivity, quality

morale, sales turnover and the like.

ULTIMATE VALUE :

It us the measurement of ultimate result of the contributions of the training

programmes to the company goals like survival, growth, profitability, etc, and to the

individual goals like development of personality and social goals like maximizing

social benefits

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PLACE OF TRAINING IN COMPANY MANAGEMENT:

SYSTEMATIC VIEWS OF TRAINING:

The training process involves three major steps. They are Need’s Assessment,

Development and Evaluation.

Needs Assessment --- Development ---- Evaluation

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Identify needs for training by conducting needs analysis.

- Organization- Task or Job

Identify or develop criteria to evaluate training outcomes.

- Reactions- Learning- Behavior change- Organizational results

Derive instinctual objectives Choose evaluation design

Design a learning environment by Examining:

- Characteristics of adult learners- Leaning principals

Identity or develop training material and methods

Conduct training

Conduct evaluation and cost Effectiveness of training program

NEED’S ASSESSMENT:

The first step in training is to determine whether a need for training actually

exists or not. An organization should commit its recourses to training activity only if

the training can be expected to achieve some organizational goals. The decisional

conduct training must be on the best available data, which is collected by conducting

a need’s assessment. A need’s assessment is a systematic, objective determination of

training needs, which involves conduction three primary types of analysis. They are

organizational analysis, job analysis and person analysis. These analysis are used to

derive objectives for the training programmes.

ORGANIZATIONAL ANALYSIS:

An organizational analysis tries to answer the question of where the training

emphasis should be placed in the company and what factors may effect the training.

The review of short and long terms goals of an organization and any trends that may

effect these goals is done to channel the training towards specific issues of importance

to the firm.

A review of climate and efficiency index is important to identify the problem

that could be elevated through training. Climate indices or quality of work olive

indicates and include records on turnover, grievances, and absenteeism. Productivity,

accidents, attitude surveys, employee suggestions and labour management data. It is

important to identity any organization system constraints or training efforts.

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JOB ANLYSIS:

Job analysis tries to answer the question of what should be taught in the

training so that the trainee can perform the job satisfactorily. When conducting a job

analysis to determine the training needs, both a worker oriented approach, which

focuses on identifying behaviors and a task oriented approach, which describes the

activities performed should be used

PERSON ANALYSIS:

Person analysis attempts to answer the question of who needs training in the

firm and the specific types of training needed. The performance of individuals, groups

or units or major job duties is compared to the expected performance standards. One

should be able to determine which job incumbents are successful at completing the

tasks required. Performance discrepancies are used to indicate areas which needs

attention. Employees can also be gathered by using a performance test.

DEVELOPMENT OF TRAINING PROGRAMME:

After a needs analysis has been conducted and the Human Resource

Professional is confident that training is needed to address the performance problem

or to advance the firms mission, the training programmed is developed. This can be

done by an in-house training staff or by outside consultants. The programmed can be

developed by setting up preconditions for learning and by arranging the training

environment to ensure learning. In designing a training programmed in which learning

will be facilitated, there should be a review of the basic principles of how the

individuals learn.

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This is to set up effective preconditions for learning so that the trainees will be

prepared for the training programmed, Learning principles should be reviewed and

integrated into the design of the training programmed and the materials. Trainees

must be ready to learn before they are placed in any training programmed. To ensure

this, it should be determined whether trainees are trainable and have the ability and

motivation to lern. They should try to gain the support of training and their

supervisors prior to actually implementing the training programmed.

TRAINBILITY:

Before a learner can benefit from formal training, he/she must be trainable or

ready to learn. This means that the trainee must have both the ability and the

motivation to learn. To have the ability. The trainee must possess the skills and

knowledge prerequisites to master the materials. Assessing trainee’s ability to learn is

of increasing concern to the corporate. It is not only enough for trainees to have

ability to learn the skills, but also must have the desire or motivation to learn..

The assumption is that the individuals who are more highly involved will have

higher motivation to learn. Some companies also link successful completion of

training programmers with compensation.

SUPPORT OF TRAINEES AND OTHERS:

If trainees do not see the value of training, they will be unlikely to learn

polished behavior and use them in their jobs. Trainees should be

Informed in advance about the benefits that will result from training. If they

see some incentives for training, it may strengthen their motivation to learn the

59

behavior; the trainees must point out extrinsic and intrinsic benefits of attending

training. In addition to garnering the support of trainees for training. The support to

their supervisors, co-workers and subordinates should be sought.

Human resource professionals can improve the likelihood of acquiring others

support for training by getting their opinions of the content of training. Location and

time.

TRANSFER OF TRAINING:

The ultimate goal of any organizational training programmed is that the

learning that occurs during training can be transferred back to the job. To maximize

the similarity between the training context and the job context viz., the training

should resemble the job as closely as possible.

Include a variety of stimulus situations in the practice so that trainees will

learn to generalize their knowledge and skills. Label or identify the important features

of the content to be learned, in order to distinguish the major steps involved.

Make sure that the general principles underlying the specific content are

understood thoroughly. Ensure that there is a supportive climate for learning and for

transferring new behavior. This can be done by building managerial support of

training. By providing trainees with the freedom to set personal performance goals,

and by encouraging trainees to take risks.

Include a variety of stimulus situations in the practice so that trainees will

learns to generalize their knowledge and skills. Label or identify the important

features of the content to be learned, in order to distinguish the major steps involved.

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Make sure that the general principles underlying the specific content are understood

thoroughly.

Ensure that there is a supportive climate for learning and for transferring new

behavior. This can be done by building managerial support of training. By providing

trainees with the freedom to set personal performance goals, and by encouraging

trainees to take risks.

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62

THEORETICAL FRAMEWORK

63

THEORETICAL FRAMEWORK

TRAINING:

Training encompasses activities ranging from the acquisition of a single motor

skill up to the development of a complex technical knowledge inculcation of elaborate

administrative skills, and the development of favorable attitudes towards the

organization.

Training is a short term process utilizing a systematic and organized procedure

by which non-management personnel learn technical knowledge and skills for a

definite.

Training is a learning experience in that it seeks a relatively permanent change

in an individual that will improve his ability to perform the job.

A FEW DEFINITIONS:-

"A planned process to modify attitudes, knowledge or skill behavior through

learning experiences to achieve effective performance in an activity a range of

activities. Its purpose, in the work situation, is to develop the ability of the individual

and to satisfy the current and future needs of the organization."

--- (Man power services commission 1981)

"The purpose of teaching new employees the basic skills they need to perform their

jobs.

---- (Gary Dressler 1985)

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"Training consists of planned programs designed to improve performance at

the individual group and /or organizational levels which in turn gives measurable

changes in knowledge, skills, attitudes and / or social behavior."

---- (Wayne cascio, 1995)

"Training is the act of increasing the knowledge and skills of an employee for

doing a particular job."

--- (Arun munappa and saiyadain)

PURPOSE OF TRAINING:

Reasons for emphasizing the growth and development of personnel in an

organization are related to the following purposes:

Creating a pool of readily available and adequate replacements for personnel

who may leave or move up in the organization.

Enhancing the company's ability to adopt and use advances.

Building a more efficient, effective and highly motivated team which

enhances the company's competitive position and improves employee

morale.

Ensuring adequate human resources for expansion into new programs.

Increases productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

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TRAINING METHODS:

There are mainly two methods usually used and mentioned.

They are

On the job methods

Off the job methods

ON THE JOB METHODS

This type of training is also known as job instruction training in the individual

is placed on a regular job and taught the skills necessary to perform that job on the job

training has a advantage of giving first hand knowledge and experience under the

actual working conditions.

(a) JOB ROTATION:-

This type of training involves the movements of the trainee from one job to

another. The trainee receives job knowledge and gains experience from his

supervisors or trainer in each of the different job assignments. This method gives an

opportunity to the trainee to understand the problems of employee on other jobs and

respect them.

(b) COACHING:-

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

Training the individual, the supervisor provides feed back to the trainee in his

performance and offers him some suggestions for improvements often the trainees

66

share some of the duties and responsibilities of the coach and relieves him of his

burden. A limitation of this method of training is that the trainee may not have the

freedom or opportunity to express his own ideas.

(c) JOB - INSTRUCTION:-

This method is also known as training through step by step. Under this

method, trainer explains the trainees the way of doing the jobs. Job knowledge, skills

and also him to do the trainee, provides feed back information and corrects the

trainee.

(D) COMMITTEE ASSIGNMENT:-

Under the committee assignment, groups of trainees are given and asked to

solve on actual organizational problems. The trainees solve the problems jointly. It

develops team work.

MERITS OF ON-THE JOB TRAINING:

On the job training method has the following important advantages for

consideration:

Training can be delivered at the optimum time.

The training will have opportunities to practice.

The training will have immediate feedback.

Training is delivered by colleagues by integration the trainee into the team.

Trainee develops confidence by working with own speed and productivity.

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DEMERITS OF ON-THE JOB TRAINING:

Some important disadvantages of on-the job method are stated below for taking

precautions:

There is a tendency to fit OJT in when it is convenient for office routine rather

than at the optimum time for learning.

The training may be given piecemeal and not properly planned and the trainee

gains a fragmented picture of the organization.

Too much training can be delivered in one session leading to information

overload and trainee fatigue.

The trainer may not have sufficient knowledge of the process or expertise in

instructional techniques.

OFF THE – JOB METHODS

Under this method of training, trainee is separated from the job situation and

his attention in focused upon learning the material related to his future job

performance.

(A).VESTIBULE TRAINING:-

In this method, actual work conditions are stimulated in a class-room.

Material, files and equipment those are used in actual jog performance are also used

in training. This type of training is commonly used for training personnel for clerical

and semi-skilled jobs.

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(B) ROLE – PLAYING:-

It is defined as a method of human interaction that involves realistic behavior

in imaginary situation. This method of training involves action, doing and practice.

The particulars play the role of certain characteristics, such as the production

manager, mechanical engineer, fore – men and the like. This method is mostly used

for developing inter-personal inter-actions and relations.

(C) LECTURE METHOD:-

This lecture is a traditional and direct method of instructions. The instructor

organizes the material and gives it to a group of trainees in the form of a talk to be

effective. The lecture must motivate and create interest among the trainees. An

advantage of lecture method in that it is direct and can be used for a large group of

trainees. Thus costs and time involved are reduced.

(d) CONFERENCES OR DISCUSSIONS:-

It is a method of training the clerical professional and supervisory personnel.

This method involves a group of people who possess ideas, examine and share facts,

ideas and data. Test assumptions, and draw conclusions, all of which contribute to the

improvement of job performance. Discussions has the discussion involves two-away

communications and hence feed-back is provided.

(e) PROGRAMMED INSTRUCTIONS:-

The subject –matter to be learnt is presented in a series of carefully planned

sequential units. These, units are arranged from single to more complex levels of

69

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

the blanks. This method is expensive and time consuming.

(f) AUDIO-VISUAL MEDIA:-

Audio-Visual methods take advantage of various media to illustrate or

demonstrate the training material. Audio-visual media can bring complex events to

life by showing and describing details that are often difficult to communication in

other ways. Audio-visual methods can be classified into three groups: static media,

dynamic media, and telecommunications.

(g)BUSINESS GAMES AND SIMULATIONS:-

Business games are intended to develop or refine problem-solving and

decision-making skills. This technique tends to focus primarily management decisions

such as maximum zing profits. Business games, particularly computer simulations of

organizations and industries and widely used in business schools.

MERITS OF OFF- THE JOB TRAINING:

Off the job training method has the following important merits to be considered:

Use of specialist trainers and accommodation.

Employee can focus on the training and not be distracted by work.

Opportunity to mix with employees from other businesses.

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DEMERITS OF OFF -THE JOB TRAINING:

Off the job training method has the following important demerits:

Employee needs to be motivated to learn

May not be directly relevant to the employee's job.

Costs incurred are more like transport, course examination fees, material.

IMPORTANCE OF CONSUMING TRAINING:

1. REDUCTION IN LEARNIG TIME:

A well planned systematic training help always to shorten the training time the

reach the acceptable levels of performance in the absence of training program

employees learn by trail and error or by observing fellow employees at work. The

involves waste of time and also the risk that employee are not perfectly trained.

2. BETTER PERFORMANCE OF EMPLOYEE:

The systematic training leads to better performance of employees in their

present job because their knowledge and skills for doing the job improves.

3. BOOST EMPLOYEE MORALE:

Training provides a big boost to the morale of the employee. High morale is

evidence by the employees’ enthusiasm, voluntary performance with rules and

regulation and willingness to co-operate with others in accomplishment of

organization objectives

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4. REDUCTION IN SUPERVISION:

Training brings about a high degree of self discipline and self supervision

among employees. Since man by nature likes more freedom, autonomy and less

supervision management control and supervision with trained employees become easy

and smooth.

5. REDUCTION IN OPERATION PROBLEM

Training of both supervisory and operating employees can help to reduce

operational problems such as turnover, absenteeism, breakages, accidents, and

grievance rates low morale excessive, waste, scrape loss. Poor work methods and

poor customer service.

6. FULFILL MANPOWER NEEDS OF THE ORGANIZATION:

It is believed by many establishments that the best way to overcome recurring

problems of recruiting skilled workers is to establish apprentice training programme.

7. INCREASING THE ORGANINZATION STABILITY AND

FLEXIBILITY:

Organizational stability means the ability of an organization to sustain its

effectiveness despite the loss of key personnel and flexibility refers to its ability to

adjust itself to short run variation in the volume of work with the availability of

trained personnel in the organization.

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8. BENFICIAL TO EMPLOYEES:

Training is beneficial to employees in organization because new knowledge

and skills will increase their market value and they have better chance for promotion

and ability to accept higher responsibilities.

BENEFITS OF TRAINING:

Training benefits the organization, individuals, the personnel and human

relations. Let us know how training benefits each of these fields independently.

TRAINING BENEFITS TO ORGANIZATION:

Leading to improved profitability and /or move positive attitudes towards profit orientation.

Improves the job knowledge and skills at all levels of the organization.

Improves the moral of the workforce.

Helps people identity with organizational goals.

Helps create a better corporate image.

Fosters authenticity, openness and trust.

Improves relationship between boss and subordinate

Aids in organizational development.

Helps keep costs down in many areas, e.g.: production, personnel, administration etc.

Helps prepare guidelines for work.

Develops a sense of responsibility to the organization for being competent.

Provides information for future needs in all areas of the organization.

Organization gets more effective decision-making and problem-solving skills

Improves labor-management relations.

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

73

other aspects that successful workers and managers usually display.

Aids in increasing productivity and/or quality of work.

Creates an appropriate climate for growth, communication.

Aids in handling conflict, thereby helping to prevent stress and tension.

EVALUATION OF TRAINING PROGRAMME:-

The specification of values forms a basic for evaluation. The basic of

evaluation and the mode of collection of information necessary for evaluation should

be determined at the planning stage. The process of training evaluation has been

defined as “any attempt to obtain information on the effects of training performance

and to assess the value of training in the light of that information “.

Evaluation leads to controlling and correcting the training programme.

Hamblin suggested five level at which evaluation of training can take place.

(1) REACTION:-

Training programme is evaluated on the basis of trainer reaction to the

usefulness of coverage of the matter ,depth of the course content method of

presentation, teaching ,methods etc.,

(2) LEARNING:-

Training programme, trainers’ ability and trainers’ ability are evaluated on the

basis of the quantity of content learned and time in which it is learned and time in

which it is learned and learner’s ability to use or apply, the content he learned.

(3) JOB BEHAVIOR:-

74

The evaluation includes the manner and extent to which the trainee has applied

his learning to his job.

(4)ORGANIZATION:-

The evaluation measures the use of training, learning, and change in the job

behavior of the department/organization in the form of increased productivity, quality,

morale, sales turn over and the like.

(5)ULTIMATE VALUE:-

It is the measurement of ultimate result of the contributions of the training

programme to the company goals like survival, growth profitability etc., and to the

individual goals like development of personality and social goals like maximizing

social benefit.

CRITERIA FOR EVALUATION:-

The criteria used in evaluating training programme will vary according to

objective of the programme but broadly there are three types of criteria.

(1) Internal (2) External (3) Participants.

INTERNAL CRITERIA:-

It refers directly to the programme contest and in particular to the absorption

by the trainees of instructions, guidelines, facts, imparted skills and techniques etc.,

included as inputs in the programme.

EXTERNAL CRITERIA:-

75

It concerned with the board ,over all objectives of the training package such as

development of inter personal question ,acquiring of new prospectus becoming more

decision oriented ,cultivating greater self awareness , changing of personal

management styles self awareness ,changing of personal management styles , going

through attitudinal transformation , etc. all these leading to externally observable

result as such as increased sale turn over ,greater market penetration higher

production outputs or lower administrative costs.

PARTICIPANTS REACTIONS:

It means the feelings of the trainees who have given through the training

program and their views about the benefits and drawbacks of that progamme.

The general field opinion among the experts is that it in more effective to use

multiple criteria in evaluating.

DEVELOPMENT:

The term Development refers broadly to the nature and direction of change

induced in employees, particularly managerial personnel through the process of

training and educative process. National Industrial Conference Board has defined

development as follows:

Managerial Development is all those activities and programmes when

recognized and controlled, have substantial influence in changing the capacity of the

individual to perform his assignment better and in doing so are likely in increase his

potential for future assignments.

76

Thus, managerial development is not merely training or a combination of

various training programmes, though some kind of training is necessary it is the

overall development of the competency of managerial personnel in the light of the

present requirement as well as the future requirement.

In day’s competitive environment, an organization has to be concerned about

the development. Development in the preparation and education of manage to

effectively manger their people while at the same time achieving the strategies and

goals of their company .Development in a continuous process and seeks to being

about behavior change in trainee mangers by cultivating their mental and inherent

qualities.

The Major Qualities of the Development Programme Are:-

The continuing improvement and development of present managers.

Provisions of an adequate number of well qualified managers for the future.

Optimum utilization of man power of the organization.

Prevention of managerial absence.

AN EFFECTIVE DEVELOPMENT PROGRAMME TO ACHIEVE TO ABOVE

MENTIONED OBJECTIVES SHOULD INCLUDE THE FOLLOWING :-

(a) A carefully considered plan and organization and for carrying out the

programme.

(b) A periodic appraisal or evaluation of each manager regarding his performance

in the various stages of development under the programme.

77

(c) A continuous application and support from top management.

A number of management methods are available .Anyone of them can

contribute to the objectives of the organization but only if the techniques is prudently

selected, diligently and rigorously evaluated. Often techniques are used in the

combination in long term development programme. Some of these techniques are:

(1) Coaching and counseling.

(2) Job Rotation

(3) Conference / discussion.

(4) Programmed and computer aid instruction.

(5) Role playing.

(6) Team group training.

(1) COACHING AND COUNSELING :-

This is one of the most popular management development techniques where

effective senior manager teach the new managers. The coach superior sets a good

example of what a manager does while doing about daily business.

The new manager exemplifies the correct behavior attitudes, assigned specific

and challenging goals and provides trainees with frequent and immediate feed back

concerning their job performance. The coach also delegates enough authority to the

trainees to make some decisions. This approach not only provides opportunities to

learn but allows a feeling of self confidence to develop. The broad objective of such a

78

coaching /counseling approach in to increase employee motivation with their superior,

concrete feed back on areas needing improvement and positive enforcement.

(2) JOB ROTATION:-

‘Move the manager around ‘has often been preached by management –

trainers and educationists. When the manager is moved from one department to

another, it gives him a broad exposure to the strength and weakness of the company

and much better understanding then he could otherwise possess.

(3) GUIDED CONFERENCE / DISCUSSIONS :-

The guided discussions type of conference in an improvement over straight

lecturing, the instructor known in advance what information or procedure he wants to

bring our , and guides the discussions accordingly.

(4) PROGRAMMED AND COMPUTER AID INSTRUCTIONS :-

Programmed instructions are based on certain behavioral laws that relate to

principles of reinforcement. The important features of programmed instructions are

that it provides immediate feed back on whether the participants answered correctly or

not. To facilitate this , the instruction are designed in such a way that all future

learning depend on requisition and retention of previous learning .Programmed

instructions can and have been developed in computer aided format .In such a

format ,a manger sit at a computer terminal with a monitor . The computer is

programmed with the training materials. Computer-aided instructions is now been

used in a wide variety of management development programmes. The potential for

computer based training is virtually unlimited. It is generally agreed that because of

79

such advantage as self pacing, privacy, immediate feed back convenience and

adoptability, it will become one of the most popular training and development

approaches available.

(5) ROLE – PLAYING :-

In which roles as assigned to trainees to act out as they would do in their real

life. It is helpful in training managers to deal with human relation management.

Participants learn to appreciate others point of view. They experience a situation

emotionally. It makes them more self-conscious and analytical in their behavior. It

also permits the participants to show imaginations and care in finalizing solutions.

(6) TEAM GROUP TRAINING :-

This technique is also known as sensitivity training, laboratory training and

executive action. Team group training is concerned with the real not simulated

problem existing with in the team group itself. It helps participants to learn about

themselves their weaknesses and emotions to develop insights in to how they react to

other and also how others react to them, to find out how to behave more effectively in

inter personal relations to develop more open, authentic relations among people. T-

Group are really small discussion groups with no set leader, they have no fixed and

mutual impact of the participants. But T-group training involves creation of stress

situation which go out of control.

(7)E-LEARNING

E-learning means the delivery of a learning program by electronic means. E-

learning involves the use of a computer or any other any electronic device to provide

80

training. E-learning is any virtual act or process used to acquire data, information,

skills, and knowledge. It covers a wide set of applications and process such as web

based learning, computer based learning, virtual class rooms, digital collaboration.

81

DATA ANALYSIS AND INTERPRETATION

82

DATA ANALYSIS AND INTERPRETAION

The training programmes held in SRMT, Kakinada are evaluated on the basis

of feedback given by the employees in the organization. This feed back is to

evaluating the effectiveness of the programmes is the oldest form and the most trusted

one.

Training programme evaluation has been defined as “any attempt to obtain

information on the efforts of training performance and to assess the value of training

in the light of that information. Evaluation leads to controlling and correction of the

training programmes”.

83

1) Training programmes are provided as per the employee needs.

S.NO PARTICULARSNO. OF

RESPONDENTSPRECENTAGE

1 YES 39 78%

2 NO 4 8%

3 TO SOME EXTENT 7 14%

TOTAL 50 100%

GRAPH:

TRAINING PROGRAMMES AS PER THE EMPLOYEE NEEDS

0%

20%

40%

60%

80%

100%

YES NO TO SOMEEXTENT

PARTICULARS

RE

SP

ON

DE

NT

S

INTREPRATION:

From the above graph it is clear that 78% of employees felt that training is

provided as per employee needs, 8% of employees felt that training is not provided as

per employee needs and the remaining 14% responded as to some extent.

84

2) Satisfaction of employees with the training facilities provided by SRMT.

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 EXCELLENT 15 30%

2 GOOD 28 56%

3 SATISFACTORY 7 14%

TOTAL 50 100%

GRAPH:

EMPLOYEE SATISFACTION LEVEL

30%

56%

14%

EXCELLENT

GOOD

SATISFACTORY

INTERPERTATION:

From the survey conducted among 50 employees 30% of employees were

responded as excellent with training facilites,56% were responded as good with

training facilities and 14% are satisfied with training facilities provided by SRMT.

85

3) Percentage of applying knowledge through training programmes.

S.NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 100-75% 10 20%

2 74-50% 20 40%

3 49-25% 20 40%

4 24-1% 0 0

5 NOT APPLYING 0 0

TOTAL 50 100%

GRAPH:

0%5%

10%15%20%25%30%35%40%

RESPONDENTS

100-75% 74-50% 49-25%

PARTICULARS

PERCENTAGE OF APPLYING KNOWLEDGE

INTERPERTATION:

The data reflects that 20% of employees are applying their 100-75% training

knowledge in their jobs, 40% of employees are applying their 74-50% training

knowledge in their jobs and 40% of employees are applying their 49-25% training

knowledge in their jobs.

86

4) Acceptance of new technology.

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 YES 31 62%

2 NO 5 10%

3 TO SOME EXTENT 14 28%

TOTAL 50 100%

GRAPH:

ACCEPANTENCE OF NEW TECHNOLOGY

0%

10%

20%

30%

40%

50%

60%

70%

YES NO TO SOME EXTENT

PARTICULARS

RE

SP

ON

DE

NT

S

INTERPERTATION:

It is evident from the above graph that 62% of employees are accepting new

technology, 10% of employees are not prepared to accept new technology and the

remaining 28% responded as to some extent.

87

5) Organization is giving importance to feed back on training.

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 YES 29 58%

2 NO 5 10%

3 TO SOME EXTENT 16 32%

TOTAL 50 100%

GRAPH:

IMPORTANCE OF FEEDBACK ON TRAINING

58%10%

32%YES

NO

TO SOME EXTENT

INTERPREATION:

From the above graph it is clear that 58% of employees felt that organization

is giving importance to their feedback,10% of employees felt that not giving

importance to their feedback and the remaining 32% responded as to some extent.

88

6) Role of HR manager in conducting training and development programmes.

S.NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 EXCELLENT 15 30%

2 GOOD 25 50%

3 AVERAGE 10 20%

4 BELOW AVERAGE 0 0

5 TOTAL 50 100%

GRAPH:

0%

10%

20%

30%

40%

50%

RESPONDENTS

EXCELLENT GOOD AVERAGE

PARTICULARS

ROLE OF HR MANAGER

INTERPERTATION:

The data reflects that 30% of employees responded that role of HR manager in

conducting training and development programmes is excellent, 50% are good, 20%

are average.

89

7) TYPE OF TRAINING NEEDED.

S. NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1ON THE JOB

TRAINING10 20%

2OFF THE JOB

TRAINING9 18%

3 BOTH 31 62%

TOTAL 50 100%

GRAPH:

TYPE OF TRAINING NEEDED

20%

18%62%

ON THE JOBTRAINING

OFF THE JOBTRAINING

BOTH

INTREPRETATION:

It can be analyzed that 20% of employees requires on the job training and

18% of employees off the job training and 62% of employees need both.

90

8) Management motivate to take training and development programmes.

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 YES 45 90%

2 NO 0 0%

3 TO SOME EXTENT 5 10%

TOTAL 50 100%

GRAPH

0%10%20%30%40%50%60%70%80%90%

RESPONDENTS

YES NO TO SOMEEXTENT

PARTICULARS

MOTIVATION BY MANAGEMENT

INTREPRETATION:

The above graph shows that 90% of employees expressed their opinion as

management is motivating to take training and development programmes and 10%

of employees responded as to some extent.

91

9) Procedure of training programmes.

S.NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 PRACTICAL 10 20%

2 THEORETICAL 10 20%

3 BOTH 30 60%

TOTAL 50 100%

GRAPH:

PROCEDURE OF TRAINING PROGRAMMES

20%

20%60%

PRACTICAL

THEORETICAL

BOTH

INTREPRATION:

The data reflects that 20% of employees felt that they need practicality in

training programmes and 20% of employees felt that they need theoretical and 60%

felt that they need both.

92

10) Type of training required.

S.NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 SAFETY TRAINING 15 30%

2TECHINAL

TRAINING15 30%

3 BOTH 20 40%

TOTAL 50 100%

GRAPH:

TYPE OF TRAINING REQUIRED

0%5%

10%15%20%25%30%35%40%45%

SAFETY TRAINING TECHINALTRAINING

BOTH

PARTICULARS

RE

SP

ON

DE

NT

S

INTERPRETATION:

It is evident from the above graph that 30% of employees felt that safety

training is required and 30% of employees felt that technical training is required and

40% required both.

11) Complexity in training sessions.

93

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 YES 10 20%

2 NO 30 60%

3 TO SOME EXTENT 10 20%

TOTAL 50 100%

GRAPH:

COMPLEXITY IN TRAINING SESSIONS

20%

60%

20%

YES

NO

TO SOME EXTENT

INTERPRETATION:

The above graph shows that 20% of employees felt complexity in training

sessions , 60% are not felt complexity in training sessions and the remaining 20%

responded as to some extent.

12) Method of training following frequently.

94

S NO PARTICULARSNO OF

RESPONDENTSPERCENTAGE

1 LECTURE METHOD 8 16%

2INTERACTIVE

TRAINING SESSIONS14 28%

3 ROLE PLAY 7 14%

4 ALL 21 42%

TOTAL 50 100%

GRAPH:

Frequently following training method

16%

28%

14%

42%

LECTURE METHOD

INTERACTIVETRAINING SESSIONS

ROLE PLAY

ALL

INTERPRETATION:

From the above analysis 16% of the employees responded for lecture method in

the training programme of SRMT, 28% in interactive sessions, 14% for role- play

and the remaining 42% follows all the methods in SRMT.

13) Regarding the criteria for the training program.

95

S NO PARTICULARSNO OF

RESPONDENTSPERCENTAGE

1)COMPANY OVER ALL

DEVELOPMENT15 30%

2)COMPETENCY

IMPROVEMENT14 28%

3)FUTURE CAREER

GROWTH11 22%

4)BETTER

PERFORMANCE10 20%

TOTAL 50 100%

GRAPH:

CRITERIA FOR TRAINING

30%

28%22%

20%

COMPANY OVERALLDEVELOPMENT

COMPETENCYIMPROVEMENT

FUTURE CAREERGROWTH

BETTERPERFORMANCE

INTERPRETATION:

From the above analysis out of 50 respondents, 30% of the Employees of

SRMT felt that the criteria for the training is company over all development, 28%

felt it as competency improvement, 22% felt it as future career growth and 20% felt it

for better performance.

96

14) Usage of training programs in your activities.

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 TO LARGE EXTENT 20 40%

2 TO SOME EXTENT 20 40%

3 TO LITTLE EXTENT 10 20%

TOTAL 50 100%

GRAPH:

0%5%

10%15%20%25%30%35%40%

RESPONDENTS

TO LARGEEXTENT

TO SOMEEXTENT

TO LITTLEEXTENT

PARTICULARS

USAGE OF TRAINING PROGRAMMES

INTERPRETATION:

From the above analysis 40% of the employees responded to Large extent for

the usage of training programs in their activities , 40% to some extent and remaining

20% to little extent.

15) Interaction between participants and the faculty.

97

S NO PARTICULARSNO. OF

RESPONDENTSPERCENTAGE

1 YES 25 50%

2 NO 5 10%

3 TO SOME EXTENT 20 40%

TOTAL 50 100%

GRAPH:

INTERACTION BETWEEN PARTICIPANTS AND FACULTY

50%

10%

40% YES

NO

TO SOME EXTENT

INTERPRETATION:

From the above analysis 50%of the employees at SRMT felt that their is

interaction between the participants and the faculty , 10% felt that their is no

interaction between the participants and the faculty and the remaining 40% responded

as to some extent.

98

FINDINGS

SUGGESTIONS

CONCLUSION

99

FINDINGS

1) Training programme is well planned in the organization.

2) Training programmes are provided as per the employee needs.

3) Some of the employees are applying their training knowledge in their jobs.

4) Employees opinion regarding the infrastructure facilities which are provided at

SRMT are highly advanced with modern technology.

5) The feed back mechanism in the organization is very effective.

6) Training programmes are conducted to know the effectiveness of training.

7) Management is motivating towards training and development programmes.

8) Role of HR manager is good in conducting training and development

programmes.

9) Both practical and theoretical training programmes are conducting in the

organization.

10) Most of the employees felt no complexity in training sessions.

11) The interaction between the participants and the faculty is good, it helps the

employees to gain the benefits of training to the fullest.

12) The organization has both internal and external training programs for the

benefits of the employees at SRMT.

100

13) Every employees whether casual or temporary were given ISO9002 awareness

programmes to make them fit in the environment.

14) The factory owns 150 vehicles, which carry parcels to tamilnadu , orrisa ,

Karnataka, and to some parts of AP

15) As per the study, the mission, vision, values of the company are clearly

explained to the new employees during the training programme.

16) Most of the employees depicted that employees are helped acquire, technical

knowledge & skills through training is true to a greater extent.

17) As per the study, it is known that training, is given adequate importance in

SRMT.

101

SUGGESTIONS

1) As per the analysis most of the employees opined that it would be better if the

Employees in the organization were consulted in determining the training

needs.

2) Training duration should be increased to some extent.

3) The employees need to have practical knowledge of the plant especially those

who are in the technical and process field.

4) The feedback taken should be implemented immediately for effective training.

5) Training and development programmes should be designed in such a way that it

Motivates the employees and match with the needs of employees.

6) The training programmes need to have practical and interesting learning

Techniques, so that trainees understand better.

7) More number of external faculty need to be invited to share their experienced

Cases so that the employees understand what the problems are and how the

Solutions need to be applied at the situation occurred.

8) Still there is a scope for the improvement in sequence of topics, knowledge

inputs received and extent of participants involvement in the programmes.

9) Behavioral programmes needs to be conducted to rise up their attitudes and

Motivation.

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10) Introduce the latest methods of training such as classroom methods, screening

methods, slide and documentaries so that the employees can perform better.

11) There should be mutual understanding & co- operation among the top

Management, human resource development department and trainees should be

improved further.

12) Case studies need to be exhibited in training period.

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CONCLUSION

The present study is oriented with training and development practices in

S.R.M.T. limited, Kakinada. The significance of selecting this topic relates to it’s

importance in achieving the organizational objectives through personal development.

This reports already covered in six chapters.

With reference to the methods of the training need’s assessment, it may be

concluded that the organization uses the performance appraisal and considers the

employees opinions to identify training needs. The analysis relating to the

programmes of the organization shows that a good number of internal and external

training programmes were organized by the company in the areas of Management,

Technology, safety, information Technology and Health.

The organization has both internal and external training programmes where

the employees are given a chance to improve themselves. The organization invest a

lot on internal training programmes for the benefit of the employees. The feed back

forms collected after the training programmes help the organization to improve the

training programmes conducted.

As per the analysis evaluated by questionnaire , we can say that the employees

are satisfied with the training programmes conducted in the organization and utilizes

the benefits from these programmes.

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Probably, the management is satisfied with the worth obtained from its

employees, nevertheless, as an MBA student. I suggest that some latest methods of

training which includes class room methods, screening methods and some slides and

documentaries showing the possible sources of errors leading to accidents remedial

and preventive measures to be followed, lead to equipping the employees better in the

interest of the worker as well as the employer.

In every respect HR department maintains very high standards for example:

Canteen, Bus Service, Safety, Medical facilities, Escalators were highly provided with

good infrastructural facilities. The infrastructural facilities which are being provided

are highly advanced with modern technology.

The company has got a positive working climate and high degree of

motivation among the employees turnover rate in the organization is accordingly very

marginal.

The level of job satisfaction is also high among the employees. Most of

employees found their jobs to be interesting & challenging and they are satisfied with

working conditions of the organization. It can be concluded that a stable & healthy

environment is maintained in organization, which underscores the need continuity for

livelihood of employees.

Finally it may be concluded that if the above measures are taken into regard

seriously. The good programmes may become excellent programmes with in a short

while.

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QUESTIONNAIRE

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QUESTIONNAIRE

Employee Name: (Optional)

Emp. No. :

Department :

1. Whether training programmes are provided as per the employee needs or not?

A) yes b) no c) to some extent

2. Are you satisfied with the training facilities provided by SRMT.

a) Excellent b) good c) satisfactory

3. Up to what extent you are applying your knowledge which you got through

training programme.

A) 100 – 75% b) 74 – 50% c) 49 – 25 % d) 24 – 1%

E) not apply

4. Are you accepting new technology?

A) yes b) no c) to some extent

5. Whether organization is giving importance to your feedbacks on training?

a) yes b) no c) to some extent

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6. What is the role of HR-Manager in conducting training & development

programmes?

a) excellent b) good c) average

d) below average

7. Which type of training do you need?

a) on the job training b) off the job training c) both

8. Does the management motivate you towards taking training & development

programmes?

a) yes b)no c)to some extent

9. What is the procedure they follow in training programmes?

a) practical b) theoretical c)both

10. Do you require only safety training or technical training?

a) safety training b) technical training c) both

11. Do you feel any complexity in your training session?

a) yes b) no c) to some extent

12. Which method of training is followed frequently?

a) lecture method b) interactive training sessions

c) role play d) all

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13. In your opinion what is the criterion for giving training?

a) Company over all development b) competency improvement

c) future career growth d) better performance

14. To what extent do you found the training programmes useful for your activities

in your assignment ?

a) to large extent b) to some extent c) to little extent

15. Do you feel interaction between participants and the faculty is good at SRMT?

a) yes b) no c) to some extent

16. Do you like to give any suggestions for the improvement of the training program

in SRMT?

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BIBLIOGRAPHY

110

BIBLIOGRAPHY

Name of the Book Edition Publications Author

1. Human Resource

Management4th Edition

Tata Mc-Graw Hill

Companies – New

Delhi

A. Aswathappa

2. Personal &

Human Resource

Management3rd Edition

Himalaya

Publishing House –

Mumbai

P. Subba Rao

3. Human Resource

Management2nd Edition

Excel Books – New

Delhi

V.S.P. Rao

4. Personal

Management

7th Edition TATA Mc-Graw

Hill – New Delhi

Edwin B. Flippo

Websites: www.srmt.com

www.wekipedia.com

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BROCHURES

112

FOUNDER

COMPANY

MANUFACTURING UNITS

113

PRODUCTS

King Pins Unit

King Pins

Bustles

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