MRF MBA Project report

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CHAPTER – I

INTRODUCTION

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1.1.1 INTRODUCTION

Training is act of increasing the knowledge and skill of employees for performing a

particular job. The major outcome of training is learning, a trainee learns new habits,

refined skills, and useful knowledge during the training that helps him to improve

the performance. It enables an employee to do his present job efficiently and prepare

himself for a higher job.

Training definition

Flippo has defined training “ as the act of increasing the skills of an

employee for during a particular job ’’

Training and development need = standard performance – actual

performance

Training is the most important technique of human resources development. At started

earlier no organization can get a candidate who exactly matches with the job and

organizational requirements; hence it is important to development employee and

make him suitable to job. The success of any organization to a greater extend depends

on the amount qualitative and timely training provided by organization.

Development

Any activity designed to improve the performance of existing managers and to

provide for a planned growth of managers to meet future original requirements is

management development..

Nature of training and development

1. Training refers to the process of imparting specific knowledge and skill.

2. Training programmers seek to broaden and develop the individual true

education.

3. Development refers mainly for the opportunities provided for growth of the

employees.

4. It is future and skill oriented.

5. It is based on the organizations objective.

6. It is an ongoing process.

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Role of training and development

Organization as a choice of whether to train its employees or not; the only choice

that method the primary concern of viability, and hence efficiency training impacts

skills and knowledge to employees in order to that contribute to efficiency and able to

copy up with pressures of changing environment. It can play the following roles in an

organization.

1. Increase in efficiency

Training plays active role in employees, it increasing skills for doing a job

better way. Employees can learn many things while he puts a job.

2. Increase in moral of employees

Morale is a mental condition of an individual or group which determines the

willingness to co-operative. High morale is evidenced by employee enthusiasm

voluntary conformation with regulations and willingness to co-operative with

other to achieve organizational objectives.

3. Better human relation

Training attempts to increase the quality of human relations in an organization.

Growing complexity of organization as led to various human problems like

alienation inter-personal and inters-group problems. It can overcome many of

these problems.

4. Reduce supervision

Trained employees require less supervision. They required more autonomy and

freedom. It can given is the employees are trained properly handle their job

without the help of supervision with reduced supervision a manger can

increase his span of management.

Method of training

1. On the job training

2. Off the job training

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1. On the job training

b) Job rotation

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

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

supervisor. This method gives an opportunity to the trainee to understand the

problems of employees on the other jobs and respect them.

c) Coaching

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

trainee the individual. The supervisor provides feed back to the trainee on his

performance and offers his some of duties and responsibilities of coach and

relieves him of his burden.

d) Job instruction

This method is also known as training through step by step under this method

trainer explains the trainee the way of doing jobs, knowledge and skills and

allows him to do the job.

e) Community assignment

Groups of trainees are given and asked to solve and actual organizational

problem it develops team work

2. Off the job training

Under this method, trainee is separated from jobs situations and his attention

is focused upon learning the material related to his future job performance.

The method follows;

a) Role playing

This is defined as a method of human interaction that involves realistic

behavior in imaginary situation, it involves action doing and practice. The

participants play role certain characters such as manager, mechanical

engineer, superintendents, maintenance engineer, quality control inspector,

foreman and workers.

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b) Lecture method

It is a traditional and direct method of instruction; the lecture must motivate

and create interest among the trainees. An advantage is direct and can be used

for a large of group of trainees, cost and time are reduced.

c) Conference of discussion

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

A group of people who pose idea examine and share facts. Discussion has

distinct advantage over lecture method that discussion involves two way

communications and hence feedback is provided. The participants free to

speak in a small group.

d) Programmed instruction

In recent year this method has become popular. Subject matter to be learned is

presented in series of carefully planned sequential units this unit is complex

levels of instruction, this units by answering questions or filling the banks this

method is expensive and time consuming.

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1. 1.2 COMPANY PROFILE

Evolution of MRF

It was late 1946, a period that was characterized by the indomitable spirit of

freedom, and the WILL TO WIN among Indians. A young pioneer called K M

MAMMEN MAPILLAI staged a small toy balloon manufacturing unit in a small

shed at Thiruvottiyur in Chennai. There were no machines in the unit but it had an

employee with bubbling enthusiasm innovative ideas and a great vision. He was the

owner himself it is only Tyre Company to straddle the subcontinent with in a gland

manufacturing facilities at Chennai. Arkonam, Kottayam, Goa, Medak and

Pondicherry.

MRF brands are the market leaders in almost every segment MRF brands are

Super lug : countries largest selling truck tyre.

Sakti : Largest selling radial car tyre.

Zigma : Largest selling radial car tyre.

Nylogrip : Largest selling two wheeler tyre.

Legent : Largest selling conventional car tyre.

MRF the largest products of pre – products retreated. It is an active to as 65 countries

with in India MRF straddles the sub continent with a country with a distribution

network of over 2005 outlets.

MISSION & VISION

“Vision of MRF to emerge as per eminent global players in the field of

polymers and make India a global super power in terms of technology and quality of

life”

“Mission of MRF to realize aero defect, zero break down, zero accidents, zero

pollution and their zero losses emerging times when performance standers are

become more strigent tyres to be tested on the most torturous tracing for this

purpose”.

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Product range

Automotive tyres are main products of the company

Truck tyres

Light truck tyres

Special tyres

Tyres for industrial applications

Agricultural tractor and tiller tyres

Off road tyres

Passenger tyres bias ply and radial

Two, three wheeler tyres

Specialized tyres for motor rallies

Non – tyres products

Automotive

Toys

Flaps

MRF metal coat

Conventional tread rubber

MRF wood coat

MRF KOTTAYAM UNIT

One of the most modern plants that where setup in 1969 at vadavathoor about 7

km from kottayam town in the state of Kerala. About 10 crores of land was purchased

in vadavathoor village during 1968 and the foundation stone for the factory building

was made by late Sri K M Cherian a factory building with in the area of 34200 s q flat

was constructed during the period of 1968 – 69 and 13 and ban bury of 3A size with a

capacity of mix of 10 meter per day was erected and commissioned on 21st July 1969,

with strength of seven workmen, but presently it is most advanced technology mixing

10 meter and full unit providing work and technology.

To enhance the mixing capacity Ban – bury 11D size with a capacity of 54

meter per day was established in 1972. The number of tube presses was increased to

45 presses. A fourth Ban – bury 11D size was installed in 1978 to meet the increasing

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demand for mix. At present 6000 toned of various compounds are dispatched to

different units. The level of the tube production has been technology and now it has

touched a level of 3 lack number per month. The present turnover of finished goods

of kottayam units as Rs = 350 crores per annum & present lack of production is 450

mt of PCTR per month. The working capital per month more than Rs 20 crores.

Trade unions

MRFEU- MRF Employees union

MRFEU- MRF Employees association

KOTTAYAM UNIT HAS 4 PLANTS

1. TUBE PLANT

2. TYRE PLANT

3. MIXING PLANT

4. PC TR PLANT

Products at kottayam plants

Products at kottayam plant Automotive tyres, tubes, conventional tread rubber,

pre – cued tread rubber, repair materials, vulcanizing solution, flap, bladder,

envelope, curing, bags and solid tyre.

International certifications

ISO 901 : 2000

ISO 14001 : 1996

ISO TS : 16949

CQC

Brand ambassadors

Indian opening batsman GAUTHAM GAMBIR is the main celebrity endorser

of MRF Ltd.

List of training program offered

1. Attitude training program

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2. Behavioral training program

3. Motivational training program

4. Performance training program

5. Employees training program

6. Society training program

1.2 STATEMENT OF THE PROBLEM

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Management development is aimed at preparing employees for future jobs

with the organization or at solving organization wide problems concerning the

acquiring or sharpening capabilities required for performing various tasks and

functions associated with their present or expected future roles.

The motive behind this study is to understand and learn the evaluation of

training and development programmes on the employees of MRF Pvt Ltd. Hence the

study is under taken to measure effectiveness of Training & Development at

Executive and Non- executive level at MRF, Pvt Ltd Kottayam. Training cannot be

measured directly but results in change in attitude and behavior that occurs as a result

of Training should be evaluated. So employee assessment should be done after

Training session by the management, to know the effectiveness of Training given to

the employee. Also analyze the views and opinion of the employees regarding the

programmes provided.

1.3 Objectives of the study

• To evaluate the effectiveness of the training programmes imparted by MRF.

• To know the perception of the employees on training methods in MRF PVT

LTD

• To determine the level of motivation among employees through training.

• To understand how training assists the employees to acquire and enhances

skills, knowledge and attitude.

1.4 Scope of the study

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Many training programs today are aimed at educating

employees about the firm’s most cherished values and (it is hoped) convincing

employees that these should be their values as well.

A training program should be established only when it is felt that it would

assist in the solution of specific operational problems. The most important step in the

first place is to make a thorough analysis of the entire organization, its operations and

man power resources available in order to find out the trouble spot where training

may be needed.

The study will help to know the present condition of the Training &

Development programmes, to know the expectations of the employees towards

Training and Development programmes and to know the willingness of the employees

towards Training and development programmes.

This will further help the organization to improve the programmes and can

build morale among employees which will in turn leads to the efficiency of the

organization

1.5 Limitations of the study

1.The study was based on the questionnaire method so the respondents

may give biased response.

2.The entire population could not be covered due to time constraints.

3.The validity of the study may change according to the situation

1.6 INDUSTRY PROFILE

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The Indian tyre industry has witnessed a cumulated annual growth rate of 7.7%

over the last decade. Through the replacement marked has driven industry growth for

a long time, the original equipment manufactures market has seen a robust growth

over the last 3 years. The truck and bus market is the largest segment of the industry,

accounting for approximately 70% of the industry turn over in terms of value. Tyre

production in tonnage terms grew at a healthy rate of 8.7% is 2006 - 2007.

Against that 2005-2006. The growth of 7.7% while tight commercial vehicle tyre

segment registered a growth tyre segment registered phenomenal growth of 148% and

147% respectively. Experts on the other hand not growth much, due to the slowdown

is MHCV tyre exports and have recorded a 0.3% growth, is tonnage terms. A few

years back the auto industry was sluggish and so also was the tyre industry, but there

has a dramatic shift since last 1-3 yrs, has vehicle production has considerably gone

up. The coming auto industry, with sales growing at a CAGR of 15.8% during 2007.

Has driven growth in the tyre industry keeping both the OEM and RDB. Tyre

production in tonnage healthy rate of 87% in 2005 – 06.

It is a major consumer of the domestic rubber constitutes 80% of the material

content in Indian tyres synthetic rubber constitutes only 20% of the rubber content of

a rubber is in India world wide the rate of natural rubber to synthetic rubber is 30:

70. Apart from natural and synthetic rubber chemical are also widely in tyre. Most of

the RSS – 4 grade natural rubbers required by the Indian tyre industry in domestically

sourced, with only the marginal amount being imported. This is an advantage for the

industry; since natural rubber constitutes 25% of total raw material cost of the tyres

mainly to types of tyres are Poly Bulladiene Rubber and Styone Butadiene Rubber.

Major market players and their market share

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Some of the major players in the Indian tyres company are M R F, Ceat and FR

industries. Apollo tyres, Bridgestone India, Good year India, Talcon tyres and TVS

srichakosa.

Name of the company Market share

MRF 24%

Apollo tyres 22%

JK industries 17%

Good years India 6%

Falcon tyres 2%

Other 29%

Total 100%

Indian tyre markets

Market for tyres can be broadly classified into 3 categories

Original Equipment market

Replacement market

Export market

Indian tyre industry – salient features

1. Adaptability and Absorption

Successful and fast absorption of international technology and availability of

technical expertise and professionals to absorb and implement technological

advancement.

2. Innovativeness

Several innovations were introduced to apply international technologies to

manufactures tyres suitable for Indian road condition.

3. Exports

Sustained export for over a decade to more than 50 countries. All large tyre

companies are exporting tyres of which 30% export is to USA.

4. Technological progression

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Within a span of 4 decades, technology had progressed as well as the tyre

industry had moved from cotton to high performance radical tyres.

5. Wide product range for diverse usage

From a moped or light motor cycle tyre weighting 1.5 kg to an earth moves

tyre weighting 1.5 tone tyre industries in India.

6. Indigenous and Ready availability

New vehicle manufactures while launching as a series of their latest models

has easy access to and ready availability of indigenous tyre of their respective

specification and matching of international standards.

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CHAPTER – 2

LITERATURE REVIEW

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LITERATURE REVIEW

A review of literature on evaluation of training was conducted to identify

methods of effectiveness evaluation for training programs. Five definitions of

evaluation were identified in the literature.

Phillips (1991) defined evaluation as a systematic process to determine the

worth, value, or meaning of something.

Holli and Calabrese (1998) defined evaluation as comparisons of an observed

value or quality to a standard or criteria of comparison. Evaluation is the

process of forming value judgments about the quality of programs, products, and

goals.

Boulmetis and Dutwin (2000) defined evaluation as the systematic process of

collecting and analyzing data in order to determine whether and to what degree

objectives were or are being achieved.

Schalock (2001) defined effectiveness evaluation as the determination of the

extent to which a program has met its stated performance goals and objectives.

Stufflebeam (2001) defined evaluation as a study designed and conducted to

assistsome audience to assess an object's merit and worth.Stufflebeam's (2001)

definition of evaluation was used to assess the methods of evaluation found in this

literature review. The reason for selecting Stufflebeam’s definition was based on the

applicability of the definition across multiple disciplines.Based on this definition of

evaluation, the Kirkpatrick Model was the most frequentlyreported model of

evaluation.

Phillips (1991) stated the Kirkpatrick Model was probably the most well

known framework for classifying areas of evaluation. This was confirmed in 1997

when the America Society for Training and Development (ASTD) assessed the

nationwide prevalence of the importance of measurement and evaluation to human

resources department (HRD) executives by surveying a panel of 300 HRD executives

from a variety of types of U.S. organizations. Survey results indicated the majority

(81%) of HRD executives attached some level of importance to evaluation and over

half (67%) used the Kirkpatrick Model. The most frequently reported challenge was

determining the impact of the training (ASTD, 1997). Lookatch (1991) and ASTD

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(2002) reported that only one in ten organizations attempted to gather any results-

based evaluation.

In 1952, Donald Kirkpatrick (1996) conducted doctoral research to evaluate

a supervisory training program. Kirkpatrick’s goal was to measure the participants’

reaction to the program, the amount of learning that took place, the extent of behavior

change after participants returned to their jobs, and any final results from a change in

behavior achieved by participants after they returned to work. From Kirkpatrick’s

doctoral research, the concept of the four Kirkpatrick measurement levels of

evaluation emerged. While writing an article about training in 1959, Kirkpatrick

(1996) referred to these four measurement levels as the four steps of a training

evaluation. It is unclear even to Kirkpatrick how these four steps became known as

the Kirkpatrick Model, but this description persists today (Kirkpatrick, 1998). As

reported in the literature, this model is most frequently applied to either educational or

technical training.

Kirkpatrick’s first level of measurement, reaction, is defined as how well the

trainees liked the training program. The second measurement level, learning, is

designated as the determination of what knowledge, attitudes, and skills were learned

in the training. The third measurement level is defined as behavior. Behavior outlines

a relationship of learning (the previous measurement le vel) to the actualization of

doing. Kirkpatrick recognized a big difference between knowing principles and

techniques and using those principles and techniques on the job. The fourth

measurement level, results, is the expected outcomes of most educationa l training

programs such as reduced costs, reduced turnover and absenteeism, reduced

grievances, improved profits or morale, and increased quality and quantity of

production (Kirkpatrick, 1971).

Numerous studies reported use of components of the Kirkpatrick Model;

however,no study was found that applied all four levels of the model. Although level

one is the least complex of the measures of evaluation developed by Kirkpatrick, no

studies were found that reported use of level one as a sole measure of training. One

application of the second level of evaluation, knowledge, was reported by Alliger and

Horowitz (1989). In this study the IBM Corporation incorporated knowledge tests into

internally developed training. To ensure the best design, IBM conducted a study to

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identify the optimal test for internally developed courses. Four separate tests

composed of 25 questions each were developed based on ten key learning

components. Four scoring methods were evaluated including one that used a unique

measure of confidence. The confidence measurement\ assessed how confident the

trainee was with answers given. Tests were administered both before and after

training. Indices from the study assisted the organization to evaluate the course

design, effectiveness of the training, and effectiveness of the course instructors. The

development of the confidence index was the most valuable aspect of the study.

Alliger and Horowitz stated that behavior in the workplace was not only a function of

knowledge, but also of how certain the employee was of that knowledge.

Phillips and Pulliam (2000) reported an additional measure of training

effectiveness, return on investment (ROI), was used by companies because of the

pressures placed on Human Resource Departments to produce measures of output for

total quality management (TQM) and continuous quality improvements (CQI) and the

threat of outsourcing due to downsizing. Great debate was found in the training and

development literature about the use of ROI measures of training programs. Many

training and development professionals believed that ROI was too difficult and

unreliable a measure to use for training evaluation (Barron, 1997). One study was

found by a major corporation that measured change in productivity and ROI of a

training program (Paquet, Kasl, Weinstein, & Waite, 1987).

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CHAPTER – 3

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

There are two basic approaches to research, viz quantitative approach and qualitative

approach. The former involves the generation of data in quantitative form which can

subjected to rigorous quantitative analysis in a formal and rigid fashion. This

approach can be further sub classified into inferential, experimental and simulation

approaches to research. The purpose of inferential approach to research is to form a

database from which to infer characteristics or relationships of population. This

usually means survey research where a sample of population is studied to determine

its characteristics. Experimental approach is characterized by much greater control

over the research environment and in this case some variables are manipulated to

observe their effect on other variables. Simulation approach involves the construction

of an artificial environment within which relevant information data can be generated.

This permits an observation of the dynamic behavior of a system (or its sub- system)

under controlled conditions. Simulation approach can also be useful in building

models for understanding future conditions.

Qualitative approach to research is concerned with subjective assessment of

attitude, opinion and behavior. Research in such a situation is function of research’s

insights and impression. Such an approach to research generates results either in non-

quantitative form or in the form, which are not subjected to rigorous quantitative

analysis.

3.1 RESEARCH DESIGN

DESCRIPTIVE RESEARCH

Descriptive research includes surveys and fact-findings enquiries of different

kinds. The major purpose of descriptive research is description of the state of affairs as

it exists at present. The main characteristic of this method is that the researcher has no

control over the variables; he can only report what has happened or what is happening.

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3.2 DATA COLLECTION USED

The source of data collection used in this project is

1. Primary Source

2. Secondary Source

1. Primary Source

The primary sources of data used in this project are direct observation and

questionnaire. Questionnaire is given and interviewed officer and employees of the

organization.

2. Secondary Source

Secondary source of data used in this project is company publications, reports

and records of training and development activities done by the organization.

3.3 SAMPLING DESIGN

Stratified Random Sampling

In this method, population is divided into different sub population known as ‘Strata’.

Item in each stratum are homogeneous. From each stratum items are selected by

simple random method and such sub samples are brought together to form the total

sample. It ensures greater accuracy.

It may be looked as special form of stratified sampling. In this method the

interviewer is told in advance the number of sampling units he has to examine, which

constitute his quota within the quota the selection of sample item depends on personal

judgment.

SAMPLING METHOD ADOPTED

Convenience important method is used for this study.

SAMPLING UNIT

Employees of MRF Ltd. Kottayam is taken as sample unit.

SAMPLING SIZE

The sample size is taken from the survey of 122 respondents.

3.4 QUESTIONNAIRE

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A questionnaire consists of a number of questions printed in a definite order on a set

of forms. The respondents have to answer to questions.

3.5 TOOLS OF RESEARCH

The various tools in research include the following:

3.5.1Percentage Analysis

In this project percentage method test was used. The percentage method is used to

know the accurate percentages of the data we took, it is easy to graph out through the

formula

No of respondent

Percentage of respondent = Total no. of Respondents × 100

From the above formula, we can get percentages of the data given by the respondents.

3.5.2 CORRELATION

Correlation is the statistical tool which studies the relationship between two variables, and

correlation analysis involves various methods and techniques used for studying and

measuring the extent of the relationship between two variables.

∑dxdy

r =

3.5.3 Chi square

The Chi-square is one of the most widely used non-parametric tests in statistical work.

The Chi-square was first used by Karl Pearson in the year 1900.

It is defined as

X2 = ∑ [O-E]

Chi- square is applicable to a very large number of problems in practice. With the

help of test we can find out whether two or more attributes are associated or not.

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CHAPTER-4

ANALYSIS AND INTERPRETATION

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Table- 4.1

Department wise classification.

No Departments No. of employees %

1 Tyre 65 53.29

2 PC tyre 32 26.23

3 Tube 25 20.48

Total 122100

Figure -4.1

Department wise classification.

Inference

The above table shows that 53% of employees belong to tyre department and 26%

employees belong to Pc tyre department and rest belongs to tube department.

Table 4.2

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Age-wise distribution of workers

No Category No. of employees %

1 Below 25 15 12.3

2 25-35 38 31.15

3 Above 35 69 56.55

Total 122100

Figure 4.2

Age -wise distribution of workers

Inference

The above table shows that majority (56.55%), of the employees are age above35, and

(31.15%) of employees are in the age between 25-35 years and (12.3%) of employees

are in the age of below 25 years.

Table4.3

Experience of the Workers

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No Category No of employees %

1 Below 5 years 15 12.29

2 5-10 years 33 27.05

3 Above 10 years 74 60.66

Total 122 100

Figure -4.3

Experience of the workers

Inference

The above table shows that the 60.66% of respondents have an experience of above

10 years, 27.05 % respondents have an experience of 5 to 10 years and 12.29%

respondents have an experience of below 5 years. From this we can understand that

majority of the respondents have the experience of more than 10 years.

Table4.4

Awareness of the training programme

No: Category No: of Employees %

27

1 Yes 122 100

2 No 0 0

Total 122 100

Figure-4.4

Awareness of the training programme

Inference:

Above table shows that 100% of respondents having awareness of the training

programmes.

Table-4.5

No: Category No: of employees %

1 Yes 122 100

28

2 No 0 0

Total 122 100

Employee participation in any of the training programmes

Figure -4.5

Employee participation in any of the training programmes

Inference

Graph clearly indicates that 100% of employees are attended the training

programmes.

Table-4.6

Classification of employees by number of the training sessions

attended.


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1 Below 5 times 69 56.56

2 5-10 30 24.59

3 Above 10 times 23 18.85

Total 122 100

Figure -4.6

Classification of employees by number of the training sessions

attended

Inference

The above table shows that majority of the employees are attended training

programme below 5 times (56.56%), 24.59% of the employees are attending in the

training programme between 5-10 times and 18.85% of the employees are attending

in the above 10 times.

Table-4.7

Classification of employees by the kinds of training program

attended

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1 On the job training 110 90.16

2 Off the job training 12 09.84

3 Both 0 0

Total 122 100

Figure -4.7

Classification of employees by the kinds of training program

attended

Inference

The table shows that 90.16% responded that the company conducted on the

job training, 09.84% responded that the company conducted off the job training, the

majority of the respondents attending on the job training programme.

Table-4.8

Opinion in training programs effectiveness in developing their

personality

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1 Yes 69 56.56

2 No 53 43.44

Total 122 100

Figure -4.8

Opinion in training programs effectiveness in developing their

personality

Inference

Above table shows that 56.56% of employees say that training programme help to

develop your personality and 43.44% says that training programme not help to

develop your personality. Majority of respondents says training programme help to

develop their personality

Table-4.9

Employee’s opinion on training programs effectiveness in creating

relationship to employers and employees.

32


1 Yes 95 77.87

2 No 27 22.13

Total 122 100

Figure -4.9

Employee’s opinion on training programs effectiveness in

creating relationship to employers and employees.

Inference

Above table shows that 77.87% of employees says that good relationship

between employer and employees and 22.13% says that not a good relationship

between employer and employees. Majority of respondents’ good relationship

between employers and employees in the training programme.

Table -4.10

Opinion on training and development effectiveness in setting their

goal.


33

1 Yes 43 35.25

2 No 79 64.75

Total 122 100

Figure -4.10

Opinion on training and development effectiveness in

setting their goal.

Inference

Above table shows that 35.25% of employees say that training programme help to set

goal properly and 64.75% says that training programme not help to set goal properly.

Majority says that training programme not help to set goal properly

Table-4.11

Opinion on communication of objectives and scope of training programmes.


1 Very good 9 07.38

2 Good 47 38.53

34

3 Average 20 16.39

4 Poor 25 20.49

5 Very poor 21 17.21

Total 122 100

Figure -4.11

Opinion on communication of objectives and scope of training

programmes.

Inference

38.53%of employees evaluate that objective and scope of training are good for

them and 20% of employees finds it as poor ,17% of employees evaluates it as very

poor and 16% finds it as average and rest belongs to very good.

Table-4.12

Opinion on effectiveness training materials.


1 Very good 12 09.84

2 Good 59 48.36

3 Average 30 24.59

35

4 Poor 20 16.39

5 Very poor 1 00.82

Total 122 100

Figure -4.12

Opinion on effectiveness training materials.

Inference

From the above table shows that 09.84% of respondents are very good opinion about

the rate of effectiveness in training materials, 48.36% have a good opinion about the

rate of effectiveness in training materials, 24.59% have an average opinion about the

rate of effectiveness in training materials, 16.39% have poor opinion about the rate of

effectiveness in training materials, and 00.82% are very poor about the rate of

effectiveness in training materials.

Table-4.13

Opinion on training programmers


1 Very good 11 9.02

2 Good 45 36.88

36

3 Average 40 32.79

4 Poor 21 17.21

5 Very poor 5 4.1

Total 122 100

Figure -4.13

Opinion on training programmers

Inference

The table show that the 9.02 % of respondets have very good Satisfaction in

training programmers meet your needs, 36.88 % responds that good Satisfaction in

training programmers meet your needs and 32.79 % have the average Satisfaction in

training programmers meet your needs and 17.21% have the poor Satisfaction in

training programmers meet your needs, 4.1% have the opinin of very poor

Satisfaction in training programmers meet your needs.

Table-4.14

Opinion of employees on query handling method in training

programs.


1 Highly satisfied 0 0

37

2 satisfied 45 36.89

3 Less satisfied 40 32.78

4 Dissatisfied 37 30.33

5 Highly dissatisfied 0 0

Total 122 100

Figure -4.14

Opinion of employees on query handling method in training

programs.

Inference

The table shows that the trainers in MRF are very good in query handling of

trainees.36.89 % of respondents are satisfied in query handling procedure and 32.78

% are less satisfied, 30.33% are dissatisfied. None of them are highly satisfied or

highly dissatisfied. It represents that the trainers in MRF are effective in query

handling.

Table-4.15

Opinion on trainers


1 Very good 7 5.72

2 Good 56 45.92

38

3 Average 50 40.98

4 Poor 9 7.38

5 Very poor 0 0

Total 122 100

Figure -4.15

Opinion on trainers

Inference

The table shows that 5.72 % of respondents think that the coordination among

trainer and trainee are very good in MRF and 45.92% think that it is good. And

40.98% respond that it is average, 7.38%respond that are very poor. None of them

have the opinion of very poor

Table-4.16

Opinion on the class room training which help the practical work


39

1 yes 50 40.98

2 No 72 59.02

Total 122 100

Figure -4.16

Opinion on the class room training which help the practical work

Inference

The table shows that the 40.98% employees are say that the class room

training help the practical work and 59.02% of employees are say that the class room

training not helps the practical work, the majority of respondents says that the class

room training not help the practical work

Table-4.17

Opinion on method of training


40

1 yes 69 56.56

2 No 53 43.44

Total 122 100

Figure -4.17

Opinion on method of training

Inference

The table shows that the 56.56% employees are say that Satisfy with the

method of training and 43.44% of employees are not Satisfy with the method of

training. The majority of employees are say that Satisfy with the method of training

Table-4.18

Availability of facilities used for training like LCD, Seating

arrangements etc…

No Particulars Respondents Percentage

41

1 Yes 95 77.87

2 No 27 22.13

Total 122 100

Figure -4.18

Availability of facilities used for training like LCD, Seating

arrangements etc…

Inference

The table shows that the, 77.87% respondents say that LCD, seating

arrangements facilities are used in training programme and, 22.13% responded says

that not used the facilities, the majority of respondents say that LCD, seating

arrangements facilities are used in training programme

Table-4.19

Availability of feedback system.

42


1 Yes 74 60.66

2 No 48 39.34

Total 122 100

Figure -4.19

Availability of feedback system.

Inference

The table shows that 60.66% responded says that the company is taking

feedback from them, while 39.34% responded that the company is not taking

feedback after the training programme. The majority responded that the company is

taking feedback after the training programme.

Table -4.20

Revision of training programmes based on the feedback from the

trainee.


43

1 Yes 38 31.15

2 No 84 68.65

Total 122 100

Figure -4.20

Revision of training programmes based on the feedback from the

trainee

Inference

The table shows that the ,31.15% responded that the feedback collected by the

company has been revised properly for the next training programmer, 68.65%

responded that the feedback collected by the company has not been revised properly

for the next training programmers .

Table-4.21

Satisfaction level of employees on the training program available in

MRF


44

1 Highly satisfied 4 3.28

2 Satisfied 80 65.58

3 Less satisfied 16 13.11

4 Dissatisfied 20 16.39

5 Highly dissatisfied 2 1.64

Total 122 100

Figure -4.21

Satisfaction level of employees on the training program available in

MRF

Inference

The table shows that 3.28 % of the respondents are highly satisfied with the

training programmes and 65.58 % of the respondents are satisfied with the training

programmes, 13.11% of the respondents are less satisfied with the training

programmes, 13.39% of the respondents are dissatisfied with the training programmes

and 1.64% of the respondents are highly dissatisfied with the training programmes

ANALYSIS USING CORRELATION

Problem showing the relationship how the effectiveness of training materials

meet the training needs of respondents.

6Effectiveness of training material used in MRF

Training programmes meet your needs

45

X Y

12 11

59 45

30 40

20 21

1 5

122 122

CALCULATION OF CORRELATION

∑dxdy

r =

X Y dx Dy dx2 dy2 Dxdy

12 11 -12.4 -13.4 153.76 179.56 166.16

59 45 34.6 20.6 1197.16 424.36 712.76

30 40 5.6 15.6 31.36 243.36 87.36

20 21 -4.4 -3.4 19.36 11.56 14.96

1 5 -23.4 -19.4 547.56 376.36 453.96

122 122 1949.2 1235.2 1435.2

Correlation =0.92

Interpretation

The tables clearly show that the training material meets the training needs

of the respondents. The required answer is exactly in between -1 and +1.Therfore it

states that company give more importance for meeting the training needs.

46

CALCULATIONS OF CHI – SQUARE

Training programmes and satisfactory level of of respondents.

Experience Scope of training Total

47

of workers Very

good

Good Average Poor Very

Poor

Below 5

years

2 5 3 2 3 15

5-10 years 3 10 10 8 2 33

Above 10

years

4 32 7 15 16 74

Total 9 47 20 25 21 122

H(o) = There is no significant relationship between experience of the workers and

satisfactory level of of respondents.

H(1) = There is a significant relationship between experience of the workers and

satisfactory level of of respondencts.

Degree of Freedom

(C-1) (R-1)

(5-1) (3-1)

4*2=8

5% significant level of table value = 15.507

The Calculate Value = 5.197

The Table Value = 15.507

Chi-Square Table

Observed Expected O-E O-E2 (O-E)2/E

48

Frequencies Frequencies

2 0.491 1.509 2.278 4.639

5 5.778 -0.778 0.605 0.105

3 2.459 0.541 0.293 0.119

2 3.073 -1.073 2.375 0.772

3 2.581 0.419 0.176 0.068

3 2.434 0.566 0.320 0.131

10 12.713 -2.713 7.360 0.579

10 5.409 4.591 21.077 3.896

8 6.762 1.238 1.533 0.226

2 5.680 -3.68 13.542 2.384

4 5.459 -1.459 2.129 0.389

32 28.508 3.492 12.194 0.427

7 12.131 -5.131 26.327 2.170

15 15.163 -0.163 0.027 0.002

16 12.737 3.263 10.647 0.836

Total 16.746

Interpretation

Here the Calculated value is 16.746 and table value is 15.507. Since the table

value is less than calculated value so the Null Hypothesis is rejected. I.e. there has no

significant relation between experience of the workers and satisfactory level of

employees.

49

CHAPTER-5

FINDINGS AND CONCLUSION

5.1 FINDINGS

50

The researcher found that the 53% of employees belong to tyre department.

The majority 56.55% of the respondents are age above35.

The researcher found that 60.66% of respondents have an experience of above

10 years, 27.05 % respondents have an experience of 5 to 10 years.

The 100% of respondents having awareness of the training programmes.

The 100% of employees are attended the training programmes

The employees are attended training programme below 5 times (56.56%).

The 90.16% respondents that the company conducted on the job training.

The 56.56% of respondents say that training programme help to develop your

personality.

The 77.87% of respondents says that good relationship between employer and

employees.

The researcher 64.75% says that training programme not help to set goal

properly.

38.53%of respondents evaluate that objective and scope of training are good

for them.

The researcher found that 48.36% have a good opinion about the rate of

effectiveness in training materials.

36.88 % respondents that good Satisfaction in training programmers meet

your needs

The trainers in MRF are very good in query handling of trainees.36.89 % of

respondents are satisfied in query handling procedure.

Respondents think that the coordination among trainer and trainee are very

good in MRF, 45.92% think that it is good.

The 40.98% respondent are say that the class room training help the practical

work and 59.02% of respondent are say that the class room training not helps

the practical work

The 56.56% respondents are say that Satisfy with the method of training

The researcher found that 77.87% respondents say that LCD facilities are

more available in the company.

The 60.66% respondent says that the company is taking feedback from the

available training.

51

The 68.65% responded that the feedback collected by the company has not

been revised properly for the next training programmers.

The 65.58 % of the respondents are satisfied with the training programmes.

Therefore it states that company gives more importance for meeting the

training needs.

There is no significant relation between training methods and satisfactory level

of employees.

5.2 SUGGESTIONS

52

The department’s head should assess the Training and Development needs of

subordinates. This assessment may increase the level of training effectiveness by

the enhancement of good inter-personal relationship.

Identification of employees for Training and Development programmes should

be done more objectively.

Introduce more training programmes which will benefit for both employer &

the employee.

Importance should be given for training to lower level employees by including

subjects like Communication skill.

The Management should endeavor to bring trainers from highly talented

companies and thereby it helps to promote unique talents among employees.

Visit to related companies will help to know the methods of training adopted

by them to deliver high potentials.

Introduce training programmes on quality control to improve quality of

manufactured products.

Latest training techniques of learning must be used through LCD, CD’s,

internet etc.

The Company can explore to include on–line training programmes for

understanding latest developments in the industry.

53

5.3 CONCLUSION

The employee in every organization works for the betterment of the

organization and so is MRF Pvt Ltd. It is a pioneer in the tyre industries, and has

embedded its name in the field of Human Resources and its practices.

The study concluded that the overall effectiveness of the training program, is

good and it can also achieve the level of excellence in the future by making some

possible changes in its training. Employees are benefiting by attending Effective

training programmes in the organization.

The organization also benefits by having employees with more skills who are

more productive. And the company lays good foundation for career growth of the

employees through Training & Development programmes.

More emphasis should be given for quality control methods in the training

programmes. The introduction of new or innovative process of Training Programme

one to the existing level will surely help this organization to reach greater heights in

the years to come.

54

ANNEXURE

QUESTIONNAIRE FOR TO EVALUATE THE TRAINING AND

DEVELOPMENT PROGRAMMES IN MRF PVT LTD

Name : Department :

Designation :

Age : Below 25 25-35 Above 35

Gender : Male Female

Experience : Below 5 years 5-10 Above 10 years

1. Are you aware of the training programmes in MRF?

Yes no

2. Are you attended any training programmes?

yes no

3. If how many times?

Below 5 times 5-10 Above 10 times

4. In which type of training you have attended?

On the job training off the job training Both

5. Do you think that you need training in any areas

Yes No

If yes please mention the areas

…………………………………………………………………………..

55

6. Do you think that the training available in MRF helps you to develop

personally and professionally?

Yes No

7. Do you think that the training programme can create a good relation with

employers and employees?

Yes No

8. The training need can be identified only if we set our goals properly. Did you

set your goals properly?

Yes No

9. Objectives and scope of training programmes should be communicated first.

How clearly the objectives are communicated in MRF training programmes?

Very good Good Average Poor Very poor

10. Please rate the effectiveness of training materials used in MRF


11. The training programme should meet the training needs of the participants.

How well the programmes in MRF meet your needs?


12. Are you satisfied with the query handling method of your trainers at the time

of training?\

Highly satisfied Less satisfied Satisfied Dissatisfied Highly

dissatisfied

13. How do you evaluate your trainers?


56

14. Are you satisfied with the Class room training in helping practical work?

Yes No

15. Are you satisfied with the training Facilities like LCD, Seating arrangements

etc...

Yes No

16. Are you satisfied with the method of training implemented?

Yes No

17. Are you been asked to given training feedback after the Training and

Development Programmes?

Yes No

18. Did the company revised training programmes based on the feedback from the

trainee

Yes No

19. How do you evaluate the training programme available to you in MRF?

Highly satisfied satisfied less satisfied dissatisfied highly dissatisfied

20. Other comments for improving your training programmes

57

BIBLIOGRAPHY

Books

C. R KOTHARI Research Methodology second revised edition in 2004

published by new age international publishers in new Delhi.

Company Record

Training Records

Websites

www.mrf.com

www.yahoo.com

www.google.com

www.wikipedia.com

http://www.wikipedia.com/

http://www.google.com/

http://www.yahoo.com/

http://www.mrf.com/

Documents

MRF MBA Project report