INTERNSHIP REPORT

THE STUDY OF IMPACT OF VARIOUS FACTORS ON

EFFECTIVENESS OF SKILL DEVELOPMENT PROGRAMS (SDP)
AT ALLISON TRANSMISSION INDIA PRIVATE LIMITED

Submitted
by
JOANNA LESLIE
Reg.No – 32319006
Under the guidance of
DR. VANEETA AGGARWAL, B.E., M.B.A., Ph.D.
Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

UNIVERSITY OF MADRAS
CHEPAUK
CHENNAI - 600005

Submitted in the Fulfillment Of the Requirement For the Degree Of

MASTER OF BUSINESS ADMINISTRATION
APRIL 2020
 UNIVERSITY OF MADRAS

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This is to certify that this project report on “THE STUDY OF IMPACT OF VARIOUS
FACTORS ON EFFECTIVENESS OF SKILL DEVELOPMENT PROGRAMS (SDP)
AT ALLISON TRANSMISSION INDIA PRIVATE LIMITED” is the bonafide work of
JOANNA LESLIE (Register Number: 32319006) who carried out the project work under my
guidance in partial fulfilment for the award of the degree of Master of Business Administration
by the Department of Management Studies, University of Madras.

Faculty Guide, Head of the Department,

Dr. Vaneeta Aggarwal, Dr. J. Khaja Sheriff,

B.E., M.B.A., Ph.D., M.C.A., M.B.A., Ph.D.,

Assistant Professor, Professor & Head of the Department,
Department of Management Studies, Department of Management Studies,
University of Madras. University of Madras.

Submitted for the Viva Voce Examination held on

External Examiner

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 DECLARATION

I, JOANNA LESLIE, student of Department of Management Studies, University of Madras,

Chennai hereby declare that this Internship titled “The Study of Impact of Various Factors
on Effectiveness of Skill Development Programs at Allison Transmission India Pvt
Ltd” is my original work submitted as a fulfillment of the requirements for the award of the
Degree Master of Business Administration, This has not been submitted to any other
university or institution for the award of any Degree/Diploma/Certificate.

Date:

Place: Chennai Signature

(JOANNA LESLIE)

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 ACKNOWLEDGEMENT

I convey my deepest and sincere gratitude to Dr. Vaneeta Aggarwal, B.E., M.B.A., Ph.D.,
Assistant Professor, Department of Management studies, University of Madras for providing
me this opportunity and necessary suggestions and support in completing this project and
internship.

I am also thankful Mr. K. Moses, Managing Director, Allison Transmission India Pvt. Ltd.,
for providing me this opportunity.

My sincere Gratitude to Mr. Vignesh Kanniappan, Head of Human Resources, for

devoting time in his busy schedule and teaching me all the processes and procedures at the
same time, giving me an opportunity to carry out the project. I also thank Mr. John
Vasanth for all the help extended and for his constant guidance towards the completion of
this project.

I would also like to extend special thanks to my entire leadership team and other employees
who have helped me to finish the Internship program successfully.

Lastly, I would like to thank Dr.J. Khaja Sheriff, our beloved H.O.D for constant support
in all our endeavors and for this opportunity.

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4
 TABLE OF CONTENTS

CHAPTER TITLE PAGE

NO NUMBER

ABSTRACT 8

1 INTRODUCTION 9

1.1 EMPLOYEE TRAINING AND DEVELOPMENT 9

1.2 FACTORS AFFECTING EMPLOYEE PRODUCTIVITY 9

1.3 AUTOMOTIVE SECTOR 10

1.4 MANUFACTURING PRODUCTIVITY AND EFFICIENCY 11

1.5 NEED FOR SKILL DEVELOPMENT PROGRAMS 12

1.6 COMPANY PROFILE 12

1.6.1 INTRODUCTION 12

1.6.2 ALLISON TRANSMISSION INDIA PVT LTD 14

1.6.3 ALLISON PRODUCTS AND SERVICES 15

1.7 SKILL DEVELOPMENT PROGAMS(SDP) AT ALLISON 17

TRANSMISSON
1.7.1 SDP IMPLEMENTATION 17

1.7.2 FOUR LEVELS OF SDP 18

1.8 NEED FOR RESEARCH 18

2 LITERATURE REVIEW 19

3 RESEARCH METHODOLOGY 24

3.1 INTRODUCTION 24

3.2 OBJECTIVE OF THE STUDY 24

3.3 SCOPE OF THE STUDY 25

3.4 HYPOTHESIS OF THE STUDY 25

3.5 METHODOLOGY 25

3.5.1 Sampling Techniques 26

3.5.2 Period of Data Collection 26

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 3.5.3 Sampling Size 26

3.5.4 Area of study 26

3.5.5 Pilot Study 26

3.5.6 Data Analysis 26

3.5.7 Statistical tools used 27

3.6 LIMITATIONS OF THE STUDY 27

3.7 SUMMARY OF RESEARCH 27

METHODOLOGY

4 DATA ANALYSIS AND INTERPRETATION 28

4.1 DEMOGRAPHIC ANALYSIS 28

4.1.1 Department Ratio 28

4.1.2 Years of Experience Ratio 29

4.2 INTERPRETATION 30

4.2.1 Cronbach’s Alpha Test 30

4.2.2 Correlation Analysis 30

4.2.3 One Way Anova Test 32

4.2.4 Regression Analysis 35

5 FINDINGS AND CONCLUSION 41

5.1 FINDINGS 41

SUGGESTION AND
5.2 RECOMMENDATIONS 42

LIMITATIONS AND SCOPE FOR

5.3 FURTHER STUDY 44

5.4 CONCLUSION 44

REFERENCES 45

APPENDIX 47

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 LIST OF TABLES

TABLE TITLE PAGE

NO NUMBER

3.1 Summary 27

4.1.1 Percentage Analysis On The Departments The Respondents 28

Belong To

4.1.2 Percentage Analysis On The Respondents’ Years Of Experience 29

4.2.1 Reliability Of Scale 30

4.2.2.1 Effectiveness of SDP and Independent Variables 31

4.2.2.2 Effectiveness of SDP and Years of Experience 31

4.2.3.1 ANOVA of Effectiveness of SDP and SDP Process 33

4.2.3.2 ANOVA of Effectiveness of SDP and Faculty/Trainer 33

4.2.3.3 ANOVA of Effectiveness of SDP and Employee Satisfaction 34

4.2.3.4 ANOVA of Effectiveness of SDP and Quality 34

4.2.4.1 Regression of Effectiveness of SDP and SDP Process 35

4.2.4.2 Regression of Effectiveness of SDP and Faculty/Trainer 36

4.2.4.3 Regression of Effectiveness of SDP and Employee Satisfaction 37

4.2.4.4 Regression of Effectiveness of SDP and Quality 38

4.2.4.5 Regression of Effectiveness of SDP and Years of Experience 39

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ABSTRACT
Employees are as much an asset to the company as are their products and services
and it is necessary to invest in them to get the desired output. It is important that the employees
are trained effectively to meet the organizational goals as well as their personal career growth.
For this very reason, at Allison Transmission India Private Limited, the concept of skill
development programs (SDP) of various levels has been introduced for employees. The
employees undergo skill development programs for continuous improvement right from the date
of joining.

In this study, we are going to find the effectiveness of skill development

programs from the employees’ perspective. We consider the factors like employees’ perception
on the SDP process, faculties, satisfaction, quality of SDP and years of experience relevant to
their job role that helps in improving their efficiency. Organizations investing in effective skill
development programs tend to achieve both short term and long term goals. Thus, in order for
the company to achieve optimum returns on investment, there is an imperative need to
effectively manage SDP.

Keywords: skill development programs, effectiveness, SDP process, faculties, employee

satisfaction, quality.

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 CHAPTER- 1
INTRODUCTION
1.1 EMPLOYEE TRAINING AND DEVELOPMENT
With the development of social economy, all industries are constantly reforming and
innovating. In the process of enterprise development, human resource has become the key
resource for enterprise survival and development. Employee productivity means that your team
is effective and efficient. They use their work hours wisely to produce more and better results in
less time. In order to be productive, your team needs to meet three criteria:

• They get through their work and finish a reasonable quantity of tasks. This means they’re
meeting deadlines and not spending too much time on any one thing.
• They do good quality work. The finished results meet or exceed your expectations.
• They don’t waste time on things that are lower priorities. Time and effort are used
efficiently.
• As a manager, it’s important to understand how long it takes your teammates to complete
specific tasks, and if there are any roadblocks or distractions along the way that you could help
them overcome.

Employee training and development refers to the continued efforts of a company to boost
the performance of its employees. Companies aim to train and develop employees by using an
array of educational methods and programs.

1.2 FACTORS INFLUENCING EMPLOYEE PRODUCTIVITY

Employee productivity is one of the most important key performance indicators for every
successful business. Having a team of hardworking and committed employees makes it much
easier to realize the business goals and generate more revenue. That is why company owners and
managers always look for ways to optimize their business processes and improve employee
efficiency. Traditionally, employing time management approaches and reengineering utilities
were at the forefront of boosting employee productivity. Today, the development of Robotic
Process Automation (RPA) solutions has made it a lot simpler for companies to redefine their
processes, reduce errors, cut operational costs, ensure compliance, as well as improve output and
employee morale. One of the prime factors that affect employee productivity level is:

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 • Learning and Development

Your employee’s training plays a huge role in how prepared they are for their jobs. The
more prepared they are – the more productive they’re likely to be. An untrained employee won’t
know what they have to do or how to do it. They can exert all the effort they want, but if they
don’t know where to direct that effort, it’s going to be unproductive work.

Most people look at training as simple, role-specific instructions – however, that isn’t necessarily
the case. Employees need advanced domain-level training as well. They have to thoroughly
understand the field they’re working in before understanding what their job entails.

Employee training plays a crucial role in how they are prepared to perform their duties.
Untrained workers will not know much about the definite goals of the company or understand
how they can work to achieve those. So the more prepared the staff is, the more productive they
are likely to be. Besides, employee training is also vital to incorporating new technology.

1.3 AUTOMOTIVE SECTOR

The automotive industry comprises a wide range of companies and organizations

involved in design, development, manufacturing, marketing and selling of motor vehicles. It is

one of world’s largest industries by revenue.

India is expected to be the world's third-largest automotive market in terms of volume by

2026. The industry currently manufactures 26 million vehicles including Passenger Vehicles,
Commercial Vehicles, Three Wheelers, Two Wheelers and Quadri cycles in April-March 2020,
of which 4.7 million are exported. India holds a strong position in the international heavy
vehicles arena as it is the largest tractor manufacturer, second-largest bus manufacturer and third
largest heavy trucks manufacturer in the world.

Employee productivity is critical for the success of any manufacturing companies.

Manufacturers usually implement lean manufacturing strategies to increase their employee

productivity, but relying on that alone is not enough.

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1.4 THE DIFFERENCE BETWEEN PRODUCTIVITY AND EFFICIENCY

Productivity is the speed or rate at which a task is completed: the context or barometer is
the production rate of a worker (either in a competing company or a colleague) in a similar role.

Efficiency is more about use of existing resources: it examines various factors, like use of time,
equipment, staff hours and more, asking whether these resources are used to their maximum
potential.

A workplace could be productive (getting things done), but inefficient if it uses too many
resources to do so.

1.4.1 Manufacturing Productivity

The definition of “productivity” from a manufacturing perspective is “the ratio of output
to input in production” and is a measure of efficiency. When something is produced, how much
time does it take? What is the quantity—not quality—of the production rate? Think of it like
this: Your manufacturing line produces 500 units in one week. If you boost your production rate
to 700 units in the following week, your productivity has increased by the amount of goods or
200 units. You have increased the amount of goods produced in the same unit of time. This is
an increase to your productivity levels.

Furthermore, increasing efficiency can lead to more productivity. Once the manufacturing
process gets bolstered by better sales, you begin making investments in elevating the production
rate. This may be done through purchasing automated equipment to produce goods, improving
logistics, acquiring more skilled labourers, and implementing LEAN manufacturing
methodologies.

1.4.2 Manufacturing Production Efficiency

Where productivity was more focused on increasing the quantity being
manufactured, efficiency refers to the quality and effectiveness of the work being done. The
definition is “the ability to do something or produce something without wasting materials, time
or energy.” This means that efficiency is often expressed by a percentage, with 100% being the
ideal target with maximum efficiency so goods are produced at the lowest average total cost,
with all else being constant.

However, many manufacturing companies may only be running at 60-80% efficiency. For
example, you produced 40% more units in one month than the prior period, but later learned
30% of those units were defective. Though productivity has gone up, efficiency went down.

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Better selection of raw materials can lead to increased efficiency by being easier to work worth
and improving consistency. You want to make sure that you are maximize efficiency (or at least
not lose it) as you increase your output for the time period.

1.5 NEED FOR SKILL DEVELOPMENT PROGRAMS

To most organizations, speaking of return of investment takes them directly to hours-on-end

talks about profitability. For this reason, when the topic of employee training and development
is approached, and benefits such as employee engagement and motivation, improvement in the
work environment and such other non-tangible positives are mentioned, most organizations
question the real value and therefore whether and how much L&D is actually worth as an
expense.

Philip Seely says that “one of the largest asset any business could have is its people”, and it’s
that untapped potential that brings about the real ROI of L&D, and in this case, the ROI is not
only profits but much more. Maia Josebachvili, in her article How to understand the ROI of
investing in People introduces and defines the concept of “Employee Lifetime Value (ELTV)”,
to help understand the depth of the impact that investing in employees has on organizations.

While one of the most evident benefits of learning and development is the increase of profit it

brings to the organization, there are many other aspects that L&D influences. These aspects are

mainly employee motivation, engagement, acquisition and retention, as well as increase in

productivity for both the organization and its employees. The latter in particular, is important, as

it is can be reflected in the organization’s increased profit and the employees’ met objectives.

1.6 COMPANY PROFILE

1.6.1 Introduction

Allison Transmission is the world’s largest manufacturer of fully automatic transmissions for
medium- and heavy-duty commercial vehicles and medium- and heavy-tactical U.S. defense
vehicles, as well as a supplier of commercial vehicle propulsion solutions, including electric
hybrid and fully electric propulsion systems. Founded in 1915, the company is headquartered in
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Indianapolis, Indiana, USA. With a market presence in more than 80 countries, Allison has
regional headquarters in the Netherlands, China and Brazil with manufacturing facilities in the
U.S., Hungary and India. Allison also has approximately 1,500 independent distributor and
dealer locations worldwide.

ALLISON VISION

Be the global leader in commercial-duty propulsion solutions that improve the way the world
works.

ALLISON PROMISE

Provide the most reliable and valued propulsion solutions in the world to enable the customers to
work more efficiently.

ALLISON VALUES

Quality – Driven by a total commitment to excellence in everything they do.

Customer Focus – Believe each customer is unique, and success is tied to their success.
Integrity – Hold themselves to the highest ethical standards in everything they do.
Innovation – Seek ways to improve products and processes in an effort to add value and create
solutions for their customers.
Teamwork – Develop better solutions by working together toward a common goal.

ALLISON QUALITY POLICY

Allison Transmission is committed to high quality products and services generating customer
enthusiasm. This goal will be achieved by executing and continuously improving the Allison
Quality Management System in support of the Allison Promise.

THE POWER OF ALLISON

At Allison Transmission, we believe in the power of our people, our processes and our products.
The Power of Allison drives our determination to pursue our vision and live our values while we
create innovative, customer-focused propulsion solutions. It is the foundation of who we are and
all that we do to ensure a successful future for all of our stakeholders.

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1.6.2 Allison Transmission India Private Limited
Allison Transmission India, a fully-owned subsidiary of Allison Transmission Inc. is the world’s
largest manufacturer of fully automatic transmissions for medium and heavy-duty commercial
vehicles and leader in hybrid-propulsion systems for city buses. Currently grabbing a global
market share of 63%, the Indian arm is taking several steps to penetrate more into the Indian bus
and truck segments. As automatic transmission started cleaving its own market with the response
becoming overwhelming across the world, Allison Transmission figures out their market would
certainly go leaps and bounds with OEMs. The company senses the destination is within the
vicinity and automatic transmission will soon become one of the requisites in the buses and truck
segments in India.

Allison Transmission India opened its 18,890-m² multipurpose operations in 2010 located in
Oragadam near Chennai. The plant was strategically developed to satisfy steadily growing
demand for its fully automatic transmission potential in India. Celebrating its centennial year
this year, Allison Transmission brings in higher level of standards and core capabilities to the
Indian facility as well.

The plant was built in a record time of 9 months well ahead of the project plan. Overall site
development was driven from the philosophy of adopting best environmental infrastructure and
practices, energy efficient features and design for safety as a norm. Best environmental features
incorporated like zero discharge capability with recycling system & elevated solar pond; in-
house lab testing capability , bulk storage with 100% containment features and double walled
tanks with sensors built to enhance risk mitigation.

Allison Transmission’s multi-purpose Chennai operation has been manufacturing high-quality

precision vehicular drivetrain components for nearly 2 years and has served as a transmission
Customization Center for almost a year. Allison Customization Centers around the world
configure transmissions to a specific OEM’s requirements prior to delivery which reduces
assembly costs and shortens vehicle build times.

The India plant sees no difference in terms of safety, quality and manufacturing processes
against its Indianapolis facility in United States. There are many best in class practices followed
in the shop floor to achieve higher level of Safety, Employee skill set and follows ‘Zero defect
strategy’. The company proudly says that they have not reported any accidents in shop floor for
the past 6 years.

Allison Transmission’s Chennai operations have been manufacturing high-quality precision

vehicular drivetrain gears since its inauguration in 2010 for the inter company requirement and

14
also serving as a transmission Customisation Center. Allison Customisation Center configure
transmissions to the local OEM’s requirements prior to delivery which reduces assembly costs
and shortens vehicle build times. The company manufactures and assembles 1000 and 2000
series transmissions in Chennai plant which caters to the local and Asia Pacific region. The
diligent professionals rolled out the first transmission in 8 weeks ahead of the scheduled time.
Allison India plant views its people as their important asset and pillars of the organisation. The
technicians were trained during the greenfield launch right from machine installation to the first
roll out of gears / transmission and have hands on experience in tooling ,machining and
assembly operations. Learning is part of everyday work at Allison and employees continue to
upgrade themselves through skill development program. Job diversity and active employee
engagement keeps the young minds vibrant and active wherein their skills are leveraged for
mutual growth. Skill development and assessment is a periodical structured approach through
classroom training, “on the job” coaching and assessment in Operations. Every employee adds
news skills and is accordingly placed on diversified roles adding to employee enrichment.
Employee attrition is less due to high employee morale. Safety, Health, education and training
needs of employees are well addressed as well as demonstrated in the day to day life at Allison
India manufacturing facility through TPM / GMS (Allison Global Manufacturing Systems).

Attention to details is one of the key factors attributing to the accolades of Allison. The
organisation has rightfully earned the Export House Certificate in 2014 having seamlessly
launched the gear manufacturing and assembly lines.
The Chennai plant received 2 of India’s most prestigious Golden Peacock National Awards for
Occupational Health and Safety in the year 2011 and the second Golden Peacock National
Quality award in 2012. These awards stand testimony to the consistent application, adherence
and enhancement to the international Safety and Quality standards.

1.6.3 Allison Products And Services

• City Bus

Allison Transmission is a leading global supplier of fully automatic bus transmissions. They
are committed to providing maximum operating value, ease of operation and superior
passenger safety and comfort. Allison offers a complete range of fully automatic
transmissions and hybrid propulsion systems for transit and city buses. From smooth shifting
and excellent fuel economy to proven durability, Allison designs and builds transmissions for
buses around the world.

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 • Commercial Trucks

Allison Transmission offers a new and unique innovation in fuel-saving transmissions

designed especially for road tractors. Features include a high efficiency torque converter, a
twin countershaft design and advanced controls to provide Continuous Power Technology.
Allison Automatics give the tractor improved fuel economy combined with the reliability,
durability and productivity expected from an Allison Automatic.
• School Bus

It is a big responsibility to ensure the safety of school children. That is why Allison
Transmission revolutionized school bus transportation decades ago when they introduced our
fully automatic transmissions to school bus drivers and fleets who know the importance of
safety on the road. And thanks to superior reliability and improved safety, a growing number
of school systems around the world rely on Allison.
• Truck

Refuse operators face challenging circumstances every day. From tight, demanding schedules
to the safety hazards that come from operating a large vehicle on busy streets, refuse
collection is a tough line of work that requires equally tough equipment to handle the wear
and tear generated by stop-and-go driving.
That’s why Allison Automatics are designed and built to perform at peak level, every single
day.
• Perlini Camion Da Cava Transmission

For decades, Allison Automatics for the distribution sector and many of the most recognized
fleets around the world have come to rely on us. They know the industry and understand the
unique challenges it presents for businesses that rely on moving products quickly and
effectively.
Allison Automatics are specifically designed to improve productivity while running reliably –
meaning less time in the shop and more time on the road.
• Vehiculos Militares

Modern armed forces around the world expect and demand more from their military vehicles
in terms of performance, quality and reliability. Allison produce fully automatic
transmissions for light-, medium- and heavy-duty military wheeled and tracked vehicles. The
transmissions incorporate many advanced technologies from decades of design, application
and production experience.

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Throughout the years, Allison has remained true to a set of values that continue today:
quality, reliability, durability, drive for advanced technology, and commitment to the
military.
Allison Transmission has deep roots working with the military. Support of the military is a
proud heritage woven into the very fabric of the company.

• Agriculture Transmission

Allison Transmission brings efficiency and comfort to the agriculture industry. Allison
Automatics deliver the performance and maneuverability that is needed in off-road operation,
especially in challenging environments. The unique challenges in the agriculture industry –
difficult terrain, special technology and a need for innovation and flexibility – require a
transmission built for durability and reliability and designed for maximum performance. It is
in these demanding applications that Allison Automatics excel.

1.7 SKILL DEVELOPMENT PROGRAMS (SDP) AT ALLISON TRANSMISSION

1.7.1 Skill Development Program Implementation

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1.7.2 Four Levels Of The Skill Development Programs

Skill level

SL1 Beginner (Can

work with
guidance)

SL2 Doer (Can work

without
guidance)

SL3 Expert (Can

work with
confidence)

SL4 Master (Can

teach others)

1.8 NEED FOR RESEARCH

Skill development programs are implemented to increase the knowledge and skills of an
employee for doing a particular job. It utilizes a systematic and organized procedure by which
employee learns technical knowledge and skills. SDP refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization. SDP is
closely related with education and development but needs to be differentiated from these terms.
It is aimed at improving the behavior and performance of a person. SDP is a continuous and life
long process. It provides an atmosphere of sharing and synthesizing with the help of the
faculties, the information already available on the subject.

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 CHAPTER- 2

LITERATURE REVIEW

1. Rohan Singh and Madhumita Mohanty (2010)

Conducted a study on ‘Impact of training practices on employee productivity- A comparative

study’. The paper studies the effects of training on employee productivity. This paper
provides a review of the current evidence of such a relationship and offers suggestions for
further investigation. An extensive review of the literature in terms of research findings from
studies that have been trying to measure and understand the impact that individual HR
practices like training have on employee productivity across various sectors. The focal point
of the review is on training practices and employee productivity and their relationship.
Training has a significant role to play on productivity. But there are other dominant market
forces which reduces its significance. The analysis is a comparative study of training
practices and other macro-economic and market forces, both of which affect productivity.
There are other determinants of employee productivity which are not focused in this
research. Due to time constraints, and small sample size the generalizability of results can be
challenged.

2. Dr. V.Rama Devi and Mr.Nagurvali Shaik (2013)

Conducted an empirical study on ‘Measurement of Training and Development

Effectiveness’. Training and Development contributes in such a way that employees can
enhance their dexterity. There is a causal relation between training and employee
performance. Training helps organizations in achieving their strategic objectives and gives
organizations a competitive edge. In this context, organizations train and develop their
employees to the fullest advantage in order to enhance their effectiveness. It is not just
sufficient to conduct a training program. Organizations should evaluate whether training &
development programs are effective and producing desired results. Proper evaluation is the
base to effective training. Based on the present study, it can be concluded that effectiveness
of training & development significantly depends on training needs determination, training
design, trainer performance and trainee performance. In this context, appropriate attention
has to be devoted for all the influencing dimensions that have a telling impact on training &
development effectiveness.

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3. Mehedi Hasan Md. Hefzur Rahman and Md. Arifur Rahman (2013)

Conducted a study on ‘Employee Perception towards Effective Training Program: A Study

on Some Selective Private Commercial Banks’. As this research reveals, training objectives
are not well communicated beforehand, training methods that are used are ineffective,
supplied materials are obsolete, participants perceive that programs are not well organised,
and place and layout of the venue is not satisfactory. It also brings to light the fact that the
level of knowledge, skills and attitude (KSAs) of the training instructors is not satisfactory.
Respondents opined that they have insufficient scope for transferring knowledge into the
workplace in the wake of the training program. Training objectives and contents should be
communicated to the designated participants well ahead so that they can prepare themselves
by avoiding ambiguity about the goal of the training program. It also helps them become
more motivated and active in participation. Training methods should be tailored to the
trainees’ need so that the intended knowledge and skills can be conferred in a much more
understandable and comfortable manner.

4. David Sam Jayakumar and A. Sulthan (2014)

Conducted a study on ‘Employee perception on training and development’. Without

receiving the feedback form the organization it will not be to identify the uses of the training
program. The feedback shows the quality of the training and how it reaches the employee
and what are the changes to be done in that program. There is a good relationship with the
manager and their sub ordinates. By conducting training program which meets the needs of
the employees helps them to extend the same relationship to the organization. Measuring the
effectiveness of a training program is more important for an organization, it acts as a mirror
to reflect the ideas and thoughts of employees. The company has to survey the employees to
know their ideas and in what sector they have to improve their training. It helps to know
what development it makes in them. The organization has to improve the training which is
provided for the new joining employees. They have to use the feedback of previous training
as a scale for their next training programs and have to make changes according to the
requirement of employees.

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5. Sunita Sanghi and Srija A (2015)

Conducted a study on ‘Skill Development and Productivity of Workforce’. Skill

development is an important driver to address poverty reduction by improving
employability, productivity and helping sustainable enterprise development and inclusive
growth. It facilitates a cycle of high productivity, increased employment opportunities,
income growth and development. The increase in productivity can be attributed to varied
reasons such as new technology, new machines, better management practices; investment in
plant and equipment and technology, occupation safety improvement in the skill level of
workers; macro-economic policies, about market conditions, business environment and
public investment in infrastructure and education. Therefore, it is evident that skill
development is just one factor necessary for the productivity growth and it needs to be an
integral part of the development policies. The policies should address the levels of
development and need and requirement of various sectors. Besides this the skill policy
should focus on improving access, quality and relevance of training for different segments
and sectors.

6. Mesheal F. Ighelogbo (2016)

Conducted a study on ‘The impact of skills management on business performance’. This

paper has been able to show the impact workforce skills management has had on business
performance. The research works and company experiences considered have shown how
skills management can improve businesses in four pivotal areas – skills gap closure,
employee development and succession planning, getting the right people into the right
projects and positions, and improving business finances. It has been established that skills
management can help businesses close current skill gaps and prevent future gaps. And by
providing reliable data about each employees capabilities, skills management makes
employee development and succession planning a defined, data supported process.
Companies have also experienced considerable financial benefits after implementing skills
management, and this is so because skills management helps ensure the right people are in
the right positions, employee skills are fully utilized, and jobs are only contracted out when
the needed skills are unavailable in the organization.

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7. Saurav Dixit, Satya N Mandal, Anil Sawhney and Subhav Singh (2017)

Conducted a study on ‘Relationship between skill development and employee productivity in

construction sector: a literature review’. Regardless of the advancement of the development
business' skills base as far as expanded capability accomplishments and interest levels in
preparing, this has converted into simultaneous changes in productivity performance over the
period (2000-2008). The arrangement on skills overemphasized the impact of skills
improvement as the way to enhancing productivity performance with carelessness to
different components. The industry's productivity performance did not appear to be
predictable over the previous decade with the occurrence of poor productivity performance
superseding great productivity performance. Skill development is basic for accomplishing
quicker, sustainable and comprehensive development on the one hand and for giving not too
bad business openings to the developing youthful populace on the other. Hence, there is an
earnest need to consider skills improvement and preparing inside the setting of development
organizations in connection to different factors keeping in mind the end goal to unload how
skills can achieve change in productivity performance. This is major if businesses are to
purchase in the administration skills motivation.

8. Pradeep M P and Dr. Dinakar G (2018)

Conducted an empirical study on ‘Employee perception on skill development programs at

information technology companies in Bangalore’. It’s been found from the study that, few
factors like mandatory norms for attending skill development programs, programs offered as
one of the factor for continued employment, skill based pay system, infrastructure and
training need analysis have got very wide responses which are deviating from standard
deviation. Skill development programs should be conducted for the beneficiary of employees
and employer. It should not be used as a tool for retention of employees. Availability of skill
development programs will impact employee perception positively. Skill development
programs contribute to employee productivity. Organizational characteristics will influence
the effectiveness of skill development programs. Further research can extend for different
industries, organisation, Divisions, departments and functional domain.

22
9. Lan Zongjun (2019)

Conducted a research on ‘Factors affecting employee productivity in Shanghai’. In this

paper, the general conclusions based on research purposes are presented. Furthermore, there
have the results of previous studies to prove the result of this study. In addition, the results of
this study were confirmed and also explain the reasons for these results were revealed. This
paper makes a detailed analysis of the factors that can influence the employee retention, and
discusses the importance of employee retention for the future development of the enterprise.
If the enterprise wants development better, it must pay more attention to employee retention.
In addition, the implications of this study are introduced and described. In addition, there
have introduce the limitations of this study, and at end of this chapter, propose various
suggestions for future researchers. Future researchers can based on this research and suggest
finding more independent variables that different with those variables in this study. About
employee retention there are many influencing factors can affect it, and future researchers
can use other factors to do the research.

10. Dilip Chenoy, Shobha Mishra Ghosh and Shiv Kumar Shukla (2019)

Conducted a study on ‘Skill development for accelerating the manufacturing sector: the role
of ‘new-age’ skills for Make in India’. As Industry 4.0 gathers momentum, decision-makers
from the public and private sectors are confronted with a new set of uncertainties regarding
the future of manufacturing. There are numerous drivers impacting the manufacturing
environment, which in turn are driving the changing skill-set needs in the sector. . Industry
4.0 implies that all repeat jobs will get automated, and that the manufacturing sector will
steadily shift toward new-age, high-order, skill-intensive jobs. Industry 4.0 will accrue
benefits such as cost reduction, higher efficiencies, safer factories, and faster speed to
market. It can also provide a country’s manufacturing sector with a much needed push to
stay competitive in the global market. India’s demographic advantages can be realized only
if the existing workforce is reskilled and upskilled through lifelong learning initiatives, and
new recruits are prepared with twenty-first-century skill sets.

23
 CHAPTER 3

RESEARCH METHODOLOGY

3.1 INTRODUCTION
The research design consisted of a descriptive cross-sectional, close-ended and open-
ended questionnaire based survey in Chennai. Sampling was done on the basis of the criteria of
employees undergoing Skill Development Programs. The population included Allison
Transmission employees in Chennai region. Employee was the sampling element. Simple
random sampling technique was used to select the sample. The sample size was 123
respondents. Standardized questionnaires were used for measuring effectiveness of SDP and
employee productivity. Data was collected for qualitative and quantitative measurements. Item
to total correlation was applied to check the internal consistency of the questionnaires. The
measures were standardized through computation of reliability and validity.
Research refers to the systematic method consisting of enunciating the problem, formulating a
hypothesis, collecting the facts or data, analysing the facts and reaching certain conclusions
either in the form of solution towards the concerned problem or in certain generalization for
some theoretical formulation.
Research methodology is the method by which research is conducted. It is a way to
systematically solve a problem. In the methodology of research, a researcher studies the various
steps that are generally adopted in studying a research problem along with the logic behind
them.

3.2 OBJECTIVE OF THE STUDY

• To evaluate the relationship between employee satisfaction and effectiveness of SDP.

• To evaluate the relationship between SDP process and effectiveness of SDP.

• To evaluate the relationship between faculties/trainers and effectiveness of SDP.

• To evaluate the relationship between quality and effectiveness of SDP.

• To find the whether years of experience has an impact on effectiveness of SDP.

• To find out the impact of skill development programs conducted at Allison Transmission
India.

24
3.3 SCOPE OF THE STUDY
• To study the importance of skill development programs at Allison Transmission.

• To study the factors that influences the effectiveness of skill development programs.
• To study how employee satisfaction and quality indicates the effectiveness of SDP.

3.4 HYPOTHESIS OF THE STUDY

Hypothesis 1: SDP Process and Effectiveness of SDP

Ho: There is no significant difference between the SDP process and effectiveness of SDP

H1: There is significant difference between the SDP process and effectiveness of SDP

Hypothesis 2: Faculty/Trainers and Effectiveness of SDP

Ho: There is no significant difference between the faculty/trainers and effectiveness of SDP

H2: There is significant difference between the faculty/trainers and effectiveness of SDP

Hypothesis 3: Employee Satisfaction and Effectiveness of SDP

Ho: There is no significant difference between the employee satisfaction and effectiveness of
SDP

H3: There is significant difference between the employee satisfaction and effectiveness of SDP

Hypothesis 4: Quality and Effectiveness of SDP

Ho: There is no significant difference between quality and effectiveness of SDP

H1: There is significant difference between quality and effectiveness of SDP

Hypothesis 5: Years of experience and effectiveness of SDP

Ho: There is no significant difference between the years of experience and effectiveness of SDP

H1: There is significant difference between the years of experience and effectiveness of SDP

3.5 METHODOLOGY
This research is done based on the response collected from the respondents through the
questionnaire. The questionnaire is created through Google form. All the response is collected
through Google form. And the below questions were used in the questionnaire:
▪ Closed Ended Questions
▪ Open Ended Question
▪ Multiple Choice Questions
In this questionnaire the independent variables are employee satisfaction, SDP process, Faculties
25
and departments. But here for the study we are taking only 3 Independent variables while we
take the following dependent variables
▪ Effectiveness of SDP

3.5.1 SAMPLING TECHNIQUES

The sampling technique used in this study is Stratified Sampling. Stratified random sampling is
a type of sampling method in which the total population is divided into smaller groups or strata
to complete the sampling process. The strata are formed based on some common characteristics
in the population data.
This method was chosen because it allows researchers to obtain a sample population that best
represents the entire population being studied.

3.5.2 PERIOD OF DATA COLLECTION

Primary data were collected in the Period of February 2021 – March 2021.

3.5.3 SAMPLING SIZE

Sampling size means the number of sampling units selected from the total population of the city
for the investigation. The Number of Respondents for this study is 104, and the same is deemed
or considered as the Sample Size.

3.5.4 AREA OF STUDY

This study was conducted for all the employees at Allison Transmission India Private Limited
situated in SIPCOT Industrial Park, Oragadam, Tamilnadu.

3.5.5 PILOT STUDY

The pilot study was done with a sample of 20 Respondents. They did not face any difficulty in
filling the questionnaire. And also, I was able to analyze the responses without any difficulties.
So, the effectiveness, efficiency and the clarity of the questionnaire are verified.

3.5.6 DATA ANALYSIS

The primary and secondary data collected from different sources have been tabulated and
interpreted carefully. The data have been analyzed and various inferences and conclusions were
drawn. The information has also been represented graphically.

26
3.5.7 STATISTICAL TOOLS USED
The data is analyzed by using various statistical tools. Statistical tools like Regression, ANOVA
test are used to test the hypotheses. All the tools are calculated with the help of Statistical
Packages
(i.e.) SPSS 23 for windows and Microsoft Excel-2016.

3.6 LIMITATIONS OF THE STUDY

The following are the limitations of the study:
The responses were primarily, limited to the region of Chennai, and it was done in the
English language and so there was no scope to do this research in other languages. This may
have impacted the results of this research. The major limitation in this research was the time
period- responses were Collected, Analyzed, Interpreted and Published within a span of 50
DAYS.

3.7 SUMMARY OF RESEARCH METHODOLOGY:

Table 3.1 Summary

Types of research Descriptive research

Sampling method Probability sampling method

Sampling technique Simple Random sampling

Sampling area Chennai

Sample size 104

Data collection Questionnaires

instruments
Method of analysis
Data analysis techniques
Graphical and required statistical tools will be used (SPSS,
MS-
Excel)
Correlation, Regression and ANOVA test was used to
analyze data and to test the hypothesis.

27
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

4.1 DEMOGRAPHIC ANALYSIS

4.1.1 DEPARTMENT RATIO
Table 4.1.1 Percentage analysis on the departments the respondents belong to

It is found that 17.3% of respondents are in the fabrication line, 29.8% in the assembly line, 15.4% in
heat treatment, 6.7% in maintenance, 13.5% in quality and 5.8% in the tooling departments.

28
4.1.2 YEARS OF EXPERIENCE RATIO

Table 4.1.2 Percentage analysis on the respondents’ years of experience

It is found that 27.9% of respondents have 1-3 years of experience, 21.2% have 4-6 years of experience,
23.1% have 7-9 years of experience and 27.9% of them have 10-12 years of experience at Allison
Transmission.

29
4.2 INTERPRETATION
4.2.1 CRONBACH’S ALPHA TEST

Cronbach’s alpha is a measure of internal consistency, that is, how closely related a set of items are as a
group. It is considered to be a measure of scale reliability.

Case Processing Summary

N %
Cas Valid 42 31.1
es Exclud 93 68.9
a
ed
Total 135 100.0
a. Listwise deletion based on all variables in the
procedure.

Table 4.2.1 Reliability of Scale

Cronbach’s Alpha Cronbach’s Alpha No. of Items

based on
Standardized Items
0.843 0.836 5

The alpha coefficient for the 5 items is 0.843, suggesting that the items have relatively high internal
consistency.

4.2.2 CORRELATION ANALYSIS:

Correlation analysis is another way of measuring the degree of association between the variables, more so
a stastical tool that analyzes the degree of association between two random variables. The correlation
coefficient should be range from -1 to +1. It is pivotal that the two variables should have the cause and
effect connection, if such connection do not exist then the two variables cannot be correlated. The below
table shows the correlation among the independent variables and dependent variable on two dimensions

30
TABLE 4.2.2.1 (EFFECTIVENESS OF SDP & INDEPENDENT VARIABLES)

TABLE 4.2.2.2 (EFFECTIVENESS OF SDP & YEARS OF EXPERIENCE)

31
CORRELATION RESULTS INTERPRETATION:

From the above table 4.2.2.1, we can infer that the SDP process is positively correlated with Effectiveness
of SDP with a score of 0.993 and is significant with a value of 0.00 which is less than 0.05. Thus the
SDP process has a high positive correlation with Effectiveness of SDP.

From the above table 4.2.2.1, we can infer that Employee satisfaction is positively correlated with
Effectiveness of SDP with a score of 0.827 and is significant with a value of 0.000 which is less than
0.05. Thus the Employee satisfaction has a High positive correlation with Effectiveness of SDP.

From the above table 4.2.2.1, we can infer that Faculty/trainer is positively correlated with Effectiveness
of SDP with a score of 0.957 and is significant with a value of 0.000 which is less than 0.05. Thus the
Faculty/trainer has a High positive correlation with Effectiveness of SDP.

From the above table 4.2.2.1, we can infer that the Quality is positively correlated with Effectiveness of
SDP with a score of 0.978 and is significant with a value of 0.00 which is more than 0.05. Thus the
Quality has a high positive correlation with Effectiveness of SDP.

From the above table 4.2.2.2, we can infer that the Years of experience is positively correlated with
Effectiveness of SDP with a score of 0.105 and is insignificant with a value of 0.288 which is more than
0.05. Thus Years of experience has low positive correlation with Effectiveness of SDP.

4.2.3 ONE WAY ANOVA TEST:

ANOVA is short for “Analysis of Variance. This is a family of statistical procedures for testing whether
means for groups of cases and/or variables are different. SPSS One-Way ANOVA test can be done only
when the Independent variable is at Nominal scale with more than 2 levels.

I .TEST BETWEEN EFFECTIVENESS OF SDP AMONG THE EMPLOYEES AND SDP

PROCESS

Ho: There is no significant difference between the SDP process and effectiveness of SDP

H1: There is significant difference between the SDP process and effectiveness of SDP

So here we perform one way ANOVA between the two variables.

32
 Table 4.2.3.1 ANOVA of Effectiveness of SDP and SDP Process

As seen from the above table, the probability value is 0.000 is less than the Significant level. So we fail
to accept the null hypothesis. Therefore, this indicates that there is a significant difference between the
SDP process and effectiveness of SDP.

II.TEST BETWEEN EFFECTIVENESS OF SDP AMONG THE EMPLOYEES AND

FACULTY/TRAINER.

Ho: There is no significant difference between the faculty/trainers and effectiveness of SDP

H1: There is significant difference between the faculty/trainers and effectiveness of SDP

Table 4.2.3.2 ANOVA of Effectiveness of SDP and Faculty/Trainer

As seen from the above table, the probability value is 0.000 is less than the significance level. So we fail
to accept the null hypothesis. Therefore, this indicates that there is a significant difference between the
faculty/trainers and effectiveness of SDP.

33
III.TEST BETWEEN EFFECTIVENESS OF SDP AMONG THE EMPLOYEES AND
EMPLOYEE SATISFACTION:

Ho: There is no significant difference between the employee satisfaction and effectiveness of SDP

H1: There is significant difference between the employee satisfaction and effectiveness of SDP

Table 4.2.3.3 ANOVA of Effectiveness of SDP and Employee satisfaction

As seen from the above table, the probability value is 0.000 is less than the significance level. So we fail
to accept the null hypothesis. Therefore, this indicates that there is a significant difference between the
employee satisfaction and effectiveness of SDP.

IV.TEST BETWEEN EFFECTIVENESS OF SDP AND QUALITY

Ho: There is no significant difference between quality and effectiveness of SDP

H1: There is significant difference between quality and effectiveness of SDP

Table 4.2.3.4 ANOVA of Effectiveness of SDP and Quality

34
As seen from the above table, the probability value is 0.000 is less than the significance level. So we fail
to accept the null hypothesis. Therefore, this indicates that there is a significant difference between the
quality and effectiveness of SDP.

4.2.4 REGRESSION ANALYSIS:

The regression analysis is used to measure how much influence the independent variable causes on the
dependent variable and their outcomes. The table below summarizes the result of the regression analysis
carried out using each independent variable as an influencer of Effectiveness of Skill Development
Programs.

Regression on SDP Process:

Table 4.2.4.1 Regression of Effectiveness of SDP and SDP Process

35
Regression on Faculty/Trainers:

Table 4.2.4.2 Regression of Effectiveness of SDP and Faculty/Trainer

36
Regression on Employee Satisfaction:

Table 4.2.4.3 Regression of Effectiveness of SDP and Employee Satisfaction

37
Regression on Quality:

Table 4.2.4.4 Regression of Effectiveness of SDP and Quality

38
Regression on Years of Experience:

Table 4.2.4.5 Regression of Effectiveness of SDP and Years of Experience

RESULTS OF REGRESSION ANALYSIS

Hypothesis 1: SDP Process has a significant and positive impact on Effectiveness of SDP.
From table 4.2.4.1, it is observed that the adjusted R square Value for SDP Process is 0.985 which
indicates that 98.5% of the variance in Effectiveness of SDP can be predicted from the variable SDP
Process. The SDP Process Beta Coefficient is 0.450 with a significant value of 0.019 which is lesser
than 0.05. This means that SDP Process has a significant and positive impact on Effectiveness of SDP.
Hence, H1 is accepted.

39
Hypothesis 2: Faculty/Trainer has a significant and positive impact on Effectiveness of SDP.
From table 4.2.4.2, it is observed that the adjusted R square Value for Faculty/Trainer is 0.915 which
indicates that 91.5% of the variance in Effectiveness of SDP can be predicted from the variable
Faculty/Trainer. The Faculty/Trainer Beta Coefficient is 0.446 with a significant value of 0.005 which is
lesser than 0.05. This means that Faculty/Trainer has a significant and positive impact on Effectiveness
of SDP. Hence, H2 is accepted.

Hypothesis 3: Employee Satisfaction has a significant and positive impact on Effectiveness of SDP.

From table 4.2.4.3, it is observed that the adjusted R square Value for Employee Satisfaction is 0.681
which indicates that 68.1% of the variance in Effectiveness of SDP can be predicted from the variable
Employee Satisfaction. The Employee satisfaction Beta Coefficient is 0.957 with a significant value of
0.00 which is lesser than 0.05. This means that Employee satisfaction has a significant and positive
impact on Effectiveness of SDP. Hence, H3 is accepted.

Hypothesis 4: Quality has a significant and positive impact on Effectiveness of SDP.

From table 4.2.4.4, it is observed that the adjusted R square Value for SDP Process is 0.957 which
indicates that 95.7% of the variance in Effectiveness of SDP can be predicted from the variable SDP
Process. The Quality Beta Coefficient is 0.749 with a significant value of 0.022 which is lesser than
0.05. This means that Quality has a significant and positive impact on Effectiveness of SDP. Hence, H4
is accepted.

Hypothesis 5: Years of Experience has a significant and positive impact on Effectiveness of SDP.

From table 4.2.4.5, it is observed that the adjusted R square Value for Years of Experience is 0.001
which indicates that 0.1% of the variance in Effectiveness of SDP can be predicted from the variable
Years of Experience. The Years of Experience Beta Coefficient is 0.142 with an insignificant value of
0.288 which is higher than 0.05. This means that Years of Experience does not have a significant impact
on Effectiveness of SDP. Hence, H5 is rejected.

40
 CHAPTER 5
FINDINGS AND CONCLUSION
5.1 FINDINGS
Skills Development Programs are important for leading the competitive advantage. The world is
moving fast and rapidly changing. New technologies keep invading most industries, transforming work
processes and consumer expectations. These skill development training programs increase job
satisfaction and prevent top talent from walking out the door. Providing regular employee skills training
enhances productivity and performance, and satisfy their ambition.
The metric Effectiveness of SDP is used to measure and analyse how effective the training
programs are in increasing their productivity. These programs provide a great opportunity for employees
to expand their knowledge base and increase their efficiency and productivity at work. While training is
an investment on the company’s part, it is worthwhile in the long run.

At the start of the analysis, we first conducted the Cronbach’s alpha test measure the internal
consistency,that is, how closely related a set of items are as a group. It is considered to be a measure of
scale reliability. We found that the 5 items used for the test showed high reliability concluding that these
have consistent levels of scale.

Secondly, we conducted a Correlation analysis which measured the degree of association between the
dependent and independent variables. It was found that SDP Process, Faculty, Employee satisfaction
and Quality had more of high positive correlation with Effectiveness of SDP (dependent variables), while
years of experience is insignificant with Effectiveness of SDP.

Third Analysis was One way Analysis of Variance (ANOVA) where we found that SDP Process,
Faculty, Employee satisfaction and Quality has a significance level less than 0.05, indicating that there
is significant difference between independent and dependent variable. In this analysis, we found that
years of experience had a significance level more than 0.05, indicating that there is no significant level
between age and dependent variable.

Final analysis was Linear Regression analysis to measure how much influence the independent variable
causes on the dependent variable and their outcomes. It was found that SDP Process, Faculty, Employee
satisfaction and Quality has significant and positive impact on the dependent variable while, years of
experience has no significant impact on effectiveness of SDP.

On summarizing the results,

➢ Years of Experience of the employees has a Low positive correlation with Effectiveness of
SDP.
➢ Efficiency of SDP Process has a High positive correlation with Effectiveness of SDP.

41
 ➢ Faculty/Trainer has a High positive correlation with Effectiveness of SDP.
➢ Employee satisfaction has a High positive correlation with Effectiveness of SDP.
➢ Quality of SDP has a High positive correlation with Effectiveness of SDP.
➢ There is no significant difference between the years of experience of the employees and
Effectiveness of SDP.
➢ There is a significant difference between efficiency of SDP Process and Effectiveness of
SDP.
➢ There is a significant difference between Faculty/Trainer and Effectiveness of SDP.
➢ There is significant difference between the Employee satisfaction and Effectiveness of SDP.
➢ There is a significant difference between Quality of SDP and Effectiveness of SDP.
➢ Years of experience has a very less significant impact on Effectiveness of SDP.
➢ Efficiency of SDP Process has a significant and positive impact on Effectiveness of SDP.
➢ Faculty/Trainer has a significant and high positive impact on Effectiveness of SDP.
➢ Employee satisfaction has a significant and positive impact on enablement of things to do the
job.
➢ Quality of SDP has a significant and high positive impact on enablement of things to do the
job.

5.2 SUGGESTIONS AND RECOMMENDATIONS

From the study we can see that, having a high quality and comprehensive employee skill
development programs enable employees to strengthen their skills the workforce does possess as well as
to build up knowledge where it is lacking. An effective skill development program brings all of the
employees up to a higher standard of competency so that the entire team can share a common set of
knowledge and skills. Hence, it is extremely important that the standard of skill development programs
is raised higher and higher to maintain competitive advantage and increase employee productivity. Some
of the suggestions include:

• Faculties can use Blended Learning

One easy way to improve training in the workplace is to adopt a mixed training approach that
combines Instructor-Led Training (ILT) with regular eLearning. This training style is known

42
 as blended learning. Make as many of the training materials accessible in as many ways as possible.
It encourages the employees to engage in point-of-need and on-demand learning, allowing them to
refresh their knowledge or learn a new skill as and when they need it in a manner that suits their
current circumstances.

• Quality of SDP can be improved by creating Structured Learning Paths

A training curriculum is not a bunch of distinct courses. Rather, it's an educational journey, and the
courses a learner takes are stops along that adventure. Instructors call such a collection of courses a
"learning path". And a well-thought-out training program should offer multiple learning paths for
employees, based on their existing skills and future career goals. Also, instructors can sit down with
individual employees’ especially top talent to identify key areas of improvement for the employee.

• Have a Mission Statement that fulfills the objectives

To improve SDP, the first thing is to understand its purpose. What are you trying to achieve through
SDP? Do you need to increase productivity? Do you want to improve your management? Are you
trying to close existing skill gaps? Do you want to increase knowledge retention? A mission
statement is meant to describe and reflect the overall organization training strategy and help you
improve skill development program in the company.

• Include Soft Skills Training as part of the SDP Process

While hard skills are crucial for everyday workflows, soft skills are equally necessary. The training
program should strike a balance between teaching hard technical skills and promoting soft
skills such as leadership, decision making, time management, and conflict resolution. Soft skills
training is a good fit for a blended learning approach, as well.

• Reward and recognize SDP achievements to improve employee satisfaction

To encourage and nurture a learning culture, combine symbolic rewards (e.g., gamification points
and badges), psychological recognition (e.g., encouragement from instructors or management), and
tangible rewards (e.g., promotion opportunities, office perks, bonuses, and so on). The goal is for
staff to view skills development as necessary for their professional development. Reward, the
application of newly learned skills. This will help employees connect their training to their
everyday workflows.

43
 5.3 LIMITATIONS AND SCOPE FOR FURTHER STUDY
➢ The research was purely based on the perception of the respondents who are the employers
working in Allison Transmission India Private Limited.
➢ The research on years of experience’s impact on effectiveness of SDP might have required
more responses from employees with varied experience to find accurate results.
➢ The study included responses from different departments within the organisation, which may
have different set of skill development programs followed.
➢ Also further studies can include how the various factors impact the effectiveness of SDP
among employees in various organisations in the manufacturing sector.

5.4 CONCLUSION
• From the findings, we can conclude that efficiency of SDP Process has more influence on
Effectiveness of SDP. Therefore it means that the methodology and frequency of training programs
under SDP has a great impact in improving its effectiveness.
• Secondly, it is also found that the Faculty/trainer considerably has influence on Effectiveness of
SDP. Thus, the knowledge transfer, training provided by the faculties and clarity on the
communication impacts the Effectiveness of SDP a great deal.

• Thirdly, it is also found that the Employee satisfaction has a high influence on Effectiveness of
SDP. It was found that as the satisfaction of the employees with SDP increases, its effectiveness
also increases.

• Fourthly, it is also found that the Quality of SDP has a high impact on Effectiveness of SDP. If the
quality of SDP in terms of the outcomes of each training program under SDP is high, it improves
the overall effectiveness of SDP.

• Finally, it is found that years of experience of the employees have very less imaoct on effectiveness
of SDP. This means that the employees are eager to acquire and update their knowledge and meet
their personal and organizational goals irrespective of how long they have worked for the company.

• We can also conclude that all the respondents are more favourable towards Skill Development
Programs and want such programs to continue in a similar manner to enable them to contribute
towards increased productivity.

44
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 APPENDIX

Questionnaire

The Study Of Impact Of Various Factors On Effectiveness Of Skill Development

Programs

▪ Name- _________________________________
▪ Department you work for-
a) Fabrication line b) Assembly line c) Tooling d) Heat treatment
e) Maintenance f) Quality g) Global Supply Chain
▪ Number of years of experience at Allison Transmission _______________

▪ You have a clear overview of the SDP process

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree
▪ You are aware of the various training modules and methods under SDP

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree
▪ The content and methodology used in the training program is highly effective

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ The training materials provided were very useful

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ The faculties had in-depth knowledge and communicated in a clear and efficient manner

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

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▪ The faculties took time to clear doubts and answer questions.
a) Strongly agree b) Agree c) Neither agree nor disagree
d) Disagree e) Strongly disagree
▪ Audio visual aids used gave a better understanding on the topic

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ SDP has helped you improve your job performance

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ SDP plays a vital role in increasing your efficiency

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ You apply the concepts taught through SDP in your day to day job role

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ SDP programs have improved your job satisfaction

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ You are satisfied with the quality of SDP

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ You are satisfied with the frequency of training programs under SDP

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

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▪ SDP is headed in the right direction to enable you to contribute towards increased productivity
a) Strongly agree b) Agree c) Neither agree nor disagree
d) Disagree e) Strongly disagree
▪ The training programs provided under SDP are of high quality
a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

▪ Overall, the program was very effective in helping you achieve your personal/ organisational

goals and objectives

a) Strongly agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

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