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TRAINING AND DEVELOPMENT
ContentsCH.
NO
TABLE OF CONTENTS PAGE NO
LIST OF TABLES
LIST OF FIGURES
CHAPTER
1 INTRODUCTION1.1 THEORETICAL BACKGROUND1.2 MEANING OF TRAINING1.3 TRAINING PROCESS1.4DEVELOPMENT1.5 AIMS/OBJECTIVES OF TRAINING &
DEVELOPMENT1.6 INPUTS IN TRAINING AND DEVELOPMENT1.7.APPROACH OF TRAINING AND DEVLOPMENT
2 REVIEW OF LITERATURE2.1 CONCEPT AND THEORY2.2 INDUSTRY PROFILE2.3 COMPANY PROFILE
3 RESEARCH METHODOLOGY AND DESIGN3.1 STATEMENT OF THE PROBLEM
3.2 NEED FOR DTUDY3.3 OBJECTIVES OF STUDY3.4 ANALYTICAL TOOLS3.5 SCOPE OF STUDY3.6 LIMITATIONS
4 DATA ANALYSIS AND INTERPRETATION4.1 PERSONAL DATA4.2 AWARENESS
5 SUMMARY OF FINDINGS AND
SUGGESTIONS
5.1 FINDINGS5.2 SUGGESTIONS5.3 CONCLUSION
BIBLIOGRAPHY
APPENDIX
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1. INTRODUCTION
1.1 THEORETICAL BACKGROUND:
In simple words, training and development refers to the imparting of
specific skills, abilities, knowledge to an employee. A formal definition of training
and development is determined as follows:
It is any attempt to improve current or future employee performance by
increasing an employees ability to perform through learning, usually by changing
the employees attitude or increasing his or her skills and knowledge.
The need for training and development is determined by the employees
performance deficiency, computed as follows:
Training and development needs =
Standard performance Actual performance
We can make a distinction among training, education and development. Such
distinctions enables us to acquire a better perspective about the meaning if the term
training. Which refers to the process of imparting specific skills, Education, on the
other hand is confined theoretically learning in classroom .
To distinct more, the training is offered in case of operatives whereas
development programs are conducted for employees at higher levels. Education
however is common to all the employees.
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1.2 Meaning of Training:
Training makes a very important to the development of the organization ofhuman resources and hence to the achievement of its aims and objectives. To
achieve its purpose, training needs to be effectively managed so that the right training
is given to the right form, at the right time and at the right costs.
The term Training indicates the process involved in improving the
aptitudes, skills and abilities of the employees to perform specific jobs. Training helps
in updating old talents and developing new ones.
According to Edwin B.Flippo. Training is the act of increasing the
knowledge and skills of an employee for doing a particular job. Training
involves the development of skills that usually necessary to perform a specific job. Its
purpose is to achieve a change in the behavior of those trained and to enable them to
do their jobs better. Training is necessary for newly employees to make them
productive and also to old employees whenever new machines and equipment are
introduced. In fact, training is a continuous process.
The word Training consists of eight letters, each of which could be
attributed some significant meaning in the following manner:
T - Talent and Tenacity
R - Reinforcement
A - Awareness
I - Interest
N - Novelties
I - Intensity
N - Nurturing
G - Grip
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1.3 Training Process
The steps of Training Process are as under:
a) Organizational objectives and strategies
The first step in the training process is an organization in the assessment of its
objectives and strategies. What business are we in? At what level of quality do we
wish to provide this product or service? Where do we what to be in the future? Its
only after answering these and other related questions that the organization must
assess the strength and weakness of its human resources.
4
Organizational Objectives
and Strate ies
Assessment of Training
Needs
Establishment of Training
Goals
Designing Training
Pro ramme
Implementation of
Training programme
Evaluation of Results
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b)Needs assessment
Needs assessment diagnoses present problems and future challenge to be metthrough training and development. Needs assessment occurs at two levels i.e. group
level and individual level, an individual obviously needs training when his or her
performance falls short or standards that is when there is performance deficiency.
Inadequate in performance may be due to lack of skills or knowledge or any other
problem.
The following diagram explains performance deficiency
Performance
Deficiency
Lack of skills other causes
Or knowledge
Training Non training measures
c) Training and development objectives
Once training needs are assessed, training and development goals must be
established. Without clearly-set goals, it is not possible to design a training and
development programme and after it has been implemented, there will be no way of
measuring its effectiveness. Goals must be tangible, verifying and measurable. This is
easy where skilled training is involved
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d) Designing training and development program
Who are the trainees? Who are the trainers? What methods
And techniques?
What is the what are the where to conduct
level of training principles of learning the program
e)Conducting training activities
Where is the training going to be conducted and how?
At the job itself.
On site but not the job for example in a training room in the
company.
Off site such as a university, college classroom hotel, etc.
f) Implementation of the training programme
Program implementation involves actions on the following lines:
Deciding the location and organizing training and other facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of the trainees.
g) Evaluation of the results
The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the programme
has been useful must be judge/determined. Evaluation helps determine the results of the
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training and development programme. In the practice, however organizations either overlook
or lack facilities for evaluation.
1.4 Development:
Development, in contrast, is considered to be more general than training and
more oriented to individual needs in addition to the organizational needs and it is the
most often aimed towards management of the people. Usually the intent of
development is to provide knowledge and understanding that will enable people to
carry out non-technical organizational functions more effectively, such as problem
solving, decision making and relating to people.
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the terms.
Training, as was stated earlier, refers to the process of imparting specific skills.
Education, on the other hand, is confined to theoretical learning in classrooms.
Table 1. Training and Education Differentiated
Training Education
Application Theoretical Orientation
Job Experience Classroom Learning
Specific Tasks General Concepts
Narrow / Perspective Broad Perspective
Training refers to the process of imparting specific skills.
Development refers to the learning opportunities
designed to help employees grow.
Education is theoretical learning in classroom.
Though training and education differ in nature and orientation, they are
complementary. An employee, for example, who undergoes training is presumed to
have had some formal education. Furthermore, no training programme is complete
without an element of education. In fact, the distinction between training and
education is getting increasingly blurred nowadays. As more and more employees are
called upon to exercise judgments and to choose alternative solutions to the job
problems, training programmes seek to broaden and develop the individual through
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education. For instance, employees in well-paid jobs and/or employees in the service
industry may be required to make independent decision regarding there work and their
relationship with clients. Hence, organization must consider elements of both
education and training while planning there training programmes.
Development refers to those learning opportunities designed to help employees grow.
Development is not primarily skill-oriented. Instead, it provides general knowledge
and attitudes which will be helpful to employees in higher positions. Efforts towards
development often depend on personal drive and ambition. Development activities,
such as those supplied by management developmental programmes, are generally
voluntary.
To bring the distinction among training, education and development into sharp focus,
it may be stated that training is offered to operatives, whereas developmental
programmes are meant for employees in higher positions. Education however is
common to all the employees, there grades notwithstanding.
1.5 AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:
The fundamental aim of training is to help the organization achieve its purpose by
adding value to its key resource the people it employs. Training means investing in
the people to enable them to perform better and to empower them to make the best use
of their natural abilities. The particular objectives of training are to:
Develop the competences of employees and improve their performance;
Help people to grow within the organization in order that, as far as possible, its
future needs for human resource can be met from within;
Reduce the learning time for employees starting in new jobs on appointment,
transfers or promotion, and ensure that they become fully competent as
quickly and economically as possible.
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1.6 Inputs in Training and Development :
Any training and development programme must contain inputs which enable
the participants to gain skills, learn theoretical concepts and help acquire vision to
look into the distant future. The inputs of training and development are as follows:
1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills
1) Skills
Training is imparting skills to the employees. A worker needs skills to operate
machines, and use other equipments with least damage and scrap. This is basic skills
without which the operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer to
performance of specific physical activities .These skills involve learning to move
various parts of their body in response to certain external and internal stimuli.
Employees particularly like supervisors and executives, need interpersonal skills
mostly know as people skills. These skills helps a person understand oneself and
others better and act accordingly. Examples of interpersonal skills include listening.
Persuading and showing an understanding of others feelings
2) Education
The purpose of education is to teach theoretical concepts and develop a sense
of reasoning and judgment. That any training and development programme must
contain an element of education is well understood by the HR specialist.
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3) Development
Another component of a training and development programme is development
which is less skill oriented but stress on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of a company.
Development programme should help an employee to be a self-starter, build
sense of commitment, motivation, which should again helps him being self
generating. It should make their performance result oriented and help them in being
more efficient and effective. It should also help in making the employee sensitive
towards the environment that is his work place and outside. This programme should
keep the employee aware of him i.e. his potentials and his limitations. Help him see
himself as others see him and accept his self image as a prelude to change. It helps
teach an individual to communicate without filters, to see and feel points of view
different from their own. Also helps them understand the powers in their hands and
thereby develop leadership styles which inspire and motivate others. And finally helps
install a zest for excellence, a divine discontent, a nagging dissatisfaction with the
status quo.
4) Ethics
There is a need for imparting greater ethical orientation to a training and
development programme. There is no denial of the fact that ethics are largely ignored
in businesses. They are less seen and talked about in the personnel function this does
not mean that the HR manager is absolved if the responsibility. If the production,
finance or marketing personnel indulge in unethical practices the fault rest on the HR
manager. It is his/her duty to enlighten all the employees in the organization about the
need for ethical behavior.
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5)Attitudinal Changes
Attitudinal represents feelings and beliefs an individual towards others.
Attitudes affect motivation, satisfaction and job commitment. Negative attitudes
needs to be converted into positive attitudes. Changing negative attitudes is difficult
because of
(1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee feels committed to the organization
and give better performance.
6) Decision making and problem solving skills
Decision making and problem solving skill focus on methods and techniques
for making organizational decision and solve work related problems. Learning related
to decision making and problem solving skills seeks to improve trainees abilities to
define and structure problems, collect and analysis information, generate alternatives.
Training of this type is typically provided to potential managers, supervisors and
professionals
A CHECKLISTFOREVALUATION:
Below is a sample of the kind of questions which can and should be asked of
any training and development. By no means comprehensive, it nevertheless gives
guidance on what should be evaluated:
Does the training delivered meet the identified need?
Has the training met the individual, team or organisational objectives?
Has the need been met completely or in part?
What has prevented the need being met?
Has the need been met both efficiently and in a cost-effective way?
Was the training event satisfactory?
Did the delivery of the training enhance learning?
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Has the learning been set at the right level?
Has the learner been able to implement learning as soon as possible?
Was the learner briefed and debriefed for the learning?
Have all necessary resources been allocated to the training?
Are these resources adequate?
Has the development enhanced the learning needs of the team?
1.7 APPROACH OF TRAINING AND DEVLOPMENT
TRADITIONAL APPROACH :
Most of the organizations before never used to believe in training. They were
holding the traditional view that managers are born and not made. There were also
some views that training is a very costly affair and not worth. Organizations used to
believe more in executive pinching. But now the scenario seems to be changing.
MODERNAPPROACH :
Training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of retention tool
than a cost. The training system in Indian Industry has been changed to create a
smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES :
The principal objective of training and development division is to make sure
the availability of a skilled and willing workforce to anorganization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.
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Individual Objectives help employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary
objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level
suitable to the organizations needs.
Societal Objectives ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
2. Review of literature
2.1 CONCEPT AND THEORY
Training:
According to Flippo, Training is the act of increasing the knowledge and
skills of an employee for doing a particular job.
Dales Beach defined the training as The organized procedure by whichpeople learn knowledge or skill of a definite purpose.
Training is a learning experience in that it seeks a relatively permanent
change in an individual that will improve his or her ability to perform on the job. We
typically say training can involve the changing of skills, knowledge, attitudes or social
behavior.
Training is typically focuses on providing employees with specific skills or
helping them correct deficiencies in their performance.
Development:
Development an effort to provide employees with the abilities the organization
will need in the future.
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Importance Of Training And Development For The Organization :
There are many benefits of Training and Development to the organization as well asemployee. We have categorized as under
1) Benefits for the organization
2) Benefits for the individual
3) Benefits for personnel and human relation, intra group and internal
group relation and policy implementation
1) Benefits for the organization
a) Improves communication between group and individuals.
b) Aid in orientation of new employee and those taking new job through
transfer or promotion.
c) Provides information on equal opportunities and affirmative action.
d) Provides information on other government laws and administration
policies.
e) Improve interpersonal skills.
f) Makes organizational policies, rules and regulations viable.
g) Builds cohesiveness in group.
h) Provides a good climate for learning, growth and co ordination.
i) Makes the organization a better place to work and live.
2) Benefits for the individual
a) Helps and individual in making better decision and effective problem
solving.
b) Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized and
operationalised.
c) Aid in encouraging and achieving selfdevelopment and self confidence.
d) Helps a person handle stress, tension, frustration and conflict.
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e) Provides information for improving leadership, knowledge,
communication skills and attitudes.
f) Increases job satisfaction and recognition.
g) Moves a person towards personal goals while improving interactive skills.
h) Satisfies personal needs of a trainee.
i) Provides the trainee an avenue for growth in his or her future.
j) Develops a sense of learning.
k) Helps eliminate fear in attempting new task.
l) Helps a person improve his listening skill, speaking skills also with his
writing skills.
3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation
I. Improves communication between group and individuals.
II. Aid in orientation of new employee and those taking new job through
transfer or promotion.
III. Provides information on equal opportunities and affirmative action.
IV. Provides information on other government laws and administration
policies.
V. Improve interpersonal skills.
VI. Makes organizational policies, rules and regulations viable.
VII. Builds cohesiveness in group.
VIII. Provides a good climate for learning, growth and co ordination.
Makes the organization a better place to work and live
Need for Training:
Every organization whether big or small; productive or non-productive;
economic or social; old or newly established should provide training to all employees
irrespective of their qualifications skill, suitability for the job etc. Training is not
something that is done once to a new employee, it is used continuously in every well
run establishment.
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The need for training arises due to the following reasons:
To match the employees specification with the job requirement and
organizational needs.
Organizational viability and the transformation process.
Organizational complexity.
Human relations.
Change in job assignment.
Role of Training and Development:
No organization has a choice whether to train its employee or not, the only
choice is the methods of training. The primary concern of an organization is its
viability and hence its efficiency and if the organization does not respond to their
pressure, it may find itself to employees in order that they contribute to the
organizations efficiency and be able to cope up with the pressure of changing
environment. The ability of an organization depends to a considerable extent on the
skills of different employees, especially that the managerial cadres to relate the
organization with its environment.
Thus training can play the following roles in an organization:
1. Increase in efficiency.
2. Increase in moral of employees.
3. Better human relations.
4. Reduced supervision.
Training provides a number of benefits to both employees and employers. It makes
the employees more productive and more useful to the organization.
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Training Methods:
On the job training method.
1. Job rotation.
2. Apprenticeship and coaching.
3. Job Instruction.
4. Committee Assignment.
Off the job training Method
1. Vestibule Training
2. Role Playing
3. Lecturer and Video Presentation
4. Case Study
5. Simulation
6. Management Games
7. In Basket Exercise
8. Self Study
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PROFILES
2.2 INDUSTRY PROFILE
Evolution :
The Association of Indian Forging Industry (AIFI) established in 1965, was formerly
known as AIDFASI. It is the spokesman of the Indian Forging Industry, for about the
last four decades. For all these years it has been headed by leaders of the industry with
great vision.
AIFI PROFILE:
1.What is the AIFI?
1.1 The Association of Indian Forging Industry (AIFI), established in 1965 was
formerly known as AIDFASI. It is the spokesman of the Indian Forging Industry, for
about the last four decades. For all these years, it has been headed by leaders of the
industry with great vision.
2. What is its Role and Function?
2.1 The AIFI is actively involved in trade promotion, technology upgradation,
collection and dissemination of information. Also, in keeping with its main aim of
improving upon its service to its members, it has recently shifted its office from
Mumbai to Pune; the hub of Auto Industry in India.
2.2 It conducts seminars, training courses and workshops on subjects of interest to
forging manufacturers. It also participates in and organizes national and international
conventions, business and technical seminars, symposia, conferences, and reinforces
this by organizing visits to International Trade Fairs, arranging Buyer-Sellers Meets
with the global players in the forging industry. It also leads trade delegations abroad
to participate in International Trade Fairs organized in the various countries, besides
providing information on such Trade Fairs etc. on its website well in advance, to
facilitate proper planning by its members.
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2.3 It helps its members identify niche strategies for survival and growth in view of
growing competition in the domestic and global markets through a well-developed
database.
2.4 Its identity as an Institution with a global presence is evident from the fact that in
the year 1990, the AIFI played host to the 13th International Forging Congress and
delegates from about twenty countries from all over the world attended the Congress
and yet again AIFI has been given President ship of ASIAFORGE a Confederation
of Asian Forging Associations. It has successfully hosted ASIAFORGE 2008 from
17-19th March 2008 in New Delhi, India.
Mission and Vision:
The role of AIFI is to promote and develop the Indian Forging Industry so as to meet
the demands and expectations of forging customers and end users, both domestic and
global) by improving the business environment for its members and contribute in
increasing their competitiveness through mutual co-operation and understanding of all
parties concerned and constant updating of information and technology.
The AIFI is actively involved in trade promotion, technology upgradation, collection
and dissemination of information.Also, in keeping with its main aim of improving
upon its service to its members, it has recently shifted its office from Mumbai to
Pune; the hub of Auto Industry in India.
CURRENT TREND:
1. THE INDIAN FORGING INDUSTRY- A PROFILE
1.1 The Indian Forging industry has now emerged as a major contributor to the
manufacturing sector of the Indian economy.
1.2 Forging industry is a basic industry and such industries tend to grow in a country
in relation to the rate of growth of its GDP.
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As far as India is concerned, we expect our GDP to continue to grow and therefore,
the basic industries will grow and so will the industry. Since the forging industry is
largely dependent on the automotive sector, the forging industry will also continue to
grow and do well. Thanks to outsourcing, opportunities for exports are huge. An
increasing number of companies from all over the world are coming to India to
procure components and products. Many companies are working hard to capitalise on
this. Hence the optimism that the forging industry will continue to grow and do well
in the immediate future.
1.3 Briefly, the composition of the Indian forging industry can be categorized into
four sectors- large, medium, small and tiny. By and large, the Indian forging industry
( an important segment of the Indian auto component industry) still remains highly
fragmented, with around 400 units (out of which only 9 -10 are large units scattered
all over India). These SMEs form the backbone of the industry.
1.4 The organized sector accounts for about 65-70% of the total forging production in
the country, while unorganized players (who are mainly small and tiny units) cater
mainly to job work and the replacement market or tier 3 or tier 4 component
manufacturers. Notwithstanding this, a wide range of products are being
manufactured, each being a diverse market structure and technology requirement,
which has negated any possible concentration of the market in a few hands. It is
perhaps because of this, cases of domestic consolidation have been few in the
industry, unlike other industries. Rather the trend has been to cater to or set up base in
global markets. The industry is one of the leading industries in M&As overseas,
These acquisitions have largely been in Europe and USA because the auto ancillary
industry in these countries have been collapsing. Indian forging companies like
Amtek Auto, Bharat Forge, Sundram Fasteners and some others (a few our members)
have also setup bases through M&A s in other emerging economies to establish
themselves as low cost suppliers
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Members Directory:
1. ACCURATE STEEL FORGING (I) LIMITED
2. ACCURATE STEEL FORGING (I) LIMITED
3. BHANDARI PRECISION FORGINGS PVT. LTD.
4. BHARAT FORGE LIMITED
5. BTM FORGINGS PVT. LTD.
6. COOPER AUTOMOTIVES LTD
7. FORGEWELL LIMITED
8. GEAROCK FORGE PVT. LTD
9. GURU NANAK AUTO ENTERPRISES LIMITED
10.GURU NANAK AUTO ENTERPRISES LIMITED
11.HIGHWAY INDUSTRIES LTD
12.INDIA CRANK MANUFACTURING CO.
13. KADVANI FORGE LTD
14.JINABAKUL FORGE PVT. LTD
15.KALYANI FORGE LIMITED
16.LAXMI AGNI COMPONENTS & FORGINGS PVT. LTD.
17.LGB FORGE LTD
18.M M FORGINGS LIMITED
19.M/S VAISHNAV ENGINEERING WORKS
20.MITTAL FORGINGS
21.NEEPAZ V FORGE (INDIA) LIMITED
21
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TRAINING AND DEVELOPMENT
22.POONA FORGE ( P ) LTD
23.PRECIFORGE & GEARS
24.RAJA FORGINGS & GEARS LTD.
25.ROLLWELL FORGE LTD.
26.SARITA FORGINGS (P) LTD.
27.SADAMATE INDUSTRIES
28.S. B. ENGINEERS
29.SIDDHI FORGE PVT. LTD.
30.SHREE BIHARIJEE FORGING INDUSTRIES
31.SEMCO FORGE PVT. LTD.
32.SILVER FORGE PVT LTD
33.STEEL & INDUSTRIAL FORGINGS LTD
34.SUPER AUTO FORGE LIMITED
35.THULLURI EXPORTS PVT LTD
36.TRINITY ENGINEERS PVT. LTD.
37.TRISHUL FORGINGS
38.TRISHUL FORGINGS
39.TXLENE FORGE PVT. LTD.
40.UNIQUE FORGE (GUJ) PRIVATE LIMITED
41.UNITY FORGE PRIVATE LTD
42.VANAZ ENGINEERS LTD
43.VARSHA FORGINGS LTD.
22
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TRAINING AND DEVELOPMENT
44.VICTOR FORGINGS
2.3 Company Profile:
23
http://www.indianforging.org/member_directory_dtls.aspx?id=%7B0053-0114-0097-0128-0161-0192-0225-0256-0289-0320-0353-0384-0417-0448-0481-0512-0545-0576-0609-0640%7Dhttp://www.indianforging.org/member_directory_dtls.aspx?id=%7B0053-0114-0097-0128-0161-0192-0225-0256-0289-0320-0353-0384-0417-0448-0481-0512-0545-0576-0609-0640%7D8/3/2019 Fina T&D On SAF
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TRAINING AND DEVELOPMENT
SUPER AUTO FORGE LTDestablished in 1975 is a
pioneer and largest manufacturer of cold forged /cold extracted steel and aluminum
components in the automotive industry in India 100% of SAF business caters to
OEIMS through TIER I and Tier II customers.
Super Auto Forge has four manufacturing locations in and around Chennai.
SAF does not have any Technology R&D divisions. This is involved in development
of new process / Technology.
The R&D division is equipped with 2D/3D CAP/CAM software and has metal
forming. Simulation software for accelerated process / product development.
Almost 60% of SAF current sales of $35 millions are through exports to North
America and Europe. SAF has to its strength a dedicated workforce of associates,
engineering staffs and administrative staffs.
SAF was awarded ISO 9002 certification in 1994 & TS 16949 certification in
2004. It is also an approved supplier to major Tier I customer such as Delphi, Visteon,
American Axle manufacturer, TRW, GKIV & BOSCH.
The main activities are as follows:
Cold forging
Cold extrusion
Warm forging
Precision finish machining
Heat treatment
Surface treatment
Super Auto Forge is a global supplier precision cold forge and machined parts
for Automotive industry, Forging being the core competency of SAF we develop high
tech/niche parts so as to be among the leaders in this area. SAF customer base is truly
global with part shipped to North America, Europe, Asia and South America.
SAF has developed the capability to manage high volume production with multiplerange of products.
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Investment (Plant & Machinery) - Rs. 110CR (us $ 27 MIL)
Land Area - 27 Acres
Achieved sales (06-07) - Rs. 202 CR (us $ 50 MIL)
Projected Sales (06-07) - Rs. 258 CR (us $ 67MIL)
Total staff & Associates - 850
Qualified Engineers - 350
Almost 60% of SAF current sales of $ millions are through Exports to North
America and Europe. SAF has to its strength a dedicated workforce of associates,
Engineering staffs and Administration staff.
SAF was awarded ISO 9002 certification is 1994 & Ts 16949 certification in
2004. It is also an approved supplier major Tier-I manufacturer, TRW, GKIV &
BOSCH.
The main activities are as follows.
1. Cold Forging
2. Cold Extrusion
3. Warm Forging
4. Precision finish machining
5. Heat Treatment
6. Surface Treatment
VISION:
To become a world-class global supplier of precision cold and warm forged
parts.
To pursue Research & Development activities t keep the company at the
cutting edge of forging technology.
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To ensure customer satisfaction by on time delivery of parts with Zero PPM at
the lowest cost possible.
HIGHLIGHTS:
Largest manufacturer of cold and warm forged components in India.
Leader in aluminum forging Technology.
Office/ware houses in North America to provide full service.
Top% Exporter in medium scale sectors.
No collaboration technology development in house.
Hold patents for product and process.
KEY SUCCESS FACTORS:
Program management
On-side customer support
Technical
Commercial
Quality
Warehouses and logistics management.
Quality audits and final inspection.
Inventory management.
PLANT (Branches)
MEDAVAKKAM :
This plant special lees in manufacturing of ball joint components namely. Ball
studs and ball straddles etc
1. Wire drawing
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2. Phosphating line
3. Cold forging presses
This plant was certified for (Ts 16949:2002)
KOLAPPKKAM :
1. Inner races
2. Tripods and CV joint inner races
3. Brake caliper pistons
4. Socket for steering application and also manufacturing diesel injection
pump housing and outer housing for joint application though warm
forging.
This plant has phosphating facility battery to horizontal and vertical
mechanical press warm forging cell consists of induction heating press annealing and
normalizing furnace.This plant was certified for (Ts 16949:2002)
THIRUMUDIVAKKAM :
This plant manufacturing of components for auto industries.
This plant has registered as export oriented unit (EQU) from April 2000.
This plant manufacturing consists or forging presses continuous furnace for aluminum
heat treatment highly sophisticate machining cells with automatic anodizing lines.
This plant was certified for (Ts 16949:2002)
CUSTOMERS :
1. GKN
2. DELPHI INDIA
3. VISTEON
4. BRAKES INDIA LIMITED
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5. MICO
6. TVS-SUZUKI
7. KIRLOSKER
8. GABARIEL
9. RANE
10. QH
Currently SAFL exports the major of the volume to the following customers:
1. Bosch Breaking system USA
2. Bosch Breaking system Spain
3. Bosch Breaking system Japan
4. TRW USA
5. TRW Germany
6. ZFLEMFORDER CORP USA
7. Hendrickson Suspension System
PRODUCT PROFILE:
1. SUSPENSION STEERING PARTS:
BALL STUDS:
We make all size of ball studs with spherical head diameter ranging from
20mm to 60mm, the small ball studs are made in header with net from taper. Thebigger ball studs are done in press route with induction hardening.
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BALL SOTRADDLE:
Suspension straddle balls are manufactured through cold and hot forgings
process and were precision turned on CNC machines. Spherical diameter varies for
50mm to 80mm with high surface finish to suite metallic body and with high
roughness for rubberizing various mounting hole size and a range of mounting hole
pitch distance.
2. STEEL BRAKING PARTS
Input rod
Output
Assembly push rod
Adjuster assembly
Caliper piston.
We produce a variety of input/output rod for booster application. We also make
automatic adjuster assembly for drum brakes to caliper pistons for disc brakes.
3. AUTO ELECTRIC PARTS:
Solenoid frame
Output shaft.
Shaft alternate.
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We make various shafts for starter to alternator assemblies. The Shafts are
cold headed and machined. We also make solenoid housing in plated condition.
4. CV JOINTS PARTS:
Inner race
Tulip
Tripod / Spider
Cross groove.
CV joints parts are one of four core business. We make all types of inner
races/spiders through cold forming route. We make outer races through warm forming
route. We also make sleeves. We have SQF furnaces to provide parts in heat-treated
conditions.
5. ALUMINUM YOKE:
Steering yoke.
Propeller shaft yoke.
Super Auto Forge has recently developed the yokes for both steering and propeller
shaft application. The steering yoke is done by cold forming.
COMPANY OBJECTIVIES
To continually improve the customer satisfaction.
To continually improve the employee involvement.
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To continually improve the development and adherence of quality management
system.
To continually improve safely work practices.
QUALITY POLICY
Effective quality management system.
Relentless continual improvement.
Employee involvement.
OBJECTIVE OF HRD
1. To provide ongoing training to all employees.
2. To improve the safe working practices.
3. To motivate the employees through various means.
4. To create constant awareness on work environment.
5. To promote the suggestion among the employees.
IDENTITY CARD
All the employees are issued with an identity card, which has a
photograph, name & employee no. duly signed both by the employee and the
Competent Authority.
Every employee has to display the identity card while he/she is on duty.
Their admission into the premises can be denied by the security, if they are found
not wearing the identity card.
UNIFORM, SHOES & PROTECTIVE EQUIPMENT:
All the employees who are on the regular rolls of the Company are issued
two pairs of uniform and one pair of shoes. All the employees are expected to
come to their duties in uniform.
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The employees working in the plant operations are provided with helmets and
safety shoes. Depending on the nature of work, it is obligatory on the part of
employee to draw the required safety appliances like gloves, goggles, respirators,
and earplugs etc. from the stores through safety department and use them. Failure
to do so shall attract appropriate action.
WORKING DAYS & TIMINGS:
Since ours is a continuous process industry the factory shall run continuously
for 24 hrs on all the days through out the years. Therefore, three shifts are run with
duration of 8 hrs and the weekly holiday shall be on staggered manner. Sunday is a
normal weekly holiday for non-technical personnel (Administrative staff). The other
employees are specifically informed about their weekly off days.
TIMINGS
The shifts and General shift timings are as stated below:
ATTENDANCE & PUNCTUALITY:
S.NO SHIFT TIMINGS
01 A 6.00 TO 14.00
02 B 14.00 TO 22.00
03 C 22.00 TO 06.00
04 GENERAL - 1 8.00 TO 16.30
05 GENERAL - 2 9.00 TO 17.30
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All the employees are expected to come for duty regularly and well in time
to maintain the punctuality. The employee at the time of entry and exit has to punch
the card or sign in the register that is kept at the Time Office.
ABSENTEEISM
All the employees are expected to be punctual and regular for the duty. The
leave rules give enough provision to avail them on a planned manner and also forexigencies. In case if the employee does not report for work and absents him/her
without permission of intimation, then the management shall initiate appropriate
disciplinary action against the employee. This will ultimately, affect his performance
and in the Evaluation systems.
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3. Research Methodology
RESEARCH DESIGN :
A research is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevant to research purpose with economy in
procedure. The central part of the research activity to develop an effective research
strategy or design
3.1 Statement Of The Problem :
The selected topic is TRAINING&DEVELOPMENT at SUPER AUTO
FORGE LTD.
To study the extent to which the respondents need to have training
programmes.
To study the reacting of respondents to the existing work environment.
To find out the factors affecting training programme.
To suggest the ways for the improvement of training programmes
3.2 Need for the Study :
Rapid development in technology and changing goals of organization has
made training and development of employees inevitable. It has now been well
accepted by all that training is needed by everyone in organization from top to
bottom.
However, this study is mainly concentrated on the aspects like need
assessment of training, attitude and behavior of the employees, methods of training
effectiveness of training etc. However, studies on knowledge and perception of the
employees about the different training programs and the effectiveness of the training
in their opinion appear to be somewhat sparse.
Therefore, a study on knowledge and perception of the employees about the
different training programs and the effectiveness of the training in their opinion isproposed.
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3.3 OBJECTIVES OF THE STUDY :
The main objectives of the study are as follows:
To find out the opinions of the employees regarding training programmes.
To identify the training requirements in the organization.
To study the existing situation regarding training programmes.
3.4 Data Sources :-
Data was collected based on two sources:
Primary Data
Secondary Data
Primary Data:
The primary data is collected with the help of questionnaire. The questionnaire
is chosen because of its simplicity and reliability. Researchers can expect a straight
answer, which is directly related to the questions.
Secondary Data:
Secondary Data is collected through the document provided by the HRD
department such as policy decisions, reports regarding suggestions schemes etc.
Books from various authors of HRD, magazines, journals and annual reports of the
company, feedback reports, files of training department, brouchers and company
personal manuals, etc.,
1.4.1 Data collection tools:-
1. Interview: An interview may be regarded as a systematic method by which a
person enter more or less inanimately in to the life of a comparative stranger.
An interview is a conversation between two persons the interviewer and the
interviewee.
2. Personal Observation: Data was collected through personally observing the
manuals records and through internet.
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3. The information was analyzed and tabulated using simple percentage, various
charts, diagrams and tables .Tabulated data was presented graphically.
3.4.2 Sampling Unit:
Sampling unit for the study is Senior executives, and Graduates, ITI and
diploma holders of Super Auto Forge Ltd.,
3.4.3 Sampling Size:
The sampling size consists of 50 respondents.
3.4.4 Sampling Technique;Sampling can be broadly classified into probability sampling and non
probability sampling. But the study is conducted by non-random convenient sampling
techniques for the purpose of assuring the sample size.
Convenience sampling:
The type of sampling depends upon the convenience of the researcher.
Random Sampling:
This type of sampling can be choosing on the basis of random.
Quantitative Analysis:
The data is collected through questionnaire regarding the purpose of approval and
positive and negative aspects of existing system were analyzed quantitatively and
qualitatively and inferences were summarized.
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3.4.5 STATISTICAL TOOLS:-
The design tool used to analyze the data is percentage methods
PERCENTAGE METHOD:
The method is very simple to analyze the data. The sample size may be large. To
analyze such large size of data, we can change into percentages. To change that the
formula is
No of respondents X 100
Total No of Sample Size
3.5 SCOPE OF THE STUDY:
The study is Limited to SUPER AUTO FORGE LTD.
Employee training and development is not only an activity that is desirable
but also an activity that an organization must commit resources to if it maintains a
valuable and knowledge workforce.
The scope extends to:
Strengths and weaknesses are identified
Developing interest
Complete demonstration of the job requirements
Finally training and development programmes help to increase organizational
effectiveness which leads to achieve target with less defect and maintain customer
relationship. Training and development programmes also help individuals to fulfill
personal needs.
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3.6 LIMITATIONS OF THE STUDY :
The study is limited to SUPER AUTO FORGE LTD., only.
Frequent visits to various departments and collecting information are not
possible.
The study is conducting under the assumptions that the information given by
the respondents are all correct.
Interaction with employees are executives is very limited because of their busy
work schedule.
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4.2.1 Data analysis
This was an attempt to classify tabulate analyse and interpret the data collected
using the questionnaires analyze and interpretation was done by tools like percentage
analysis, depicting the data through tables for quick and clean understanding of the
data.
TABLE NO 4.2:- THEWILLINGNESSOFTHE EMPLOYEESTOWARDS THE
TRAININGPROGRAMS.
Dimensions Respondents Percentage %
Yes 45 90
No 05 10
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that 90 percent of the employees in the organization had taken
training. 10 percent of the employees are seniors and training personnel.
39
0
10
20
30
40
50
Yes No
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TRAINING AND DEVELOPMENT
Table No.4.3:- TRAININGNECESSITYFORTHEEMPLOYEES.
Dimensions Respondents Percentage %
Yes 44 88
No 06 12
Total 50 100
(Source-Questionnaire and oral interview)
l
INFERENCE:
The above table shows that
88% of the employees stated that the training is necessary and 12% of the employees
are stated that they dont need training for their jobs.
40
0
10
20
30
40
50
YES NO
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TABLE NO 4.4:- THEEMPLOYEESEXPECTEDBENEFITSFROM TRAININGAND
DEVELOPMENT
Benefits High Medium Low Rank
Aware of Company Policies 20 18 02 I
Aware of Work / job 25 10 04 II
Improve in skills,
knowledge, & attitude26 12 02 I
Motivation 20 20 - I
To face new technology 22 18 - I
Idea generation 22 14 02 III
Problem solving 29 08 - IVAware of other depts work 10 15 08 V
(Source-Questionnaire and oral interview)
INFERENCE:The above table shows that, most of the employees expect good benefits from the
Training & Development like aware of Company policies, improve in skills,
knowledge & attitude, motivation and to face new technology etc.
TABLE NO 4.5:- THENUMBEROFTRAININGPROGRAMSATTENDEDBYTHE
EMPLOYEES.
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Dimensions Respondents Percentage %
One 08 16
Two 17 34
Three 12 24
Four & More 13 26
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that most of the employees in the organization are interested to
attend two training programs only.
42
0
2
4
6
8
10
12
14
16
18
Respondents
One Two Three Four & More
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TABLE NO 4.6:- THESATISFACTIONLEVELOFTHETRAININGPROGRAMS.
Dimensions Respondents Percentage
Great Extent 20 40
Some Extent 15 30
Little Extent 15 30
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that most of the employees are satisfied up to great extent to
the number of training programs attended in the organization.
TABLE NO 4.7 :- THEMETHODOF TRAININGRECEIVEDBYTHEEMPLOYEES
43
0
5
10
15
20
Respondents
Great Extent Some Extent Little Extent
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Dimensions Respondents Percentage
On the Job 16 32
Off the Job 20 40
Both 12 24
Non Respondents 02 4
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table tells us that 40% of the employees received off the job training 12%
received both the methods of training and 32% received on the job training.
TABLE NO 4.8:- THETRAININGRECEIVEDBYTHEEMPLOYEES
44
0
5
10
15
20
Respondents
On the Job Off the Job Both Non Respondents
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Dimensions Respondents Percentage
Inside the company 44 88
Outside the company 02 04
Both 04 08
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that most of the employees received training inside and fewer
employees are trained in out side of the Organization.
45
0
20
40
60
Respondents
Inside the company Outside the company
Both
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TABLE NO 4.9:- FROMWHOMTHETRAININGHASRECEIVED
Dimensions Respondents Percentage
Superiors 20 40
Consultants 20 40
Institutions 02 04
Others 04 08
Non Respondents 04 08
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above table enables us that most of the employees received training from
superiors and Consultants.
46
0
20
Respondents
Superiors Consultants
Institutions Others
Non Respondents
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TABLE NO 4.10:- THETYPEOFTRAININGRECEIVEDBYTHEEMPLOYEES
Dimensions Respondents Rank
Induction 16 IV
Updating 20 II
Competence Development 32 I
All the above 26 II
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that most of the employees ranked to the Competence
Development. Out of 50 samples 26 employees received all the trainings.
47
0
5
1015
20
25
30
35
Induction Updating
Competence Development All the above
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TABLE NO 4.11:- THEDEVELOPEDAREAAFTERTRAINING
Dimensions Respondents Rank
Skills, Knowledge &
Attitude24 I
Motivated 12 II
Social Behavior 02 IV
Face new technology 06 III
Non Respondents 08 -
(Source-Questionnaire and oral interview)
INFERENCE:
The above table enable us most of the employees developed skills and knowledge.
Twelve employees developed in the area of social behavior.
48
0
20
40
Skills, Knowledge & AttitudeMotivatedSocial BehaviorFace new technologyNon Respondents
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TABLE NO 4.13:- THEDURATIONTOCONDUCT TRAININGPROGRAMS
Dimensions Respondents Percentage
Monthly 28 56
Quarterly 16 32
Half Yearly 04 08
Yearly - -
Non Respondents 02 04
(Source-Questionnaire and oral interview)
INFERENCE:
The above table shows that, 56% employees say monthly and 32% of the employees
are says that the training programs are conducting quarterly in the organization.
49
0
5
10
15
20
25
30
Monthly Quarterly Half Yearly
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TABLE NO 4.17:- REASONSFORNOTATTENDING TRAININGPROGRAMS
Dimensions Respondents Percentage
Resistance to change - -
Training is not related to
job10 55.5
Training facilities not good - -
Timings not favorable 08 44.4
Personal Problems - -
Total 18 99.9
(Source-Questionnaire and oral interview)
50
0
2
4
6
8
10
-
Training is not related to job Training facilities not good
Timings not favorable Personal Problems
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INFERENCE:
The above table shows that the employees had not attended training due to training is
not related to their job and training timings are not favorable.
TABLE NO 4.18:- THETRAININGRELATEDTOWEAKAREAS
Dimensions Respondents Percentage
Yes 24 48
No 24 48
Non Respondents 02 04
Total 50 100
(Source-Questionnaire and oral interview)
51
0
5
10
15
20
25
Respondents
Yes No Non Respondents
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INFERENCE:
The above table shows that 48% employees says that training is related to only weak
areas and another 48% says that training is not related to weak areas.
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TRAINING AND DEVELOPMENT
-
ow about company policies Much time taken
le to do pe rfe ct work Not Re sponde d
TABLE NO 4.24:- THEPROBLEMSEXPECTWITHTRAINING
Dimensions Respondents Percentage
Not understand the work - -
Not know about company policies 18 36
Much time taken 16 32
Not able to do perfect work 08 16
Not Responded 18 36
Total 50 100
(Source-Questionnaire and oral interview)
INFERENCE:
The above the table shows that 36% says that may not be aware of company policies,
32% says that much time taken to complete the work. 18% of the employees has not
respondent to this question.
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5 SUMMARY OF FINDINGS AND
SUGGESTIONS
5.1 FINDINGS
All the employees know that the organization is conduction training programs
regularly and all of them had taken training.
96% of employees had satisfied with the training and 92% employees stated
that the training helps the career.
88% employees felt that the training is necessary for their job.
After training half of the employees have developed in the area of skills and
knowledge and limited members have developed in the area of social
behavior.
After training 20% employees felt happy and 56% employees satisfied at
medium level.
5.2. SUGGESTIONS
The company has to implement modern training methods to help in boosting
the self morale of the employee at work place.
Training Evaluation has to be conducted.
Employees have to expose to the new environment than they will enhance the
knowledge.
Specific Training Programs has to be given to the selected personal who are
related.
Most of the employees feel that Training is related to weak areas, so the
management has to get awareness among the employees regarding Training &
Development.
Nearly 60.5 employees felt that they had not received any payment as
remuneration while they were in training. So, the management has to clarify
their doubt regarding payment while in training.
The satisfaction level of the employees is satisfactory. So, new changes in
training have to bring to improve the satisfaction level of employees.
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5.3.CONCLUSION
If the evaluation of team learning is important, so too is the evaluation oforganisational learning. This can be compiled from team evaluation reports and take
the form of a report on the overall impact of training and development on
organisational objectives.
If the above approach is taken you can more easily compare what has been
achieved with what was planned in the original training needs analysis and the
individual, team and organisational development plans.
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BIBILIOGRAPHY
BOOKS REFERRED:
Effective Human Resource Training & Development Strategy
- Dr.B.RATHAN REDDY
Himalaya Publishing House, 1st Edition 2005
Management & Organizational Behavior
- P.SUBBA RAO
Himalaya Publishing House, 2000 Edition
Human Resource Management - Tripathi P.C
Sulthan Chand & Sons, Delhi 2003.
WEBPAGES :
Www.Google.Com
Www.Prehall.Com
Www.Performance-Appraisal.Com
Http:en.wikipedia.org/wiki/Training_and_development
www.managementparadise.com
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10. ANNEXURE
QUESTIONNAIRE
A STUDY ON EMPLOYEES PERCEPTION ON TRAINING &
DEVELOPMENT IN SUPER AUTO FORGE LTD
Name:
Designation:
Sex:
1. Are there any Training programs conduced in your organization?
Yes [ ] No [ ]
2. If Yes, have you taken training?
Yes [ ] NO [ ]
3. IS the training is necessary training ?
Yes [ ] no [ ]
4. What benefits you expected from the training & development ?
SL. Benefits High Medium Low
1. Aware of company
policies
2. Aware of work/job
3. Improve in skills
,knowledge & attitude
4. Motivation
5. To face new
Technology
6. idea generation
7. problem solving
8. Aware of other depts
work
5. How many programs were attended by you?
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a) One b) Two c) Three d) Four & More
6. To what extent have you satisfied with the respective training?
a) Great extent b) Some extent c) little extent
7. What method of training have you received?
a) On the job b) Off the job c) Both
8. Where you have received the training?
a) Inside the Company
b) Outside the Company
c) Both
9. From whom the training is received ?
a) Superiors b) Institution c) Consultants d) Others
10. What method of training you received?
a) Induction b) Competence Development
c) Updating Knowledge d) Preparing for future assignments
e) All the above
11. After the Training in which area you developed?
a) Skills, knowledge b) Social behavior
c) To face new technology d) Motivated
12. Does the training program satisfy your needs?
a) Yes b) No
13. Whether your organization is conducting Training programs regularly?
If Yes how far?
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a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
14. Whether the Training programs were intimate to you?
Yes [ ] No [ ]
15. If Yes, how many days before they intimated to you?
a) A week before b) 15 days before
c) One month before d) Two months before
16. Have you attended Training programs regularly?
Yes [ ] No [ ]
17. If No, why ?
a) Resistance to change
b) Training is not related to the job
c) Training facilities are not good
d) Personal problems
e) Timings not favorable
18. Whether the training is related to only weak areas?
Yes [ ] No [ ]
19. If No, why?
a) Motivation
b) To face new technology
c) To develop skills, knowledge & attitude
d) Aware of Company policies
e) All the above
20. Once after training have you improved?
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Yes [ ] No [ ]
21. If Yes, why?
a) High b) Medium c) Low
22. If No, why?
a) Work is difficult
b) More time taken to complete the work
c) Not understandable
d) Training is different from work
23. Have you received payment while in training?
Yes [ ] No [ ]
24. Without training, what problems you expect?
a) Not understand the work b) Not known about Company Policies
c) Much time taken d) Not able to do the perfect work