AN ACCENTUAL ANALYSIS ON TRAINING AND DEVELOPMENT TOWARDS EMPLOYEES PERFORMANCE IN DELPHI TVS

Undertaken at DELPHI TVS, MANNUR

Project Report Submitted by

GIRISH KANAKARAJ.A.R (35080183)

A PROJECT REPORT Submitted to the

SRM SCHOOL OF MANAGEMENT in partial fulfillment of the requirements for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION

SRM UNIVERSITY KATTANKULATHUR, KANCHEEPURAM-603203

MAY -2010

BONAFIDE CERTIFICATE

This is to certify that this project report titled AN

ACCENTUAL ANALYSIS ON

TRAINING AND DEVELOPMENT TOWARDS EMPLOYEES PERFORMANCE IN DELPHI TVS is the bonafide work of
Mr. GIRISH

KANAKARAJ.A.R 35080183 who carried out the research under my supervision. Certified further,
that to the best of my knowledge the work reported here does not from part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

INTERNAL GUIDE

HEAD OF THE DEPARTMENT

Assessedby

INTERNAL EXAMINER

EXTERNAL EXAMINER

DECLARATION
I, GIRISH KANAKARAJ.A.R (35080183) student of Department of Management Studies, SRM SCHOOL OF MANAGEMENT STUDIES , hereby state that the project report on

AN ACCENTUAL ANALYSIS ON TRAINING AND DEVELOPMENT TOWARDS EMPLOYEES PERFORMANCE IN DELPHI TVS
work. for the partial fulfillment of Master of Business Administration course of the SRM University Chennai is my original

PLACE: CHENNAI

GIRISH KANAKARAJ.A.R

DATE:

ABSTRACT
This project work has been conducted in Delphi tvs. It is the one of the leading manufacturing diesel system limited.

AN ACCENTUAL ANALYSIS ON TRAINING AND DEVELOPMENT TOWARDS EMPLOYEES PERFORMANCE IN DELPHI TVS. The main objective of the study is to
measure the effectiveness of training programme. The secondary objectives is to find out whether the training provided to the employees and to find out the fulfillment of training programme to employees

This study has been compiled with the help of primary data and secondary data. Primary data were collected from 100 respondents with the help of structured Questionnaire method. the data were collected from all the employees in the organization. The Secondary sources of data were collected through company profile, organization Website and other related library books.

ACKNOWLEDGEMENT

First of all I thank ALMIGHTY for the grace bestowed on me to complete this project work.

I owe my sincere thanks to Dr. JAYSHREE SURESH., School of Management, SRM University who provided me an opportunity to do this project work. I record my sincere thanks to Prof., NISHAASHOKAN, Faculty of MBA School of Management, SRM University for consistent motivation and support to complete this project. I wish to thank my institutional guide Mr.RAJAN, for her valuable suggestions and support throughout this project.

I would like to extend my thanks to all my department staff members for their kind co-ordination.

GIRISH KANAKARAJ.A.R

 TABLEOFCONTENT

CHAPTER
I

TITLE
1.1 INTRODUCTION 1.1 INTRODUCTION 1.2 OBJECTIVES OF THE STUDY 1.3 SCOPE OF THE STUDY 1.4 NEED OF THE STUDY 1.5 LIMITATIONS OF THE STUDY 1.6 COMPANY PROFILE 1.8 REVIEW OF LITERATURE 1.9 RESEARCH METHODOLOGY 2.1 STATISTICAL TOOLS 3.1DATA ANALYSIS AND INTERPRETATION 3.1.1 PERCENTAGE ANALYSIS 4.1 SUMMARY AND CONCLUSION 4.1. FINDINGS 4.2.SUGGESTIONS 4.3.CONCLUSION BIBLIOGRAPHY APPENDIX

PAGE NO

II III

1 13 14 15 16 17 20 22 24 25 26

IV

62 64 65 66 67

LIST OF TABLES TABLE NO 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 3.16 3.17 3.18 TITLE Respondents age Gender Educational qualification Experience I am aware of the training programmes Organized in my organization The training programs offered by your organization Have you attend any training programes If yes whether the training programs were useful or not If useful how far the training programs are helpful In your opinion , what futures make up ideal and valuable training programs The training programmes are directly related to your job If yes are you able them on your job Are the facilities provided during the training program adequate or inadequate Productivity improved after your training programme Is the number of days allotted for a training programme sufficient What are the areas in which improvement is required The number of training programmes you have attend after the induction training programme Training programmes help for better performance PAGE NO 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60

LIST OF CHARTS CHART NO 3.1.1 3.2.2 3.3.3 3.4.4 3.5.5 3.6.6 3.7.7 3.8.8 3.9.9 3.10.10 3.11.11 3.12.12 3.13.13 3.14.14 3.15.15 3.16.16 3.17.17 3.18.18 TITLE Respondents age Gender Educational qualification Experience I am aware of the training programmes Organized in my organization The training programs offered by your organization Have you attend any training programes If yes whether the training programs were useful or not If useful how far the training programs are helpful In your opinion , what futures make up ideal and valuable training programs The training programmes are directly related to your job If yes are you able them on your job Are the facilities provided during the training program adequate or inadequate Productivity improved after your training programme Is the number of days allotted for a training programme sufficient What are the areas in which improvement is required The number of training programmes you have attend after the induction training programme Training programmes help for better performance PAGE NO 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61

1.1 INTRODUCTION

Training and development program in the Delphi TVS are taken up in a systematic &strategic manner.

This project work provides me an opportunity to understand the

companies

strategies and the various training program launched by the company through on enrich of environment and experts faculty development tit company analyze to help them to achieve maximum growth & and training procedure adopted by the & thus based on these

various methodologies

to identify the training needs of its employees

requirements the training imparted to the employees in order to correct deficiencies and to further strengthen their strong points.

INTRODUCTION OF TRAINING AND DEVELOPMENT:

Give a man on fish, and you have given him meal teach man to catch flash, and you have given him a livelihood. This ancient cines proverb seems to describe the underlying rational of all no industrial organization can long ignore the training and development needs of its employees without seriously inhabiting its performance. Even the most careful selection does not eliminate the need for training, since people are not mould to specification and rarely meet the demands of their jobs adequately. Poverty stricken India spends $45 billion on training each year. Expeditious of such magnitidious call for a periodic look. Training in particular needs such scrutiny.

TRAINING: It refers to the acquisition of knowledge, skills and competencies as a result of the teaching of vocational or tactical skills and knowledge that result to specific useful skills . It forms the core of apprenticeships and provides the book bone of content at technical colleges and polytechnics. Today its often to a professional development. A persons performance is improved by showering her how to master a new or established technology.

DEVELOPMENT: This term is often viewed as ongoing multi-faceted set of activates (training activates among them) to bring someone or on organization up to another these hold of performance this development after includes a wide variety of methods. T&D is the field concerned with work place learning to improve performance. Such training can be generally categorized as on-the job or off-the job.

On-the job: Describes training that is given in a normal working situation using the actual tools, equipment, documents or materials that they will use when fully trained on-the job training is usually most effective for vocational work.

Off-the job training: It takes place away from normal work situation which means that the employees is not regarded as productive work when training is taken place. At a glance, we find that training gives the following results:

1. Growth, expansion and modernization cannot take place without trained manner. 2. It increase productivity and profitability, reduces cost & finally enhance skill and knowledge of the employee. 3. Prevents obsolescence. 4. Help in developing a problem solving attitude.

Typical reasons for employee T&D: T&D can be imitated for a variety of reasons for on employee or group of 1. When a performance appraisal performance improvement is needed. 2. To benchmark the status of improvement so far in a performance improvement effort. 3. As part of an overall professional development program. employees:

General benefits from employee T&D: There are numerous reasons for supervisors to conduct training among employees. These reasons include: 1. Increased job satisfaction and morale among employees 2. Increased employees motivation. 3. Increase efficiencies in processes, resulting in financial gain 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 an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

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.

Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the

learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Systematic Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.

3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When thetrainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without

lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Training and Development in Automobile Sector

The Indian automobile sector is growing at a rate of about 16% per annum and is now going to be a second fastest growing automobile market in the world. The sector is going through a phase of rapid change and high growth. With the coming up of new projects, the industry is undergoing technological change. The major players such as, Honda, Toyota, Bajaj, Maruti are now focusing on mass customization, mass production, etc. and are expanding their plants.

According to National Development and Reform Commission (NDRC), Indias auto making capacity is expected to become 15 million units by the end of the year 2007 exceeding the yearly demand of about 7 million units.

This rapid expansion is because of growing urbanization, rise in the standard of living of consumers, easy availability of finance, liberalization, privatization, and globalization of Indian Industry. This rapid expansion has created lots of job opportunities. Interested one in this sector has to specialize in automobile/mechanical engineering.

Currently, Automobile in India is retaining around 10 million employees and is expected to employ more people in near future. Unorganized sector in employing 67% people while, organized sector is employing only 33% people, which is a major drawback for automobile sector. With this rapid expansion and coming up of major players in the sector, the focus is more on the skilled employees and the need of human resource development has increased. The companies are looking for skilled and hard working people who can give their best to the organization. Various companies are opening training institutes to train interested ones in this sector, like Toyota has recently opened Toyota Technical Training Institute (TTTI) near Bangalore that will offer 4 courses in automobile assembly, mechatronics (a combination of mechanical and industrial electronics), automobile weld and automobile paint. TTTI will provide both a high standard of education and training in automotive

technology as well as employment opportunities.

TRAINING AND DEVELOPMENT AT DELPHI TVS

The scope of training and development wing at DELPHI TVS is to improve their skills and knowledge. There are two types of training programs at DELPHI TVS they are, 1. Induction training 2. Regular training

The training department at DELPHI-TVS emphasis on CONTINUING EDUCATION. They also take care about CORPORATE SOCIAL RESPONSIBILITY.

PROCESS OF INDUCTION TRAINING:

The process of induction training is divided into five different types theyare classified on manpowers five type of qualification 1. GET 2. DIPLOMA TRAINEES 3. +2 APPRENTICES 4. SHORT TERM MANPOWER 5. LATERAL ENTRY INDUCTION

GET:

It is hiring engineering graduates It is one year training program 4 months its knowledge based training given to the students. 5 months skill based training ,it gives in depth knowledge in their field.

3 months every employee must develop a project and they are evaluated based on their project submitted.

DIPLOMA TRAINEES:

It selecting diploma holders through campus interviews and training is given for two years 4 months knowledge based training is given first After 4 months ,they are put in line for the next 20 months ,based on their performance they are given further training .

+2 APPRENTICES:

They are hired for the position of OPERATORS. The training is given for 3 years. 3 months the training given is more of soft skills and its less technical

SHORT TREM MANPOWER:

They are short term trainees They are recruited for a years time The classes for them are for a week After the class they are put in line ,but as TRAINESS . After a years work ,they will be provided with a certificates

LATERAL ENTRY INDUCTION:

This is recruitment of people with experience

The induction is only for 15 days ,the persons visits various department and talks with the head of the department to know about the functions of various departments

This training is only through interaction

PROCESS OF REGULAR TRAINING:

The process of regular training follows eight steps which are listed below in detail:

STEP 1: TRAINING NEEDS IDENTIFICATION: This is identifying the need for training or in which area training should be given etc.This is done in four ways: Skills are assessed Training matrix is prepared It is done by his own head The final step is through performance appraisal

STEP 2: ANALYSIS AND CONSOLIDATION OF TRAINING NEED:

The identified needs are analyzes and decided what all can be done ,how it should be executed etc.

STEP 3: TRAINING PALN AND BUDGET:

The training plan is put and the fund that will be needed is estimated and the estimate is submitted to the management for the allocation for funds .

STEP 4: PREPARING TRAINING CALENDAR:

This is to ensure that the employee get that entire he needs to develop his skills and knowledge for this a calendar is prepared for every six months and one month time and given to all departments to check with who all has attended the training program and who are yet to attend.

STEP 5: ORGANIZING TRAINING PROGRAM:

This step is before the execution of the program, its about deciding the module of the program, arranging the staff, fixing the venue etc

STEP 6: CONDUCTING TRAINING PROGRAM:

This step is execution of the program

STEP 7: FEEDBACK

Once the program is being executed, the participants are asked to give a feedback on how useful the training was, was the person able to understand, and was the faculties good etc are got to know from the feed back.

STEP 8: EFFECTIVENESS EXALUATED:

Based on the feedback obtained ,the effectiveness is evaluated this is done by asking the supervisor marking the changes in the person below him after attending training program, its more like an assessment.

There are three categories in which training takes places at DELHI TVS, they are: EXTERNAL PROGRAM: its fully an outsourced program the faculty is brought in from other company or a person who is well versed in a subject is brought in and trains the employees.

INTERANL PROGRAM WITH EXTERNAL FACULTY : People like physiatrists are brought INTERNAL PROGRAM WITH INTERNAL FACULTY: A person who works in a field for a long time or who has a good knowledge takes class and elaborate about the operations.

Record keeping is one the important step in training and development, maintaining a receipt regarding fees for the faculty etc. The main objective of training and development is CONTINUING EDUCATION, for this they maintain a library, organizing story telling through mails etc.

This is also comes under training and development CORPORATE SOCIAL RESPONSIBILTY, that is developing the employees responsibility towards the society. This involves organizing the following:

1. Health education programs 2. contributing for infrastructure development 3. organizing free dental camps, blood camps in schools once in 3 months. 4. Environment development

Eminent speakers are invited and they share experience about life the difficulties faced by them, which becomes motivation for the employees and changes his way of approach towards life.

1.2 OBJECTIVES OF STUDY

1. To study scope of employee advancement and career level opportunity in Delphi TVS

2. To measure the effectiveness of presently offered training programmes and suggests various measures.

3. To evaluated the relationship among the employees of Delphi TVS

4. To enhance productivity and reduce spoilage or wastage

5.

To improve quality of work.

1.3 SCOPE OF STUDY

1. The study emphasis the importance of the training needs in an organization.

2. It monitors the effort of individuals and study the evaluation process of the management.

3. The study helps to understand the effectiveness of identifying the required training need in management decision making.

1.4 NEEDS OF TRAINING

 Identifying the range and extent of training period from employees.

Specifying the training is very precisely.

Analyzing how best the training needs might be met.

Identifying the need for the improvement in performance or addition to

the competencies of the staffs/employees.

Identifying which of these needs require a training intervention.

1.5 LIMITATIONS OF THE STUDY

 Due to lack of time study could not cover the entire employees. Sampling size is restricted to only certain limited employees. Data analysis is totally based on the information that it is collected from the questionnaire.

2.1 Company Profile

Delphi-TVS is a joint venture between Delphi Corporation, USA and

T.V. Sandarac

Avenger & Sons, India manufacturing Diesel Fuel Injection Equipment for Cars, Sports Utility and Multi Utility Vehicles, Light Commercial Vehicles, Tractors, Single & Two Cylinder engines. Delphi is the largest automotive supplier in the world and TVS is the largest automotive systems supplier in India. The company has a track record of sustained growth since it was set up. Delphi-TVS has obtained ISO/ TS 16949 and ISO 14000 certifications. The company has been honored by the ACMA Gold Award for Manufacturing Excellence, ACMA Technology Award, Manufacturing Excellence Gold Award from Frost & Sullivan and Delphi Asia Pacific Environmental Excellence Award. Delphi-TVS have also won the JIPM TPM Excellence Award (First Category).

Delphi-TVS has invested extensively on facilities, which include engine test cells, emissions test equipment, endurance test rigs, pump calibrating rigs and CAD systems to develop products and applications to meet the ever increasing demands of customer requirement.

A new Technical Centre has been set up with additional facilities like Chassis Dynamometer, Cold Room, CR Engine Test Cell and CR Test Rigs.

The company has1000 employees and its annual turnover for year 2007 is of the order of Rs.430 Cores.

Common Rail - Light Duty Common rail - heavy & medium duty Delphi Driving Tomorrow Technology

SVP Click on the image

STP Click on the image

DPC Click on the image

DPCN Click on the image

Product profile o Medium duty common rail

o ECU o Light duty common rail o Unit pump common rail o DPNC o DP 310 o DPT o Dual Filter

Customers

TATA Ashok Leyland Mahindra Mahindra Renault Hindustan Motors JCB TAFE Renault Force Escorts Cooper Lister Petter Perkins SangYong Peugeot

2.2 REVIEW OF LITRATURE

Definition:

According to Cooper (1988) '... a review of literature uses as its reports of primary or original scholarship, and does not report new primary scholarship itself. The primary reports used in the literature may be verbal, but in the vast majority of cases reports are written documents. The types of scholarship may be empirical, theoretical, critical/ analytic, or methodological in nature. Second a review of literature seeks to describe summaries, evaluate, clarify / ori integrate the content of primary reports.'

How do a review literature: 1 To identify gaps in the literature

2 To identify opposing views

3 To put your work into perspective

To demonstrate that you can access previous work in an area

5 To identify information and ideas that may be relevant to project

Training on age diverse workforce: The focus of this on age discrimination in training and development . practical advice offered can be applied generally to all areas of training and development in the work place. All the important areas to all employees in the organization.

TRAINING FOR DIVERSITY: 1. WORKFORCE DIVERSITY TRAINING.

2. A POSITIVE TRAINING APPROACH.

WORKFORCE DIVERSITY TRAINING:

Organizations can benefit from offering diversity training to employees. Training employees to respect others.

A POSITIVE TRAINING APPROACH:

The main focus of the program was to development communication skills.

THE REVIEW OF LITRATURE PROCESS: A review literature requires knowledge of the use of indexes and abstracts, the ability to conduct exhaustive reference searches, ability to organize the collected data meaningfully, describe, critique and relate each source to the subject of the inquiry, and present The organized review logically, and last, but by no means least, all sources mentioned The literature offers a range of training for employees that will assist with the production to review of literature using the management

2.3 RESEARCH METHODOLOGY

Research in common refers to search for knowledge. It can also be defined as a scientific and systematic search for pertinent information on a specific topic. Research methodology may be defined as a way to systematically solve the research problem. The research methodology adopted for the present study has been systematic and was done in accordance to the objectives, set, which has been detailed as below.

RESEARCH DESIGN

A research design is the arrangement of condition and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure Descriptive research was adopted for this study as it attempt to obtain a Complete and accurate descriptive of situation.

SOURES OF DATA: For the study types of data were collected. Primary data and Secondary data.

Primary Data:

Primary data consist of the original information collected for the specific purpose. The primary data for this research study was collected throughdirect survey with the respondents guided by a structured questionnaire. The questions were structured and direct as to make respondent understanding easily. Secondary Data:

Secondary data consists of information which already exists somewhere having been collected for specific purpose in the study. The secondary data for this study was collected from various books, company websites, manuals and journals. RESEACH INSTRUMENT: Questionnaire:

Questionnaire was used as a research instrument for the data collection. Questionnaire is the most commonly used instrument in collecting primary data. It consists of a set of questions presented to employees for their answer. A well developed and structured questionnaire was prepared on the basis of objectives. Both closed and open ended questions are used in the questionnaire.

SAMPLING PLAN:

The selected respondents from the total population constitute sample and Selected process is called sampling plan.

Sample Size: The sample size is 100. It includes members from different department. Sample unit: The employees of Delphi TVS Diesel Systems Private Limited. Period of study: The period of study has been for 3 months.

2.4 STATISTICAL TOOLS For the purpose of data analysis, the following statistical tools were used,

 Non-probability sampling Percentage analysis Bar diagram, pie charts

NON PROBABILITY SAMPLING:

Non probability sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sampling.

PERCENTAGE MATHOD: It is university analyses were the percentages of a particular factor with different factors are calculated in order to get a fair idea regarding the sample. These are used in making comparison between two or more serious of data.

No. of respondents Percentage of respondents = ----------------------------------------------------* 100 Sample size

3. DATA ANANLYSIS AND INTERPRETATION

The data after collection has to precede any analyzed in accordance with the outline laid down for the purpose at the time of developing the research plan. This is essential for a scientific study and for ensuring that we have all the relevant data processing implies editing, coding and tabulation of collected data so that they acquiescent to analysis.

The term analysis refers to the computation of certain measuring along with searching for patterns of relationships that exists among data groups. Thus, in the process of analysis, relationship or difference supporting or conflicting with original new hypothesis should be subjected to statistical tests of significance to determine with that validity data can be said to indicate any conclusion.

Analysis of data in general way involves a number of closely related operations that performed with purposes of summarizing the collected data and organizing them in such a manner that they answer the question.

TABLE NO: 3.1

RESPONDENTS AGE

Age Below 20 20-30 30-40 40-50 Above 50 Total

No. of respondents 36 27 12 15 10 100

Percentage 36 27 12 15 10 100

Inference: The above table shows in the organization most of the respondents (36%) are below 20yrs age group of employees working in the organization.

CHART NO: 3.1.1

RESPONDENTS AGE

40 35 30 25 20 15 10 5 0 Below 20 20-30 30-40 40-50 Above 50 No. of respondents Percentage

TABLE NO: 3. 2

GENDER

Variables Male Female Total

No. of respondents 93 7 100

Percentage 93 7 100

Inference: The above table shows in the organization most of the respondents (93%) are male candidates working in the organization.

CHART NO: 3.2.2 GENDER

100 80 60 40 20 0 Male Female Percentage No. of respondents

TABLE NO: 3. 3 EDUCATIONAL QUALIFICATION

Variables +2 Diploma Engineering Graduate Post graduate Total

No. of respondents 19 29 15 25 12 100

Percentage 19 29 15 25 12 100

Inference: The above table shows in the organization most of the respondents (29%) are studied diploma.

CHART NO: 3. 3.3

EDUCATIONAL QUALIFICATION

30 25 20 15 10 5 0 2 Diploma Engineering Graduate Post graduate No. of respondents Percentage

TABLE NO: 3.4

EXPERIENCE

Variables 2-4yrs 4-8yrs 8-10yrs 10-15yrs Above 15 Total

No. of respondents 15 24 26 12 33 100

Percentage 15 24 26 12 33 100

Inference: The above table shows in the organization most of the respondents above 15yrs (33%) are experienced persons in the organization.

CHART NO: 3.4.4 EXPERIANCE

35 30 25 20 15 10 5 0 2-4yrs 4-8yrs 8-10yrs 10-15yrs Above 15 No. of respondents Percentage

TABLE NO: 3.5

AWARE ABOUT TRAINING PROGRAMMES ORGANIZED IN MY ORGANIZATION

Variables Highly satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied Total

No. of respondents 54 42 4 0 0 100

Percentage 54 42 4 0 0 100

Inference: The above table shows in the organization most of the respondents (54%) highly satisfied and (42) satisfied i am aware of the training programmes organized in my organization.

CHART NO: 3.5.5

AWARE ABOUT TRAINING PROGRAMMES ORGANIZED IN MY ORGANIZATION

No. of respondents

40 0 Highly satisfied Satisfied 42 54 Neither satisfied Dissatisfied Highly dissatisfied

TABLE NO: 3.6

AWARE ABOUT TRAINING PROGRAMS OFFERED BY YOUR ORGANIZATION

Variables On-the job training Off-the job training Total

No. of respondents 67 33 100

Percentage 67 33 100

Inference: The above table shows in the organization most of the respondents (67%) are on-the job training and (33%) members are off the job training the kind of training programs offered by your organization.

CHART NO: 3.6.6

AWARE ABOUT OF TRAINING PROGRAMS OFFERED BY YOUR ORGANIZATION

70 60 50 40 30 20 10 0 On-the job training Percentage Off-the job training No. of respondents

TABLE NO: 3.7

HAVE YOU ATTEND ANY TRAINING PROGRAMS

Variables Yes No Total

No. of respondents 76 24 100

Percentage 76 24 100

Inference: The above table shows in the organization most of the respondents (76%) are yes, (24%) tell that no have you attended any training programs.

CHART NO: 3.7.7

HAVE YOU ATTEND ANY TRAINING PROGRAMS

80 60 Yes 40 20 Yes 0 No. of respondents Percentage No No

TABLE NO: 3.8

AWARE ABOUT TRAINING PROGRAMS WERE USEFUL OR NOT

Variables

No. of respondents

Percentage

Useful Not useful Total

91 9 100

91 9 100

Inference: The above table shows in the organization most of the respondents (91%) are useful, (9%) not useful if yes whether the training programs were helpful or not.

CHART NO: 3.8.8

AWARE ABOUT TRAINING PROGRAMS WERE USEFUL OR NOT

100 80 60 40 20 0 No. of respondents Percentage Useful Not useful Useful Not useful

TABLE NO: 3.9

AWARE ABOUT TRAINING PROGRAMS ARE HELPFUL

Variables Direct application on the job Increase in the knowledge level Increase in the skill level Attitude/behavior change Helps to maintain healthy relation with colleagues Total

No. of respondents 43 12

Percentage 43 12

22 4 19

22 4 19

100

100

Inference:

The above table shows that in the organization (43%) are direct application on the job, (22%) increase in the skill level if useful how far the training programmes are helpful.

CHART NO: 3.9.9

AWARE ABOUT TRAINING PROGRAMS ARE HELPFUL

No. of respondents

Direct application on the job Increase in the knowledge level

19 4

43

Increase in the skill level Attitude/behavior change

22 12

Helps to maintain healthy relation with

TABLE NO: 3.10

IN YOUR OPINION, WHAT FEATURES MAKE UP IDEAL AND VALUABLE TRAINING PROGRAMS

Variables Good trainer Time duration Need fulfillment Course material Method of training All Total

No. of respondents 22 23 12 17 15 11 100

Percentage 22 23 12 17 15 11 100

Inference: The above table shows in the organization most of the respondents (23%) are time duration, (22%) good trainer in your opinion, what features make up ideal and valuable training programs.

CHART NO: 3.10. 10

IN YOUR OPINION, WHAT FEATURES MAKE UP IDEAL AND VALUABLE TRAINING PROGRAMS

25 20 15 10 5 0
r n l m at er ia ne ra tio en tra i lm in in Al t g l

No. of respondents Percentage

du

oo

fu

lfil

ur se

ee

Ti

Co

AWARE ABOUT TRAINING PROGRAMMES ARE DIRECTLY TO RELATED TO YOUR JOB

TABLE NO: 3.11

et

ho

of

tr a

Variables Yes No Total

No. of respondents 64 36 100

Percentage 64 36 100

Inference: The above table shows in the organization most of the respondents (64%) are agreed, (36%) not agreed the training programmes are directly related to your job.

CHART NO: 3.11.11

AWARE ABOUT TRAINING PROGRAMMES ARE DIRECTLY TO RELATED TO YOUR JOB

70 60 50 40 30 20 10 0

64

64

36

36

Yes No

No. of respondents

Percentage

TABLE NO: 3.12

IF YES ARE YOU ABLE TO APPLY THEM ON YOUR JOB

Variables Yes No Total

No. of respondents 48 52 100

Percentage 48 52 100

Inference: The above table shows in the organization most of the respondents (48%) are agreed, (52%) not agreed if yes are you able to apply them on your job.

CHART NO: 3.12.12

IF YES ARE YOU ABLE TO APPLY THEM ON YOUR JOB

52 51 50 49 48 47 46 No. of respondents Percentage Yes No Yes No

TABLE NO: 3.13

ARE THE FACILITIES PROVIDED DURING THE TRAINING PROGRAM ADEQUATE OR INADEQUATE

Variables Adequate Inadequate Total

No. of respondents 54 46 100

percentage 54 46 100

Inference: The above table shows in the organization most of the respondents (54%) adequate, (46%) inadequate are the facilities provided during the training program adequate or in adequate.

CHART NO: 3.13.13

ARE THE FACILITIES PROVIDED DURING THE TRAINING PROGRAM ADEQUATE OR INADEQUATE

54 52 50 48 46 44 42 Variables Adequate Inadequate No. of respondents No. of respondents percentage

TABLE NO: 3.14

PRODUCTIVITY IMPROVED AFTER YOUR TRAINING PROGRAMMES

Variables Yes No Total

No. of respondents 82 18 100

percentage 82 18 100

Inference: The above table shows in the organization most of the respondents (82%) are agreed, (18%) not agreed productivity improved after your training programme.

CHART NO: 3.14.14

PRODUCTIVITY IMPROVED AFTER YOUR TRAINING PROGRAMMES

100 80 60 40 20 0 No. of respondents percentage Yes No Yes No

TABLE NO: 3.15

IS THE NUMBER OF DAYS ALLOTTED FOR A PROGRAMMES SUFFICIENT

Variables Yes No Total

No. of respondents 65 35 100

percentage 65 35 100

Inference: The above table shows in the organization most of the respondents (65%) are agreed, (35%) not agreed is the number of days allotted for a programme sufficient.

CHART NO: 3.15.15

IS THE NUMBER OF DAYS ALLOTED FOR A PROGRAMME SUFFICENT

70 60 50 40 30 20 10 0 Yes No

No. of respondents percentage

TABLE NO: 3.16

WHAT ARE THE AREAS IN WHICH IMPROVEMENT IS REQUIRED

Variables Infrastructure Training material Faculty Participation Total

No. of respondents 17 45 32 6 100

percentage 17 45 32 6 100

Inference: The above table shows in the organization most of the respondents (45%) are training material, (32%) faculty what are the areas in which improvement is required.

CHART NO: 3.16.16

WHAT ARE THE AREAS IN WHICH IMPROVEMENT IS REQUIRED

50 45 40 35 30 25 20 15 10 5 0 Infrastructure Training material Faculty Participation

No. of respondents percentage

TABLE NO: 3.17

THE NUMBER OF TRAINING PROGRAMMES YOU HAVE ATTENDED AFTER THE INDUCTION TRAINING

Variables Less than 3 4 6 8 Above 10 Total

No. of respondents 33 15 45 5 12 100

percentage 33 15 45 5 12 100

Inference: The above table shows in the organization most of the respondents (45%) are six programmes attended (33%) less than three 13 the no of training programmes have you attended after the induction training programme.

CHART NO: 3.17.17

THE NUMBER OF TRAINING PROGRAMMES YOU HAVE ATTENDED AFTER THE INDUCTION TRAINING

No. of respondents

Less than 3 4 6 8 Above 10

TABLE NO:3.18

TRAINING PROGRAMMES HELP FOR BETTER PERFORMANCE

Variables Yes No Total

No. of respondents 79 21 100

percentage 79 21 100

Inference: The above table shows in the organization most of the respondents (79%) are agreed, (21%) not agreed training programmes helps for better performance.

CHART NO: 3.18.18

TRAINING PROGRAMMES HELP FOR BETTER PERFORMANCE

80 70 60 50 40 30 20 10 0 No. of respondents percentage

No Yes

Yes No

4.1Findings

1. The data shows in the organization most of the respondents (36%) are below 20 yrs age group of employees working in the organization.

2 .The data shows in the organization most of the respondents (93%) are male Candidates working in the organization.

3. The data shows in the organization most of the respondents (29%) are studied Diploma.

4. The data shows in the organization most of the respondents above 15yrs (33%) are Experienced persons in the organization.

5. The data shows in the organization most of the respondents (54%) highly satisfied and (42) satisfied i am aware of the training programmes organized in my organization.

6. The data shows in the organization most of the respondents (67%) are on-the job training and (33%) members are off the job training the kind of training programs offered by your organization.

7. The data shows in the organization most of the respondents (76%) are yes, (24%) tell that no have you attended any training programs.

8.

The data shows in the organization most of the respondents (91%) are useful, (9%) not useful if yes whether the training programs were helpful or not.

9. The data shows that in the organization (43%) are direct application on the job, (22%) increase in the skill level if useful how far the training programmes are helpful.

10. The data shows in the organization most of the respondents (23%) are time

duration, (22%) good trainer in your opinion, what features make up ideal and valuable training programs.

11. The data shows in the organization most of the respondents (64%) are agreed, (36%) not agreed the training programmes are directly related to your job.

12. The data shows in the organization most of the respondents (48%) are agreed, (52%) not agreed if yes are you able to apply them on your job.

13. The data shows in the organization most of the respondents (54%) adequate, (46%) inadequate are the facilities provided during the training program adequate or in adequate.

14. The data shows in the organization most of the respondents (82%) are agreed, (18%) not agreed productivity improved after your training programme.

15. The data shows in the organization most of the respondents (65%) are agreed, (35%) not agreed is the number of days allotted for a programme sufficient.

16. The data shows in the organization most of the respondents (45%) are training material, (32%) faculty what are the areas in which improvement is required.

17. The data shows in the organization most of the respondents (45%) are six Programmes attended (33%) less than three 13 the no of training programmes have you attended after the induction training programme.

18. The data shows in the organization most of the respondents (79%) are agreed, (21%) not agreed training programmes helps for better performance.

4.2SUGGESTIONS

The following suggestions can be considered by the organization for improving the process:

1. The program should be designed on the basis of identification of training is needs and relevant to participants job. 2. The management can adopt participation approach so that it would increase the free flow of communication between the training department and other employees. This would help in better identification of training needs. 3. The training needs were determined on the basis of supervisors recommendations analysis of job requirement and specification.

4.3 CONCULATION

 From the study, it is observed that the training method /techniques adopted by the company are good. But the management should ensure that all the employees job designation. Cross-function meeting should be seriously reviewed by management

frequently; by this the management can identify provide appropriate training to employees for high productivity. Management should give high motivation to employees for more productivity. Management should intimate well in advance to both training institute and trainees. The standards of training method should be provided according to the updated teratology. Then bright success will have both to individual employees as well as for company.

BIBLIOGRAPHY

BOOKS REFFERED: 1. Empowering Employees by Kenneth L. Murrell, Mimi Meredith 2. MBA Handbook Human Resources Management 3. Human Resource management Stephen P Robben 4. MBA Handbook training and development RELATED WEBSITES 1. 2. 3. 4. www.delphitvs.com/ traininganddevelopment.naukrihub.com nptel.iitm.ac.in/courses/IIT-MADRAS/Management...I/.../4_2s.pdf www.icmrindia.org/casestudies/catalogue/.../HROB044.htm

APPENDIX
QUESTIONNAIRE

AN ANALYSIS ON TRAINING AND DEVELOPMENT EMPLOYEES IN DELPHI TVS LTD, MANNUR

Personal details:

1. Age

2. Gender

3. Educational qualification :

4. Experience

1.

I am aware of the training programmes organized in my organization: a) Highly satisfied d) Dissatisfied b) satisfied c) Neither satisfied

e) Highly satisfied

2. The kind of training programs offered by your organization: a) On-the job training b) Off-the job training

3. Have you attended any training programs: a) Yes b) No

4. If yes whether the training programs were helpful or not: a) useful b) Not useful

5. If useful how far the training programs are helpful: a) Direct application on the job b) Increase in the knowledge level c) Increase in the skill level d) Attitude / behavior changes

e) Helps to maintain healthy relation with colleagues

6. In your opinion, what features make up ideal and valuable training a) Good trainer b) Time duration d) Course material c) Need fulfillment f) All

programs:

e) Method of training

7. The training programmes are directly related to your job: a) Yes b) No

8. If yes are you able to apply them on your job: a) Yes b) No

9. Are the facilities provided during the training program adequate or in adequate: a) Adequate Environment Refreshment Material b) In adequate Food Training

10. Productivity improved after your training programme: a) Yes b) No

11.

Is the number of days allotted for a training programme sufficient: a) Yes b) No

12. What are the areas in which improvement is required? a) Infrastructure d) Participation b) Training material c) Faculty

13

The no of training programmes have you attended after the induction training programme: a) Less than 3 b) 4 c) 6 d) 8 e) above 10

14. Training programmes helps for better performance: a) Yes b) No

REFERENCES

Books referred:

Furham. A (1190) A question of competence Personnel Management. Cross. M ( 1910) monitoring multi skill, the way to guarantee long-team change Personnel Management.

Furnham . A ( 1911), Assessment centers as the route to competency - Personnel Management.

C.B. Guptha - Principals of Management