TRAINING AND DEVELOPMENT

INDUSTRIAL PROFILE
The paint companies successfully developed compliant coatings, their customers are provided with opportunities for compliance at dramatically lower cost than that has been incurred in adopting control equipment solutions.

Where paint manufacturers possessed technologies which are less environmentally damaging, the regulations spurred experimentation by their customers and in some cases allowed entry into markets where the suppliers had previously not participated.

COMPANY HISTORY
1920: We started our journey as Gahagan Paints and Varnish Co. Ltd at Lower Parel in Mumbai. 1957: Goodlass Wall Pvt. Ltd grew popular as Goodlass Nerolac Paints (Pvt) Ltd. 1976: Goodlass Nerolac Paints Ltd. became a part of the Tata Forbes Group on acquisition of a part of the foreign shareholdings by Forbes Gokak. 1983: Goodlass Nerolac Paints Ltd. Strengthened itself by entering in technical collaboration agreements with Kansai Paint Co. Ltd, Japan and Nihon Tokushu Toryo Co. Ltd, Japan. 1999: Kansai Paint Co. Ltd, Japan took over the entire stake of Tata Forbes group and thus GNP became wholly owned subsidiary of Kansai Paint Company Ltd.

REVIEW OF LITERATURE
OConnell & Lyons, (1995): The prospect of an economic slowdown makes it imperative that many of those with low skills and low qualifications in the working population should be retrained and up skilled in order to ensure they can remain in employment. EGFSN, 2003): The research defines soft skills as the interpersonal and intra-personal skills required to be effective in the workplace, which, it indicates, are becoming ever more important for organizational success. Forfs, (1996): The increasing levels of responsibility require workers to develop strong skills in a variety of areas. Labour Market Review, (2003): It has been found that employees with lower educational levels or in lower level jobs are less likely to receive education or training.

Contd..

Oladele Akin, (1991) :Evaluation is increasingly being regarded as a powerful tool to enhance the effectiveness of training. In order to enhance the effectiveness of training, evaluation should be integrated with organizational life. Diarmuid De Faoite, Colette Henry, (2002): Effectiveness is the primary motive for training. Describes ways to evaluate trainings effectiveness, behavior changes on the job being the most important. Kate Johnston, Peter van der Sijde, (2003): Research shows that maintaining a balance of the valid measurements is the final key to success in measuring the effectiveness of management training and development.

Contd..

According to Tansey (2003) responsibility for enterprise training is ultimately the responsibility of the enterprise sector. National Economic and Social Forum (NESF), (2003): Training of the employed is key to achieving a flexible work force. Farhad Analoui (1995) traditionally, the effectiveness of the senior officials within the public sector has been disproportionately associated with task instead of peoplerelated skills.

OBJECTIVE, SCOPE & LIMITATION OF STUDY

Objective:
To study the need, purpose and effectiveness of Training and Development Program

Scope of the Study:

To achieve its purpose, training needs to be effectively managed so that training is gives to the right people, in the right time, in the right place and at the right costs. To study whether employees are benefited and satisfied by the training program.

Limitation of the Study

Time was the main constraint. The project should be completed within stipulated time limit.

PROJECT STYLE:
Type of Data: - Primary & Secondary data Instrument Used: - Questionnaire Sample Size: - 80 out of 143 Analysis & Interpretation: - Simple percentage - Chi-square test