====== M.B.

A ======================== Solapur University, Solapur ======

1.1

Introduction to the study : In the era of globalization and liberalization companies adopt new techniques for production, new concepts in management , new ideas and styles to get work done from the employees. To cope up with these changes and environment employees need training. Training is an important instrument through which employees become competent enough to accept new challenges to increase productivity and to improve the quality of work and product or services. The implementation of training serves as a transformation into capable workers and present workers are developed to assume new responsibilities. But giving training is not enough in itself. It feedback or impact should be studied at regular intervals. By studying the training activities we will come to known where the training programme is lacking. Which are the areas for further improvement etc. Training activities should focus on outcomes relating to:

1. The reaction by trainees to the training content and process. 2. The knowledge acquired through the training process. 3. Changes in behavior that results from training 4. Improvements in the individual. Thus this study aims at determining the various training activities to the employees and to evaluate the knowledge acquired through training process, satisfaction level of the employees , so that the present short coming can be evaluate to make necessary
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change in the training pattern took provide best possible training to the employees. 1.2 Advantages of training:The contribution of imparting training to company should be readily apparent. The major values are:
1.

Increased Productivity:- An increase in skill necessary

results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment.
2.

Hightened Morale:- Possession of needed skills help to meet

such basic human needs as security and ego satisfaction. Collaborate personnel and human relations programmes can make a contribution toward morale, but they are hollow shell if there is no solid core of meaningful work down with knowledge, skill and pride.
3.

Reduced Supervision:- The trained employee is one who

can perform with limited supervision. Both employee and supervisor want les supervision but greater independence is not possible unless the employee is adequately trained.
4.

Reduced Accidents:- More accidents are caused by

deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute toward a reduction in the accident rate.
5.

Increased Organizational Stability:- The ability of an

organization to sustain its effectiveness despite the loss of key personnel, can be developed only though creation of a reservoir of employees. Flexibility, the ability to adjust to short run variations in the volume of work
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====== M.B.A ======================== Solapur University, Solapur ======

requires personnel with multiple skill to permit their transfer to jobs where the demand is highest. 1.3 Objectives of the study 1. To know which types of training is given to the employees in PCL. 2. To know the purpose of training program in PCL. 3. To know the methods of training program carried in PCL. 4. To know the satisfaction level of training program in PCL. 5. To know whether counseling is carried out in PCL. 6. To know whether the employees are benefited by training program in PCL.

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1.4 Scope and Limitations of the study:Scope:Human Resource management is most essential in the organization. It is defined as art of getting things done through people but in order to achieve desired individual and group objective and effectiveness to have skilled and efficient human resource is essential. Every organization big or small, productive or non productive economic or social, old or newly established should provide training to all employees irrespective of their qualification skill, suitability for the job etc. This project chiefly aims at the study of various training facilities provided at precision camshafts ltd. LimitationsThe limitations of the study undertaken are as follows: The study was restricted to only programmes conducted during this year only. The study was restricted to limited number of respondents. The scope of the study was limited to employees in the organization.

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1.5 Research methodology:

The manipulation of things, concepts or symbols for the purpose of generalizing to extent, correct or verify knowledge , whether that knowledge aids in construction of theory or practice of an art is research. All progress is born of inquiry doubts is better than overconfidence for it leads to enquiry and enquiry leads innovations. Research is common parlance refers to the search for knowledge. It refers to the systematic methods of consisting of enacting the problem, formulating the hypothesis, collection the factor data, analyzing the facts and reaching certain conclusion either in form of solution towards the concerned problem or in certain generalization for some theoretical formulation. The purpose of research is to discover answer to question through the application of scientific procedures. The main aim of research is to find out truth which is hidden and which has not been discovered as yet. Thus research is systematized effort to gain new knowledge and careful investigation specially through search for new facts in any branch of knowledge.

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====== M.B.A ======================== Solapur University, Solapur ======

Thus research is an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment.

A: RESEARCH DESIGN:A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The present research is regarding the implementation of various training techniques in Precision camshafts ltd. The study is made in order to know which training techniques does the company utilizes and provides to its employees and how they are implemented in company and whether employees are satisfied or not with the current training techniques utilized in the company. For obtaining the information a survey is conducted through questionnaire method and through interview primary data is collected. To collect primary data employees are considered as population and data was collected with in fifty days. The data is collected from out of the total of 30 only. 15 employees and 15 operating people in the company.

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====== M.B.A ======================== Solapur University, Solapur ======

B: DETERMINATION OF SAMPLES: A sample design is definite plan determined before any data are actually collected for obtaining a sample from a given population. To make research and various training techniques implemented in precision camshafts ltd, a survey is conducted, employees are considered as population.

C: COLLECTION OF DATA: In dealing with real problem, it is often found that data at hard are adequate; it is therefore necessary to collect data that are appropriate, are two types of data.

1. PRIMARY DATA:

For the present research, the required data is

collected in the form of primary data. The primary data is collected through interview method, for this purpose an interview schedule is prepared. The questionnaire is filled by the researcher through face to face by personal interviews. Out of 30, 15 employees are selected from various department as representing sample. Thus from total population 50% sampling is done on random basis.

2. SECONDARY DATA:
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====== M.B.A ======================== Solapur University, Solapur ======

Secondary data of precision camshaft ltd. Was collected from the records and through relevant journal and reports of the company.

1.6 Importance of the study: Today many organizations have realized the importance of the training and there by the development of its human resource. Inspite of the fact that organization are spending enormous amount in the training, skill there are doubts about the training as a tool to increase efficiency, motivation and morale. Present day state of affairs demand that any action should yield result and therefore whatever training programme are conducted, their evaluation is equally important. Past experience has revealed that there is a growing cynicism on the usefulness of any training programme. But in the light of liberalization, the trend of the accountability assumes greater significance. In any organization employees play a key roles and it is their basic need to grow and develop. It is therefore important to provide scope and opportunity for development and equally important is the fact of evaluating. Whether the employees have benefited or not and for this
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evaluation is very essential. Evaluation of training programme begins right from the identification of training need to all the phases. In the light of above objectives of training it is necessary to study aims at checking attitude towards training, identification of training needs and its benefit from trainers, trainees and organizations point of view.

COMPANY PROFILE

In

the

year, with a

1990 per

PRECISION to annum .In

CAMSHAFTS 7200 year the

was semi 1992

established machined

capacity

manufacture

camshafts

PRECISION CAMSHAFTS PVT. LTD (PCPL) was registered under Companies Act-1956. Having its registered office at 51, Sarvoday a Housing Society, Hotgi road, Solapur- 413006 and works at W-39, M.I.D.C. Akkalkot road, Solapur- 413006 the company was promoted by Mr. Subhash R. Shah and Mr. Yatin S. Shah with an intention to set-up a machine shop unit for the manufact ure of fully machined camshafts with an installed capacity of about 1,20,000 numbers per annum.

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Mr. Subhash R. Shah started this venture becaus e he saw an excellent future in this particular component. This was not a total diversification for an established business of automotive specialized components, field where but the was an entry for into a very far demand this product

exceeded and the supply in both domestic and overseas market. Moreover, there were only two major manufacturers of this item in India obviously the ENTRY BARRIERS were too high owing to the CAPITAL COST and TECHNOLOGY TO MANUFACTURE, which are very closely, guarded. The company rapidly expanded its activities under the leadershi p of Mr. Yatin S. Shah. After conducting a nationwide market survey, Mr. Yatin S. Shah set-up an additional facility (MACHINE SHOP) in July 1994, to manufact ure 1,20,000 fully machined camshafts per annum and within a short span of seven months, this plant was certified to ISO 9002 from BVQI. In CAST 1995, PVT. with LTD. the help of a MAHINDRA foundry FINANCIAL for the

SERVICES which promoted to set up PRECISION SHELL (PSCPL), cast dedicated through manuf acturi ng chilled iron camshafts

medium of shell molding, with a capacity to manufact ure 3,60,000 camshafts per annum as the existing source was not able to cope with growing demand, backward integrati on helped them enormously and today undoubt edly this set-up is the backbone of group of PRECISION.

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The company having established a firm very footing in domestic market by 1997, set in motion planned to enhance capacity in PCPL from 1,20,000 to 3,60,000 and that in PSCPL from 3,60,000 to 4,80,000 per annum and to create a new facility for manufact uring 7,20,000 tappets per annum. Then the company began exploring the export market and identified that there was a huge potential if quality and price was right. In the year 1997, the company started to utilize almost 100% of its capacity in machine shop in order to meet the growing to requirement and of sell its existing and prospective per month. customers. The company further expanded its set-up in order manuf acture 3000 camshafts Undaunt ed and continuous efforts of Mr. Yatin S. Shah, Managi ng Director from 1997 to 1998 paid rich dividends to the company worth Rs.8 crores after the confirmed orders from U.S.A. and U.K., which multiplied, once confidenc e about capability was established. In order to reap benefits of synergy, it was decided to merge the PRECISION SHELL CAST LTD. (PSCL) into PRECISION CAMSHAFTS LTD. (PCL) and to acquire the entire fixed assets of PRECISION CAMSHAFTS (Partnership Firm). In this process, the company invited COMMONWEALTH DEVELOPMENT CORPORATION U.K. (CDC) to become partner in company by participating in expansion plan, who agreed to take a stake at a high premium as they recogniz ed
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that the fundamentals of the company have been accredit ed by BVQI. The prestigious QA 9000 Certificate for all three units located at E-102\103, M.I.D.C. Akkalkot Road, Solapur. In 1998 the company signed a technical and financial JV agreement with a leading European manufacturer of camshafts to set up a facility in Solapur to manufact ure 1,80,000 camshafts per annum to be exported solely to major OE manufacturers This JV like was GM, BMW, MERCEDES CLANCEY BENZ in Europe. named PRECISION

COMPOENTS PVT. LTD. (CPCPL). In 1999, all units in the Precision Group wee merged for better synergy and were certified to QS 9000 by BVQI. Commenc ed producti on in Joint Venture CLANCEY PRECISION COMPONENTS PVT. LTD. (CPCPL) has been approv ed by GM Europe and has been successfully supplying 60,000 camshafts per month to GM in Europe starting August 2000. In 2001, CPCL certified to QS 9000 by TUV. PCL group reached a significant a milestone of crossing a supply of more than 1,00,000 camshafts per month. Quality Management System :PCL has implemented the Quality Management System as per requirements of QS 9000. The Quality System has been certified by BVQI as per certificate number 58844-dated 29/07/ 1999. PCL adopts Advanced Quality Planning Process (AQPP) as required in QS 9000 System for new product development .
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Aims & Objecti ves of the company : To achieve total Satisfaction of customers (Internal as

well as External) by supplying the products meeting their stated and implied needs, such as quality, timely delivery, quick response to their communication To achieve employ ee satisfaction by providing healthy and transparent working environment. To provide training to all employees for improving their skills, knowledge and personality. To maintain highest level of house keeping by adopting 5-S Principle. To strive for continual improvement in our manufact uring operation. To achieve economic manufact uring, by focusing on defect waste. Goals, Target & Mission Statement: Goals and Target :The PRECISION group, which comprises of PRECISION CAMSHAFTS LTD (PCL) and CLANCEY PRECISION COMPONENTS PVT LTD (CPCL) has emerged as a Global Player and intends to rank amongst the Top Five Camshafts manuf acturi ng in the World by 2008. prevention, reduction in variation and minimizing

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In this endeav or PCL aims at Volumes domestic overseas market. An 85% share in domestic market of Tractors, MUV, LCV, and automotive segments. 65% sales from exports. of 2,00,000 Camshafts per month to the and

Mission Statement :To maximum sharehol ders returns. To achieve total customer satisfaction, just not in

quality, but consistent delivery and competitive pricing. To create a sustainable supply base for its purchas es that will help us to achieve our goals and objectives of growth. To create a motivated work force that will drive the ambition of the company being global player. Client base of Precision group

Domestic Customers : 1. Tata Engineering & Locomotive Company Ltd. 2. Tata Indica Ltd. 3. Escorts Ltd:-Tractor and Farmtrac division 4. Simpson and Co Ltd.

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5. Mahindra and Mahindra Ltd: - Tractor and Automotive Sector 6. Eicher Motors Ltd. 7. Birla Yamaha Ltd. 8. Hyundai Motors India Ltd. 9. FIAT India 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. Ford New Holland Ford Tractors. Kirloskar Oil Engines Ltd. Diesel Locomotive Works Swaraj Mazda Ltd. Rocket Engineering Ltd. Kerala Agro Machinery Company Ltd. Bajaj Tempo Ltd. Bajaj Auto Ltd. Hindustan Motors Ltd: - Isuzu and Lancer. Maruti Udyog Ltd. Hero Briggs and Stratton Telco Ltd- Sumo/Safari/ Tata Mobile/Sierra

Overseas Customers:

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1. 2. 3. 4. 5. 6.

Motive Components Ltd. UK Arrow Speciality Company Inc. USA Lombardini S.P.A. Italy G. Glancy Ltd. UK Perkins Engines Co. Ltd. UK Lister Petter Ltd. UK

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Product Range:

PRECISION manuf acturer includesof

CAMSHAFTS camshafts in

PVT. India.

LTD. The

is

the

largest Range

Product

Camshaft Casting - Chilled Cast Iron. Fully Finished Camshafts From Chilled Casting,

Forging or Steel Bar Stock. Tappets- Chilled Casting, Cold Forging.

The products are mainly used in internal combustion engines of leading Automobile Stationary and Locomotive manuf acturers. The company has ability to produc e camshafts ranging from 100mm-1800mm in length, having a throw up to 25mm, from chilled cast iron, forging, or roller steel bar. The capacity of the Foundry division is 6,00,000

camshafts casting per annum and that of Machine Shop division is 4,80,000 camshafts per annum. The tappet division can produc e 9,60,000 tappets per annum.

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Sr. No.

Product Type 1 1 Cylinder 2 2 Cylinder 3 3 Cylinder

Min Max Length 70 200 mm 100 300 mm 200 500 mm

Application Bi-wheelers, Portable Generator Sets Stationary Engines, Tractors Stationary Engines, Multi Utility Vehicles , Tractors, Passenger Car Engines Stationary Engines, Multi Utility Vehicles, Tractors, Passenger Car Engines, Light and Medium Duty Commerci al Truck Engines Stationary Engines , Locomotive Engines , Heavy Duty Truck Engines

4 4 Cylinder

300 800 mm

400 to 1200 mm 5 6 Cylinder (The combined length of assembled camshafts could be as

MILESTONES 1990 Established Precision Camshafts with a capacity to manufacture 7200 "semi machined" camshafts per annum 1994 Established Precision Camshafts Private Limited (PCPL) with a capacity to manufacture 120,000 "fully machined" camshafts per annum.
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1995 PCPL certified to ISO 9002 by BVQI. Established Precision Shell Cast Private Limited (PSCPL) - a foundry dedicated for manufacturing "chilled cast iron camshafts" through the medium of shell moulding, with a capacity to manufacture 360,000 camshafts per annum. 1996 Enhanced capacity in the machine shop from 120,000 to 360,000 and that in the foundry from 360,000 to 480,000 per annum and created a new facility for manufacturing 720,000 tappets per annum. 1997 Commonwealth Development Corporation, UK (CDC) joined hands to participate in our expansion plan. 1998 Completed all expansion activities successfully and captured 80 % share of business in domestic market. 1999 Signed a technical and financial JV agreement with a leading European manufacturer of camshafts to set up a facility in Solapur to manufacture 1,800,000 camshafts per annum to be exported solely to major OE manufacturers in Europe. This JV was named Clancey Precision Components Private Limited (CPCPL). All units in the Precision Group were merged for better synergy and were certified to QS 9000 by BVQI. 2000 Commenced production in Joint Venture - Clancey Precision Components Private Limited has been approved by GM Europe and has been successfully supplying 60,000 camshafts per month to GM in Europe starting August 2000. 2001 CPCPL certified to QS 9000 by TUV. PCL group reached a significant milestone of crossing a supply of more than 100,000 camshafts per month.
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THEORETICAL BACKGROUND What is Training? Training is the corner stone of sound management. For it makes employees more effective and productive. It is actively and intimately connect ed with all the personnel and managerial activities. Training is a practical and vital necessity because, apart from the other advantages, it enabl es employees to develop and rise within the organization and increase their mark et value, earning power and job security. It enables management to resolve sources of fiction arising from parochialis m, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitude and helps them to achieve better cooperation with the company and a great er loyalty to it. The management is benefited in the sense that higher standards delegat ed, employees. of quality are achieves, for a satisfactory applied to organiz ational structure is built up, authority can be and stimulus progress

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Definiti ons of Training: Definition given is the department of Employment Glossary of Training Terms (1981): A systematic development of the attitude / knowledge / skills / behavior pattern required by an individual to perform adequately a given task or job Definition given by Hinrichs: Any organizati onally to foster initiated learning procedures among with are intended organiz ational

members in a direction contributing to organizational effectiveness.

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Training Methods:Because of research in the field of training, a number of programmes methods, are available. others are Some of these are over new the while improvements

traditional methods. The training programmes commonly used to train operative and supervisory personnel are discussed below. These programmes are classified into on-the-job and off-the-job training programmes as shown below:

Training Methods On-the-job Methods Job Rotation Coaching Job Instruction Committee Assignments Off-the-job Methods Vestibule Training Role Playing Lecture Methods Conference or Discussion Programmed Instruction

(a) On-the-Job Training Methods: This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regul ar job and taught the skills necessary to perform that job. The
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trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advant age of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-the-job. The emphasis is placed on renderi ng services in the most effective manner rather than learning how to perform the job. On-the-job training methods are as follows: Job Rotation: This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. Coaching : The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his
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performance

and

offers

him

some

suggestions

for

improvement . Often the trainee shares 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 opport unity to express his own ideas. Job Instruction: This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the job, job knowledge, and skills and allows him to do the job. The trainer apprais es the performance of the trainee, provides feedback information, and corrects the trainee. Committee Assignments: Under the committee assignment, group of trainees are given and asked to solve solve an actual organizati onal jointly. It problem. The trainees the problem

develops teamwork. Off-the-Job Methods: Under this method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentrati on on
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learning

the

job

rather

than

spending

his

time

in

performing it. There is an opportunity for freedom of expression for the trainees. Off-the-job training methods are as follows: Vestibule Training: In this method, actual work conditions are simulated in a classroom. Material, files, and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The durati on of this training ranges from days to a few weeks. Theory can be related to practice in this method. Role-playing: It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing, and practice. The participants play the role of certain charact ers, such as the production manager, workers, for mechanical and the engineer, like. This superint endents, maintenance engineers, quality control inspectors , method is supervisor, mostly used developing interpersonal

interactions and relations. Lecture Method: The lecture is a traditional and direct method of instruction. The instructor organiz es the material and gives it to a group of trainees in the form of a talk. To be
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effective, the lecturer must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of trainees . Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively. Conference or Discussion: It is a method used for training the clerical, professional, and supervisory personnel. This method involves a group of people who pose ideas, examine, and share facts, ideas and data, test assumptions, and draw conclusions, all of which contribut e to the improvement of job performance. Discussion has the distinct advantage over the lecture method in that the discussion involves twoway communic ation and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group. Programmed Instruction: In recent years, this method has become popular. The subject matter to be learned is present ed in a series of carefully arranged planned from sequential to units. These units levels are of simple more complex

instruction. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.
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PRINCIPLES OF TRAINING:-

Providing training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guidelines by the trainees. Some of them are as follows:1. Motivation:- As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. In other words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee such as more wages or better job, recognition, status, promotion etc. The trainer should find out the proper ways to motivate experienced employees who are already enjoying better facilities in case of re-training.
2. Progress Information:- It has been found by various

research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without
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much difficulty and without handling too much or receiving excessive information of wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee.

3. Reinforcement:- The effectiveness of the trainee in

learning new skills or acquiring new knowledge should be reinforced b means of rewards and punishments. Examples of positive reinforcement are promotions, rise in pay, praise, etc. Punishments are also called negative reinforcements. Management should take care to award the successful trainees. The management can punish the trainees whose behabiour is undesirable. But the consequences of such punishments have their long run ill effect on the trainer as well as on the management. Hence, the management should take much care in case of negative reinforcement.
4. Practice:- A trainee should actively participates in the

training programmes in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning. Jobs are broken down in to elements from which the fundamental physical, sensory and mental skills are extracted. Training exercise should be provided for each skill.

5. Full Vs. Part:- It is not clear whether it is best to teach

the complete job at a stretch or dividing the job into parts an

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teaching each part at a time. If the job is complex and requires a little too long to learn, it is better to teach part of the job separately and then put the parts together into an effective complete job. Generally the training process should start from the known and proceed to the unknown and from the easy to the difficult when parts are taught. However, the trainer has to teach the trainees based on his judgment on their motivation and convenience. 6. Individual Differences:- Individual training is costly, and group training is economically viable and advantageous to the organization. But individuals vary in intelligence and aptitude from person to person. So the trainer has to adjust the training programme to the individual abilities and aptitude. In addition, individual teaching machines and adjustments of differences should be provided.

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DA TA A NA LY S IS A ND IN TE R PR E TA TION 1) Ta b l e sho w in g type of tra i ni n g g i ve n to th e

e mpl o ye e s i n PC L N o. of R es ponde nts 21 9 30

Me thods Job B a se d S ki l l B a sed To ta l

% 70 30 100

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Types Of Training Programme

80% 60% 40% 20% 0% Job Based 30% 70%

Skill Based

Inte r pre ta tion: Th e ab o ve ta bl e sho w th a t7 0% o f th e re sp o nd e n ts sai d th a t th e y ge t S ki l l B a se d trai n in g to de ve l op b eh a vi ou ra l a sp e cts an d tra in i ng fo r fu tu re req u i re me n ts. Whi l e 30 % o f th e re sp o n de n ts sa i d th a t th e y g e t Jo b B a sed tra i ni n g so a s to de ve lo p ski ll s ne ce ssa ry to pe rfo rm th e jo b . 2) Ta b l e sho w in g pu rp o se o f tra i ni n g p rog ra m i n P C L .

P ur pos e of Tr a ining P e rfo rma n ce Ap p ra i sa l A u to ma ti on Te chn o l og i cal a d va n ce men t To ta l

N o. of Re s ponde nts 24 3 3 30

% 80 10 10 100

====== H.N.C.C =============== 32 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Reasons For Training 80% 60% 40% 20% 0%

Performance Appraisal

80%

10%
Technological Advancement

10%
Automation

Inte r pr e ta tion: Th e ab o ve ta bl e sho w th a t 80 % o f th e re sp on d e n ts sai d th a t th e y ge t trai n i ng a fte r p e rfo rma n ce ap p rai sa l be ca u se th e tra i n e r co me to kn ow th a t th e re i s g a s b e twe e n re qu i re d ski ll a nd a ctu al ski ll o f th e emp l o ye e . Wh i le 1 0% o f th e re sp on d e n t sa i d th a t th e y get tra i ni n g if th e re is any te ch n ol o gi ca l ad va n ce me n t a nd 1 0% o f th e re sp o n de n t sa id th a t th e y ge t tra i ni n g i f th e re i s a n y a u to ma tio n i n th e o rg an i za tio n . 3 ) Ta b l e sho w i ng me th o d s o f trai n i ng ca rri e d ou t i n P CL .

Me thods On th e Job Off the Job

N o. of Re s ponde nts 21 9

% 70 30

====== H.N.C.C =============== 33 ================== 2004-2006 To ta l 30 100 ====

====== M.B.A ======================== Solapur University, Solapur ======

Methods Of Training

80% 60% 40% 20% 0% On the job 70% 30%

Off the job

Inte r pr e ta tion: Th e ab o ve ta bl e sho w th a t 70 % o f th e re sp on d e n ts sai d th a t th e y ge t o n th e j ob trai n i ng so as to i mp ro ve th e ski l l s n e ce ssa ry to p e rfo rm th e j ob . Wh i l e 3 0 % o f th e re sp o n de n ts sa id th a t th e y ge t o ff th e jo b trai n in g to con ce n tra te on l ea rn i ng th e jo b ra th e r th a n p e rfo rmi n g th e j o b .

4) Ta b l e

sho w in g

le vel

of

sa ti sfa cti on

of

tra i ni n g

p ro g ra mme i n P C L .

====== H.N.C.C =============== 34 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Le ve l of S a tis fa c tion Hi g hl y sa ti sfie d S a ti sfie d No t sa ti sfie d To ta l

N o. of R es ponde nts 23 7 0 30

% 75 25 0 10 0

Level of satisfaction
80% 70% 60% 50% 40% 30% 20% 10% 0% 25% 0% Highly satisfied Satisfied Not satisfied

75%

====== H.N.C.C =============== 35 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ====== Inte r pr e ta tion: Th e ab o ve ta bl e sho w th a t 75 % o f th e re sp on d e n ts sai d th a t th e y a re hi g hl y sa ti sfi e d b e cau se th e y we re a bl e to o ve rco me th e i r mi sta ke . A n d 2 5 % o f th e re spo n d en ts sa i d th a t th e y a re sa ti sfie d a n d th e y d on t fin d an y ch a ng e i n th e i r w o rki n g b eh a vi ou r. 5) not Ta b l e sh o wi n g wh e th e r co u n se l in g i s ca rri ed o u t o r

C ouns e ling Yes No To ta l

N o. of Re s ponde nts 30 0 30

% 100 0 100

Counseling

100% 80% 60% 40% 20% 0%

100%

0%

Yes

No

====== H.N.C.C =============== 36 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Inte r pr e ta tion: Th e a b o ve ta bl e sh o w th a t 1 0 0% co u n sel i ng is ca rri e d o u t in P C L , a s th e y g e t fe ed b a ck fo r the i r pe rfo rma n ce . A S co u n se l in g se e ks to imp ro ve e mp l o yee s me n ta l h e al th .

6)

Ta b l e sho w in g re sp o nd e n ts o pi n io n ab o u t tra i ni n g .

B e ne fite d Yes No To ta l

N o. of 24 6 30

by Tra inin g Re s ponde nts

% 75 25 100

Benifited by Training

80% 60% 40% 20% 0%

75%

25% YES NO

====== H.N.C.C =============== 37 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Inte r pr e ta tion: Th e ab o ve ta bl e sho w s th a t 75 % o f th e re sp on d e n ts sa id th a t th e y a re b e ne fi te d b y the tra i ni n g pro g ra m be ca u se th e re wa s be tte r imp ro ve me n t th e y fee l in the i r th e re wo rk wa s skil l no t an d mu c h p ro du cti vi ty. w h il e 25 % o f re sp o nd e n ts w e re n o t be n e fi te d b y tra i ni n g b e cau se th a t i mp ro ve me n t in th e i r ski ll s a n d b e ha vi o u r a s th e y we r e u n ab l e to u n de rsta n d i n cl ea r te rms so i t d i d no t a dd d i ffe re n ce in th e i r b e ha vi ou r no r in th e i r w o rk styl e . 7) Ta b l e sho w in g the typ e s o f b e ne fi t fro m tra i n in g .

Types Of Benefits Increas e knowledge Increas e productivity Increase in Incentives Total

No. Of Respondents 15 13 2 30

% 47 39 14 100

Types of Benefits
60% 40% 20% 0%
Increase Knowledge Increase Productivity

47%

39% 14%
Increase in Incentives

====== H.N.C.C =============== 38 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Inte r pr e ta tion: Th e ab o ve ta bl e sho w s 47 % re sp o n de n t sa id th a t th e y a re b en e fi te d b y tra i n in g i n te rms o f in cre a se in kn o w le d g e w hi ch he l p to imp le me n t th e le a rne d skil l . Wh i le 3 9% o f th e re sp on d e n t sa i d th a t th e y a re be n e fi te d b y tra in i n g i n te rm s o f in cre a se in p ro du cti vi ty wh i ch re su l ts in an i n cre me n t in b o th qu a li ty a n d qu a n ti ty. A n d re ma in i ng 1 4% re sp on d e n t b e ne fi te d b y trai n in g i n te rms o f i n ce n ti ve s wh i ch h el p s mo r e o f jo b i n vo l ve men t. 8) Ta b l e sh o wi n g wh i ch typ e of tra in i ng is mo re

b e ne fi ci al .

Types of Training On the Job Off the Job Total

No. Of Respondents 18 12 30

% 60 40 100

====== H.N.C.C =============== 39 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ======

Types of Training
20% 15% 10% 5% 0% On the Job Off the Job 60% 12%

Inte r pr e ta tion:Th e ab o ve ta bl e sho w s 60 % o f th e re sp on d e n t sai d th a t th e y a re b e ne fi te d b y on th e jo b tra i ni n g w hi ch h el p to i mp ro ve th e ski l l s ne ce ssa ry to p e rfo rm th e j o b . Whi l e 40 % o f th e re sp o n de n t sa id th a t th e y a re b e ne fi te d b y o ff th e j o b tra i ni n g w hi ch h e lp to co n ce n tra te on l e a rn i n g skil l s.

FIN D IN GS :1. It w a s fo u nd th a t o ve ra l l tra i ni n g co n sti tu te s 7 0% o f j ob b a sed trai n i ng . Wh il e ski ll ba se d tra i ni n g co un ts to 3 0 % w hi ch i s o n l y co n cen tra te o n be h a vi o u ral a spe ct no t p e rfo rmin g th e jo b . 2 . It can b e i n te rp re te d th a t tra i ni n g pro g ra ms a re ca rri e d out a fte r pe rfo rma n ce a pp ra i sal (8 0 % ). It is cl e a rl y

====== H.N.C.C =============== 40 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ====== i nd i ca te s th a t th e mai n p u rpo se o f tra in i n g i s pe rfo rma n c e a p p ra i sal . 3 . It wa s o b se rve d tha t on th e jo b trai n i ng me th od i s mo stl y p ro ffe re d i n PC L (7 0 % ). Wh i le 30 % o f trai n i ng is o ff th e j ob tra in i ng . 4. Wh i le stu d yi n g th e sa ti sfa cti o n le ve l o f e mp lo ye e , i t wa s o b se rve d th a t 75 % o f e mp l o ye e s a re h i gh l y sa ti sfie d an d 2 5% e mpl o ye e s are sa ti sfie d wi th tra i ni n g pro g ra mme b e cau se th e y do n t fin d ou t an y cha n g e s in th ei r w o rki n g b e ha vi ou r an d ski ll .

5 . It w a s fo u nd th a t a ll emp l o ye e s a re a wa re a b ou t th e co u n se l in g . 6. It w a s fo u nd th a t 7 5% o f th e e mpl o ye e s a re be n e fi te d b y tra i ni n g p ro g ra mme . wh il e 2 5% o f e mp l o yee s a re no t b e ne fi te d b e cau se the y we re u na b l e to u n de rsta n d i n cl ea r te rms. So i t di d no t ad d di ffe re n ce in th ei r b eh a vi ou r n o r i n th ei r wo rk styl e . 7. It wa s o b se rve d tha t the e mpl o ye e s we re be n e fi ted b y tra i ni n g in te rms of in cre a se kn o wl e dg e , i n crea s e p ro du cti vi ty an d i n cre a se i n in ce n ti ve s.

====== H.N.C.C =============== 41 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ====== 8. It w a s o b se rve d th a t 60 % o f emp lo ye e s p e rcei ve o n th e j ob tra in i ng . Wh il e 40 % o f th e emp l o ye e s p e rcei ve o ff th e j ob tra in i ng

S U GGE S TION S :1. As PC L is a ma n u fa ctu rin g fi rm so th e on te ch ni ca l jo b b a se d

ca p ab i li ti e s o f wo rke r a re cru cia l . So i t i s su gg e ste d th a t o rg an i za tio n sh o ul d co n ce n tra te mo re tra i ni n g so a s to de ve l op ski l l ne ce ssa ry to pe rfo rm the ====== H.N.C.C =============== 42 ================== 2004-2006 ====

====== M.B.A ======================== Solapur University, Solapur ====== j ob w hi ch wi l l h e lp to i n cre a se the p ro du cti vi ty o f a n o rg an i za tio n . 2 . Th e co mp an y sho u ld issu e d tra i ni n g ce rti fi ca te s to e a c h e mpl o ye e a fte r trai n in g wh i ch wi ll ad d mo re o f va l ue . Th i s w il l en co u rag e e mp l o yee s to u nd e rta ke mo re tra i ni n g p ro g ra mme s.

3 . 2 0% o f th e e mp lo ye e s a re no t b en e fi te d so to ma ke the tra i ni n g mo re e ffe cti ve it is su gg e ste d th a t th e o rg an i za tio n sh o ul d use tra i n in g to o l s l i ke OH P , L CD p roj e cto rs e tc. w hi ch w il l he lp to i n cre a se th e l e vel o f u n de rsta n d in g a n d al so j o b in vo l ve me n t. 4 . It i s su g ge ste d to ha ve a co mb in a ti o n o f b o th tra i n in g p ro g ra mme s fo r e mp l o ye e s, a s 60 % o f e mp l o yee fin d o n th e jo b tra in i n g b e ne fi ci a l w hi l e as 4 0% l i ke o ff th e j ob tra i ni n g . S o a co mbi n a ti on w il l kee p th e en th u sia sm l e ve l h ig h amo n g e mp l o yee s tow a rd s tra i ni n g .

====== H.N.C.C =============== 43 ================== 2004-2006 ====