A STUDY ON EFFECTIVENESS OF TRAINING PROGRAM AT

K H EXPORTS INDIA PVT LTD COMPANY

AT RANIPET
BY

NASHID ZAID.S
RegNo.510617631038
SUMMER INTERNSHIP TRAINING REPORT

Submitted to the

FACULTY OF BUSINESS ADMINISTRATION

In partial fulfillment of the requirements
For the award of the degree
Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI - 600 025
JULY 2018

1
 C.ABDUL HAKEEM COLLEGEOFENGG& TECH

MELVISHARAM, VELLORE DISTRICT.

BONAFIDE CERTIFICATE
This is to certify that the summer internship training report
titledEFFECTIVENESS OF TRAINNG PROGRAMisthebonafide work
ofMR.NASHID ZAID.S(Reg no:510617631038)who carried out summer
internship training under my supervision .Certified further, that to the best of
my knowledge the work reported herein does not form part of any other
project report dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.

Mr.SHAPLY ABDUL KAREEM Mr.SHAPLY ABDULKAREEM

(FACULTY GUIDE) (HEAD OF THE DEPARTMENT)

PLACE:Melvisharam
DATE:

2
 DECLARATION

I hereby declare that one month summer internship training report

“ONOBSERVATIONAL STUDYAT KH EXPORTS INDIA PVT LTD
COMPANY AT RANIPET is an original work done by me submitted in
partial fulfillment of the requirement for the award ofMASTER OF
BUSINESS ADMINISTRATION-ANNA UNIVERSITY,CHENNAI,
TAMILNADU.

PLACE: Melvisharam NASHID ZAID.S

DATE: Reg No.510617631038

3
 ACKNOWLEDGEMENT
At the outset submit my heartless to the Almighty for his abundant blessing and guidance
throughout the summer internship.

I take this honor to express sincere gratitude to Janab V.M. ABDUL LATHEEF Sahib
Correspondent, C.Abdul Hakeem College Of Engineering and Technology, for permitting me to
do the summer internship.

I convey my exceptional gratitude to Dr.A.RAJESH, Principal for his incessant support and
guidance.

Iam highly indebted to thank Mr.SHAPLY ABDUL KAREEM HOD, School of

Management, C.Abdul Hakeem College Of Engineering and Technology for his immense
coordination at all stages of work.

My deepest thanks toMr.SHAPLY ABDUL KAREEM , School Of Management,C.Abdul

Hakeem College Of Engineering and Technology,faculty guide whose supervision and
constructive criticism, which was of great support for the completion of this summer
internship.

I would express my cordial thanks to .MD.THAMEEM and ASSISTANT OF HR DEPT

for giving me this wonderful opportunity to do this project.

I gratefully acknowledge all the faculty members of our department for their
valuable help and co-operation in all aspects.

I extend my genuine thanks to my parents and friends whose constant encouragement

and moral support this summer internship a grand success.

S.NASHID ZAID

4
 Table of Content
CHAPTER NO. TITLE PAGE NO.
INTRODUCTION
1.1 Introduction to Topic 8
1.2 Industry profile 12
CHAPTER NO. 1.3 Company profile 10
1 1.4 Objective of the study 13
1.5 Needs of the study 14
1.6 Scope of the study 15
1.7 Limitation of the study 16
1.8 Review of related literature 17
1.9 Research methodology 25
CHAPTER NO. DATA ANALYSIS AND 27
2 INTERPRETATION
CHAPTER NO. 3.1 Findings 52
3 3.2 Suggestions 54
3.3. Conclusion 55
ANNEXURE APPENDIX
Questionnaire 59
Bibliography 64

5
 List of Tables

Table no Particulars Page no

2.1.1 Gender of the Employee 27
2.1.2 Age of the Employee 28
2.1.3 Qualification of Employee 29
2.1.4 Experience of Employee 30
2.1.5 Income level of employee 31
2.1.6 Training for Employees 32
2.1.7 Training attended by Employees 33
2.1.8 Motivation given to employees 34
2.1.9 Training per situations 35
2.1.10 Training related to job responsibilities 36
2.1.11 Formal Trainings 37
2.1.12 Working Efficiency 38
2.1.13 Improvement in training 39
2.1.14 Duration of Training 40
2.1.15 Quality of training 41
2.1.16 Satisfaction with Trainer 42
2.1.17 Action plan 43
2.1.18 Performance level after training 44
2.1.19 Satisfaction with training 45
2.1.20 Identification of training needs 46
2.1.21 Improvement in job 47
2.1.22 Improvement in quality of work 48
2.1.23 Improvement in self confidence 49

2.1.24 Career Development 50

2.1.25 Training Program 51

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 List of Charts
Chart No Particulars Page no
2.2.1 Gender of the Employee 27
2.2.2 Age of the Employee 28
2.2.3 Qualification of Employee 29
2.2.4 Experience of Employee 30
2.2.5 Income level of employee 31
2.2.6 Training for Employees 32
2.2.7 Training attended by Employees 33
2.2.8 Motivation given to employees 34
2.2.9 Training per situations 35
2.2.10 Training related to job responsibilities 36
2.2.11 Formal Trainings 37
2.2.12 Working Efficiency 38
2.2.13 Improvement in training 39
2.2.14 Duration of Training 40
2.2.15 Quality of training 41
2.2.16 Satisfaction with Trainer 42
2.2.17 Action plan 43
2.2.18 Performance level after training 44
2.2.19 Satisfaction with training 45
2.2.20 Identification of training needs 46
2.2.21 Improvement in job 47
2.2.22 Improvement in quality of work 48
2.2.23 Improvement in self confidence 49

2.2.24 Career Development 50

2.2.25 Training Program 51

7
 CHAPTER NO. 1
1.1 INTRODUCTION

The leather industry occupies a place of prominence in the BANGLADESH

economy in view of its massive potential for employment, growth and exports.
There has been an increasing emphasis on its planned development, aimed at
optimum utilization of available raw materials for maximizing the returns,
particularly from exports. The exports of leather and leather products gained
momentum during the past two decades. There has been a phenomenal growth in
exports from Rs.320 million in the year 1965-1966 to Rs.69558 million in 1996.
The leather industry has undergone a dramatic transformation from a exporter
of raw materials in the sixties to that of value added finished products in the
nineties. Policy initiatives taken by the Government of Bangladesh since 1973
have been instrumental to such a instrumental to such a transformation. In the
wake of globalization of Bangladesh economy support with liberalized economic
and trade policies since 1991, the industry is poised for further growth to achieve
growth share in the global trade.
Apart from a significant foreign exchange earner, leather industry has
tremendous potential for employment generation. Direct and indirect employment
of the industry is around 2 million. The skilled and semi-skilled workers constitute
nearly 50% of the total work force.
Background of study:
As we all know that Process and Technology plays an important role in
every business. Leather Technology is the one of the biggest technology across the
globe.
Purpose of study:
Strength:
• More than 3500 employees work in the company.
• Advance in Technology.
• Competitive Advance.

8
• Six-sigma method.
• Quality control.
• Mass production.
• Own Enterprise resource planning.
Weakness:
• Competitors and competency.
• Dependence of customer’s requirement.

Scope of work:
• New skills were thought and learnt and will help the students to get
industrial exposure
• In plan training will be as indirect advertisement by guiding the students,
will make them to gain a good impression about the organization.
• In plan training act as a bridge between the organization and the institutes.
• By the findings and the suggestions given by the students the organization
can identify their pitfalls and can improve their effectiveness.
• It helps to increase the competency and competence for both organization
and the institute.

9
 1.3COMPANY PROFILE

KH EXPORTS INDIA PRIVATE LIMITED

(Footwear Division)
COMPANY PROFILE
KH Groups ranks among the most diversified leather enterprise in India. The group has
well integrated companies-each a result of planned, strategic expansion-from raw hides to value
added products. The group has total laborstrengthfo around 7000 employees. The company also
follows high ethical standards, strict legal compliance and excellent safe and healthy working
environment. The group consists of four major companies,
1. K.H Exports India (P) Ltd- Tannery Division.
2. K.H Exports India (P) Ltd- Footwear Division.
3. K.H Exports India (P) Ltd- Gloves Division
4. K.H Exports India (P) Ltd- Leather Goods Division
K.H EXPORTS INDIA PRNIVANTE LIMITED (Footwear Division)
Premium shoes and shoe uppers manufactured at K.H Exports India (P) Ltd Footwear
Division are designed and produced for leading brands in USA, Germany, Australia and France.
 Factory has a capacity to manufacture 6000 pairs of shoes per day, and a product range of
men, that includes dress casuals and sandals and for women- dress shoes, dress casuals,
sandals and boots. We manufacture shoes out of imported cow calf from new Zealand
and cow hides from Europe
 The ISO 9002 certified facility, is manned by a 3500 strong work force, and uses the
latest technologies in production. Computerized toe, seat and side lasting machines,
CAD/CAM aided pattern, designs and grading
 K.H Exports (Footwear Division) follows international testing standards for been
awarded as the ‘’Doyen of the leather Industry’’ in the India International leather fair
2007.
 KH Exports Footwear Division has wide verity of styles and fashion shoes which are
exported to leading international brands
 Materials and characteristicsincluding abrasion resistance, waterproofing, flexibility,
stitching, strength etc…..,
 Designers have been trained in Italy and Germany. The design development team creates
its onecollections and apart from the San-Crispino, Bologna, Saccheto and Stroebel
Constructions, the weaving and hand crafting skills of KH Exports are widely
acknowledged.

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AIMS AND OBJECTIVE OF THE COMPANY
 To reduce errors and to enhance quality and productivity of shoes
 To inspire ore team work
 To increase problem solving capability.
 To build an attitude of problem prevention.
 To improve communication in the organization.
 To develop harmonious manager worker relationship.
 To develop a greater safety awareness.
 To promote cost reduction.
 To help the poor people through social service is also one of the aims of the company.

CORPORATE OFFICE:
KH CENTTRE, NO 15/2. COLLEGE ROAD,
NUMGAMBAKKAM,
CHENNAI-600-006
TAMILNADU,
INDIA.
Ph.: 00914452236700(10 lines) email:khgroup@vsnl.com

11
 1.2INDUSTRY PROFILE
LEATHER INDUSTRY PROFILE
In India, leather industry occupies a place of prominence in the India economy, in view of its
massive potential for employment, growth and exports. There has been increasing emphasis on
its planned development, aimed at optimum utilization of available raw materials for maximizing
the returns, particularly from exports.
India as a single economy group has does will in the world leather market over the past 20
years. The sector provides employment to about 25 million people mainly from the weaker
section.
The country which has traditionally on export of raw hides and skins and semi-processed
leather, has emerged now the major exporting country of leather and leather product. The factors
which helped this sector to enjoy a place of pride in the export basket of the country are
encouraging government’s policies, bulk availability of raw material at low cost, cheap labor,
rapid growing demand of leather industry in mainly concentrated some of the major production
centers of leather and leather products in India.

Features of leather sectors in India

1. Employees 2.5million persons
2. A large part (early 60-65%) of the production is in small/cottage sector
3. Annual exports value poised to touch about 2billion US dollar
4. Very high value addition within the country

Major Production Centers of Leather and Leather Products in India

South Region Eastern Region
Tamil Nadu- Chennai, Ambur, Ranipet, West Bengal-Calcutta
Vaniyambadi,Trichy,Dindigual
CentralRegion
Andrapradesh- Hyderabad
Uttar Pradesh-Kanpur, Agra
Karnataka- Bangalore
Western Region
Northern Region
Maharastra-Mumbai
Punjab-JalandharDelhi-Delhi
Leather Product Exports from India
1. Leather footwear
2. Footwear components (shoe upper, soles)

12
1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

 To find out the effectiveness of Training program in K.H Shoes (P) Ltd.

SECONDARY OBJECTIVES:

 To study and understand the nature of training program and their role in
developing every individual employee competencies
 To study the changes in behavioral pattern due to training.
 To examine the impact of training on workers.
 To identify suitable suggestions for improving training program.

13
1.5 NEED OF THE STUDY
Training is the act of increasing the knowledge and skills of an employee for
doing a particular job. It utilizes a systematic and organized procedure by which
employee learns technical knowledge and skills. Training refers to the teaching
and learning activities carried on for the primary purpose of helping members of an
organization.

Training is closely related with education and development but needs to be

differentiated from these terms. It is aimed at improving the behavior and
performance of a person.

Training is a continuous and life long process. Training provides an

atmosphere of sharing synthesizing with the help of that trainers, the information
already available on the subject.

14
1.6 SCOPE OF STUDY

 This study could help the organization to know about the process of Training
and Development in the industry.
 This study has its own significance since Training and Development plays a
vital role in the company’s growth.

15
1.7 LIMITATIONS OF THE STUDY

 Due to time limitation sample size was reduced to 100

 Survey was conducted during the mass production time and the management
felt uncomfortable.
 Some of the respondent was reluctant to answer due to their busy schedule.

16
 1.8 REVIEW OF LITERATURE

According to Iftikhar Ahmad and Sirajud Din (2009), Training and

development is adopted by organizations to fill the skill gap of
employees. Training evaluation must be appropriate for the person and
situation. Evaluation will not ensure effective learning unless training is
properly designed. Successful evaluation depends upon whether the
means of evaluation were built into the design of the training program
before it was implemented.

According to Bates and Davis (2010), Usefulness of training program

is possible only when the trainee is able to practice the theoretical
aspects learned in training program in actual work environment. They
highlighted the use of role playing, cases, simulation, mediated
exercises, and computer based learning to provide exposure to a current
and relevant body of knowledge and real world situations

According To Fizzah(2011), The purpose of the research is to find out

how training and development effect organizational performance and to
find out what is the impact of training and development in organization.
Data is collected from the 100 members of different organizations. And
the previous researches carried out on training and development.
Training and development is important for the employees in
organization, it helps the employees to improve their skills and to give a
good performance in workplace. There is a big relation between training
and development with the organization performance and the relationship
is discussed in the paper.

17
THE TRAINING CYCLE
Identifying training and development needs
I can do that…
Fundamental to the delivery of any path project is the development of the team and
the professional development of all individuals. At all levels there is an
expectation that the skills, attitudes and knowledge required to deliver successful
projects will be hailed while these projects develop.
This section looks at how project managers can identify the skills and knowledge
required to successfully deliver a competent project as well as provide the training
and development required for both themselves and the project team. This intention
here’s to give an overview, as there are training and development texts that aver
this subject in much more detail.
You should start with an analysis of the training and development that is required.
The starting point and the subsequent steps can be represented in ‘’The Training
Cycle’’ Or ‘The Systematic approach to Training and Development’. This is a
widely recognized and used model of the processes involved in professional
development.

THE TRAINING CYCLE

Identifying the need

Deliver training

Evaluating training

18
This is a good place to point out that when setting any objectives for training we
should be using the standard management practice of using SMART objectives.
S you will notice that the above objectives arte specificin that they explain a
number of individual tasks.
Mthey are measurable in the you can determine if the tasks have been completed
by checking against the targets, e.g.200 words, four bridges, grid reference, and so
on.
Are they are achievable in that resources are available to complete the project. For
example, is there sufficienttime for completionand does the candidate have access
to a computer?
R They should realistic. Clearly projects have to be set at an appropriate level and
be relevant to the development of the individual. We have to ask whether the
person presently has the skills to carry out the project, does he/she need training or
can they learn by completing the project?
T Finally the project should be time-bound in that you have to set time targets for
completion, and possible for reviewing progress/
If you are able to set SMART objectives it makes the job of evaluation and review
much easier.

IDENTIFYING THE NEED

The need for staff training can be identified in a number of ways, such as during
interviews, through feedback fromcolleagues, by competence or knowledge tests,
by observing work taking place, or from appraisal documents or CVs. Skills and
knowledge audits and a SWOT analysis are well-known techniques that can be
used for self-assessment as well as for identifying the needs of individualsand
groups.
Skills and knowledge audit
A ‘brainstorming’ session will identify the skills, knowledge and understanding
required to carry out a particular task, skills that the project team leader might
suggest are listed in the table below. By comparing the existing skills and
knowledge of the tem member’swith the recommended ones, you can determine
what training is required.

19
 THE TRAINING CYCLE
 NEED ANALYSIS
 TRAININGF PLAN
 TRAINING RECORDD
 TRAUBBG CINOKETUIB REOIRT
 TRAINING FEEDBACK
 SKILL MATRIZ

Applicability of training
Training should be as teal as possible so that trainees can successfully
transfer the new knowledge to their jobs. The training situation should be that
trainees can visualize and identify the types of situations they can come across on
the job.
Environment
Finally, environment plays role in training. It’s natural that workers
who are exposed to training in comfortable environments with adequate, well-
spaced rest periods are likely to learn is very fast at the beginning. Thereafter, the
pace of learning slows down as opportunities for improvements.
Area of training: The area of training in which training is offered may
be classified into the following categories.

I. Knowledge:

Here the trainee learns about a set of rule and regulations about the
job, the staff and the products or services offered by the company.
The aim is to make the new employee full aware of what hoed inside
and outside the Company.

20
 II. Technical skills:

The employees are taught a specific skill so that he can acquire that
skill and contribute meaning fully.

III. Social skill:

The employees are made to learn about himself and others, and
develop a right mental attitude towards the job, colleagues and the
company. The principal focus is on teaching the employee how to be
a team member and getahead.

TECHNIQUES
This involves the application of knowledge and skill to various in the
job situations. In addition to improving the skills and knowledge of employees,
training aims at moldingemployee’s attitudes: when administered properly, a
training program will go a long way in obtaining employee loyalty, support and
commitment to company activities.
Training is a continues process because a person never stops learning.
Training is different from education. After the employees are selected and placed
on appropriate jobs, they require training and development. The efficiency of an
organization depends upon the degree to which its employees need to be adjusted
to the organization. Some of the selected may have to be given training because
they come directly from educational institutions without any job experience. Other
candidates might be deficient with experience and knowledge. Existing employees
may have to be enable them to shoulder responsibilities of higher level jobs.
Need for training
1. New environment: The employee comes to work unaware of his job,
organization etc., therefore he should be given some training to make
him familiar with his job. Such training is known as induction or
orientation training.

21
 2. Lack of trained Personnel: Majority of the employees do not know
how to person the jobs. Some have theoretical knowledge which has
to be supplemented tooth job training.
3. Advancement in technology: Need for systematic training has
increased due to rapid technological changes which new jobs
requiring new skills. Refresher training helps employees to keep-up
with new methods and techniques and new machines of doingwork.
4. Faculty method: Remedial training is required tocertain employees
who adopted defective ways of doing works so that can learn and
current method and behavior patterns.
5. Prevention of accidents: Safety training is required to prevent
industrial accidents. For this safety consciousness must be created
among the workers so that they repose the significanceof safe working
and uses safety devices.
6. Career development: Promotional training is required for lower level
employees for doing jogger then. Thisisrequiredforadvancement of
the e,[;purees.
7. All organization is required to train its employees and the need for
training is
a) To improve job related skills
b) To update knowledge and skills
c) To prepare for higher responsibilities and task
d) To develop proper job related attitudes
e) To inject motivation and morale.

ADVANTAGES OF TRAINING
1. Increased productivity: training increases the knowledge and skills of
employees. Therefore well trained employee’s gives better
performance on the job. Training results in higher quantity and
quality of output.
2. Job Satisfaction: Training builds confidence in the employees and
enables him to achieve the required level of performance. Their
enthusiasm, pride and interest in the job increases. As a result they
derive greater satisfaction from their jobs.

22
 3. Reduction in accidents: Training develops safety attitude and helps to
reduce the accident rate.
4. Better use of resources; well trained employees make better use of
machines and materials. The rate of spoilage or wastage of materials
may be reduced. There is less breakage of machineries and tools.
The maintenance cost is reduced and the life of the machine is
increased.
5. Greater flexibility: An organization with trained personnel can
introduce latest technology to reduce cost of production. Trained
personnel show less resistance to change.
6. Management by exception: Trained employees are self-dependent
and camperform routine work independently. Therefore supervisors
can authority and reduce their work load.
7. Stability and Growth: Trained personnel can maintain its
effectiveness despite the loss of key personnel. It can replace
executives. It can also meet the personnel needs for growth and
expansion.

ESSENTIALS OF A GOOD TRAINING PROGRAMME

Clear purpose: Objective of the program should be clearly specified and result
oriented.
1. Training needs: This should be clearly defined and method of
selection should be appropriate and effective.
2. Relevance: This training program, and its contents must be relevant
to the requirements of the job for which it is intended.]
3. Individual differences: Good training program should take into
account the difference in ability, earning capacity, interests,
temperament and emotions make up of trainees.
4. Appropriate incentives: Suitable financial and non-financial
incentives should be provided for successful competition so the
training.
5. Management support: Top management must actively support the
training program so that the employees at lower levels take it
seriously.

23
TRAINING PROCESS
The model bellow traces the step necessary in the training process.
 Organization objectives
 Needs assessment
 Is there a gap?
 Training objectives
 Select the trainees
 Select the training method and mode
 Choose means of evaluating
 ]administer training
 Evaluate the training.

24
 1.9 RESEARCH METHODOLY
RESEARCH MEANING
Research is a serious academic activity with a set of objective to
explain or understand problems or finding solution for problem adopting
systematic approach in collecting organizing and analyzing the
information relating to a problem
SAMPLING DESIGN
SAMPLING
Sampling is the process of selecting units (e.g., People,
Organization) from a population of interest so that by studying the
sample we may fairly generalize our results back to the population from
which they were chosen. Let’s begin by covering some of the key terms
in sampling like ‘’population and sampling frame

Then because of some types of sampling rely upon quantitative

models, well talk about some of the statistical terms used in sampling.
Finally well discuss the major distinction between probability andnon-
probability sampling methods and work through the major types in each

SIMPLE RANDOM SAMPLING

RESEARCH DESIGN
Research design could be defined as a blue print specifying every
stage of action in the course of research.Such a design would indicate
Whether the course of the action planned will minimize the use of
resources and maximize the outcomes.

25
DESCRIPTIVE STUDY
A Descriptive study helps to discover and answer the
questions who, when, where, and sometimes how. It already evident that
descriptive study is well suited when the administrator has to plan,
monitor, evolve or evaluate.

RESEARCH INSTRUMENT
The research instrument used in the study is a
‘structured Questionnaire’. StructuredQuestionnaire are those
questionnaire in which there are predetermined questions relating to the
aspects, for which the researchers collect data.

DATA TYPE

PRIMARY DATA
Primary data consists of original information gathered for the
specific purpose. Primary data is that, which is collected for the first
time. Primary data relating to this study was collected through
questionnaire. The information was collected from the employees
personally.
SECONDARY DATA
Secondary data refers to the information already existing.
Secondary data for the study was collected through magazines, books,
journals and internet.

26
 CHAPTER NO. 2

TABLE REPRESENTATION RELATED TO THE DEMOGRAPHIC

FACTORS.
TABLE NO DEMOGRAPHIC FACTORS
2.1.1 Age
2.1.2 Gender
2.1.3 Occupational level
2.1.4 Working experience
TABLE 2.1.1 SHOWING THE RESPONDENT’S AGE
NO OF PERCENTAGE
RESPONDENTS
18-20 11 22%
21-25 28 56%
26-30 8 16%
>31 3 6%
Chart 2.2.1

Age of Respondent
60%

50%

40%

30%

20%

10%

0%
18-20 21-25 26-30 >31

Percentage

Inference:
From the above chart it is informed that 22% of respondents are 18-20 age
and 56% respondents are 31-25 age and 16% of respondents are 26-30 age
and the remaining 6% respondents are of >31 age.

27
 TABLE 2.1.2 SHOWING THE RESPONDENT’S AGE.
NO. OF PERCENTAGE
RESPONDENTS
Male 8 16%
Female 42 84%
Chart 2.2.2

Gender
90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Male Female

Gender

Inference:
From the above table & chart it is informed that 16% of the respondent
were male and 84% of the respondent were female.

28
TABLE 2.1.3 SHOWING THE RESPONDENT’S QUALIFICATION LEVEL
ATTRIBUTES NO. OF RESPONDENT’S PERCENTAGE
SSLC 11 22%
HSC 28 56%
DIPLOMA 6 12%
GRADUATE 2 4%
PG 2 4%
OTHERS 1 2%
Chart 2.2.3

Infe
Qualification ren
60 ce:

50
Fro
40 m
the
30
abo
20 ve
tabl
10
e
0
and
SSLC HSC DIPLPOMA GRADUATE PG OTHERS cha
Qualification rt it
is
informed that 22% of respondents were completed SSLC, 56% of respondents
were completed HSC, 12% of respondents were completed diploma, 4% of the
respondents completed their graduation, 4% of respondents completed their
PG and the remaining 2% are others.

29
 TABLE 2.1.4 SHOWING RESPONDENT’S WORKING EXPERIENCE.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
<=1 26 52%
1-3 12 24%
3-5 2 4%
>=5 3 6%
Chart 2.2.4

PERCENTAGE
60

50

40

30

20

10

0
<=1 1 to 3 3 to 5 >=5

PERCENTAGE

Inference:
From the above table and chart it is informed that 52% of the
respondents have an experience of less than 1 year, 24% of the respondents
have an experience of 1-3 year, 4% of the respondents have an experience of
3-5 year and the remaining 6% have more than 5 year of experience.

30
 TABLE2.1.5 RESPONDENT’S INCOME LEVEL.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
5k-10k 42 84%
11k-15k 7 14%
More than 20k 1 2%
Chart 2.2.5

INCOME LEVEL
90

80

70

60

50

40

30

20

10

0
5K -10K 11K-15K MORE THAN 20K

INCOME LEVEL

Inference:
From the above table and chart, it is informed that 84% of the employee have
income 5K-10K, 14% of the employee have the income 11K-15K, 2% of the
employee have income more than 20K.

31
 TABLE REPRESENTATION RELATED TO STUDY FACTORS
Table 2.1.6 Employer trained me about the correct use of personal protective
equipment and standing operating procedure.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
Yes 40 80%
No 10 20%
Chart 2.2.6

STUDY FACTORS
90

80

70

60

50

40

30

20

10

0
YES NO

STUDY FACTORS

Inference:
From the above table and chart, it is informed that 80% of the respondents
trained about the correct use of the personal protective equipment and
standing operating procedure, 20% of the respondents are not trained about
the correct use of the personal protective equipment and standing procedure.

32
TABLE2.1.7 RESPONDENTS ATTENDING TRAINING PROGRAMME IN
COMPANY.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
More than 10 times - 0%
More than 7 times 5 10%
More than 3 times 15 30%
Less than 3 times 30 60%
Chart 2.2.7

TRAINING PROGRAME
70

60

50

40

30

20

10

0
MORE THAN 10 TIMES MORE THAN 7 TIMES MORE THAN 3 TIMES LESS THAN 3 TIMES

TRAINING PROGRAME

Inference:
From the above table and chart, it is informed that 0% of the respondent not
attending training program more than 10 times,10% of the respondent
attending training program more than 7 times,30% of the respondent
attending training program more than 3 times,60% of the respondent
attending training program more than 3 times

33
 Table 2.1.8 Manager or Co executive encourages you to pursue continuous
work improvement by giving you feedbacks/suggestions.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
Not at all true 2 4%
Somewhat true 30 60%
Very true 18 36%
Chart 2.2.8

FEEDBACK
70

60

50

40

30

20

10

0
NOT ALL TRUE SOMEWHAT TRUE VERY TRUE

FEEDBACK

Inference:
From the above table and chart, it is informed that 4% of the respondent give
feedback for improvement, 60% respondent somewhat true for giving the
feedback, 36% respondent very true in giving the feedback.

34
Table 2.1.9 TRAINING CONDUCTION WHENEVER THEY ARE
REQUIRED AS PER SITUATION AND MAJORITY.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
YES 45 90%
NO 5 10%
Chart 2.2.9

REQUIREMENT OF TRAINING
100
90
80
70
60
50
40
30
20
10
0
YES NO

REQUIREMENT OF TRAINING

Inference:
From the above table and chart, it is informed that 90% respondent saying
yes training is given, 10% respondent saying no training is given.

35
 TABLE2.1.10 RESPONDENTS TRAINING RELATED TO YOUR JOB
RESPONSIBILITIES AND ALSOWHICH HELPS IN YOUR OVERALL
DEVELOPMENT.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
Strongly agree 5 10%
Agree 35 70%
Neutral 10 20%
Disagree - -
Strongly disagree - -
Chart 2.2.10

TRAINING RELATED TO JOB

80

70

60

50

40

30

20

10

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

TRAINING RELATED TO JOB

Inference:
From the above table and chart, it is informed that 10% respondent strongly
agree,70% respondent agree ,20% respondent neutral that training related to
job are given.

36
TABLE2.1.11 RESPONDENT PERCEPTION REGARDING THE ROLE OF
SUPERVISOR IN HEALTH AND SAFETY.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
YES 45 90%
NO 5 10%
Chart 2.2.11

Perception
100
90
80
70
60
50
40
30
20
10
0
YES NO

Perception

Inference:
From the above table &chart, it is informed that 90% respondent said yes,
10% respondent said no that supervisor perform his/her role in healthy and
safety.

37
 TABLE2.1.12 RESPONDENT EXPERIENCE FRUITFUL CHANGES IN
WORKING EFFICIENCY AFTER BEING TRAINED.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
YES 50 100%
NO - -
Chart 2.2.12

WORKING EFFICENCY
120

100

80

60

40

20

0
YES NO

WORKING EFFICENCY

Inference:
From the above chart and table, it is informed that 100%Respondent
experience fruitful changes in working efficiency after being trained.

38
 TABLE2.1.13 RESPONDENTS PERFORMANCE IMPROVE TRAINING.

ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE

YES 50 50%
NO -
Chart 2.2.13

EFFICENCY OF TRAINING
60

50

40

30

20

10

0
YES NO

EFFICENCY OF TRAINING

Inference:
From the above table and chart, it is informed that 50% respondent are
trained improved their performance.

39
 TABLE2.1.14 THE RESPONDENT TRAINING DURATION IS SUFFICIENT.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
Yes 48 96%
No 2 4%
Chart 2.2.14

SUFFICENCY
120

100

80

60

40

20

0
YES NO

SUFFICENCY

Inference:
From the above table and chart, it is informed that 96% respondents said
training duration is sufficient, 4% of the respondent said no the training
duration is not sufficient.

40
 TABLE2.1.15 RESPONDENTS ASSESES THE QUALITY OF TRAINING.

ATTRIBUTES NO. OF PERCENTAGE

RESPONDENTS
HIGHLY SATISFACTORY 10 20%
SATISFACTORY 24 48%
AVERAGE 16 32%
DISSATISFACTORY -
HIGHLY DISSATISFACTORY -
Chart2.2.15

Quality of Training
60%

50%

40%

30%

20%

10%

0%
HIGHLY SATISFIED SATISFACTORY Average Dissatisfactory Highly dissatisfied
Quality of training

Inference:
From the above table and chart, it is informed that 20% respondent are
highly satisfied, 48% respondent are satisfactory, and 32% respondent said
average quality of training assessment.

41
 TABLE 2.1.16 SATISFACTION OF TRAINER.
ATTRIBUTES NO. OF PERCENTAGE
RESPONDENTS
Yes 47 94%
No 3 6%
Chart 2.2.16

Satisfaction Level
100
90
80
70
60
50
40
30
20
10
0
Yes No

PERCENTAGE

Inference:
From the above table and chart, it is informed that 94% respondent are
satisfied by trainer, 6% respondent are not satisfied by trainer.

42
TABLE2.1.17 RESPONDENT’S FEEL ENHANCED AND YOU ARE MORE
PRODUCTIVE AND YOU MADE AN ACTION-PLAN FOR YOUR TASK.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
Strongly agree 12 24%
Agree 31 62%
Neutral 7 14%
Disagree - -
Strongly - -
disagree
Chart 2.2.17

Productiveness
70

60

50

40

30

20

10

0
Strongly agree Agree Neutral Disagree Strongly disagree

PERCENTANGE

Inference:
From the above table and chart it is informed that 62% of respondents have agree to feel
enhanced and are more productive and they made an action-plan for your task, 24%
strongly agree on and 14% said neutral response.

43
TABLE 2.1.18 DOES EMPLOYEES HAVE SUFFICIENT TIME TO PERFORM AFTER
TRAINING.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
YES 48 92%
NO 4 8%
Chart 2.2.18

Sufficient time
100
90
80
70
60
50
40
30
20
10
0
Yes No

PERCENTAGE

Inference:
From the above table and chart, it is informed that 92% of respondent said
yes they have sufficient time to perform after training, 8%respondent said no
they don’t have sufficient time to perform after training.

44
 TABLE 2.1.19 OVERALL SATISFACTION WITH TRAINING PROGRAM
ORGANIZED IN YOUR COMPANY.
ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE
HIGHLY SATISFACTORY 7 17%
SATISFACTORY 37 74%
AVERAGE 6 12%
DISSATISFACTORY -
HIGHLY -
DISSATISFACTORY
Chart 2.2.19

Satisfaction
80%

70%

60%

50%

40%

30%

20%

10%

0%
Highly Satisfied Satisfactory Average Dissatisfied Highly Dissatisfied

Satisfaction Level

Inference:
From the above table and chart, it is informed that 17%are highly satisfied,
74% are satisfied, and 12% respondents said average about satisfaction with
training program.

45
 TABLE 2.1.20 THE RESPONDENT BASIC TRAINING NEEDS ARE IDENTIFIED IN
OUR COMPANY.
NO. OF PERCENTAGE
RESPONDENTS
Through performance appraisal 11 22%
Supervision 30 60%
Feedback official respect 9 18%
Oral communication - -
Chart 2.2.20

Training Needs
70

60

50

40

30

20

10

0
Through performance Supervision Feedback official request Oral communication
appraisal

Basic Training

Inference:
From the above table and chart, it is informed training need are identified by
22% through performance appraisal, 60% supervision, 18% feedback official
respect.

46
TABLE 2.1.21 RESPONDENTS IMPROVEMENT IN JOB.

NO. OF PERCENTAGE
RESPONDENTS
Always 18 36%
Often 29 58%
Sometimes 3 6%
Not at all - -
Chart 2.2.21

Improvement in job
70%

60%

50%

40%

30%

20%

10%

0%
Always Often Somwtimes Not at all

Improvement Leval

Inference:
From the above table and chart, it is informed that 36% always, 58%often,
6% sometimes see respondent improvement in job.

47
 TABLE 2.1.22 TRAINING HELPS IN IMPROVEMENT OF QUALITY OF WORK.
NO. OF PERCENTAGE
RESPONDENTS
Always helps 28 56%
Often helps 17 34%
Sometimes helps 5 10%
Not at all - -
Chart 2.2.22

Quality of Work
60%

50%

40%

30%

20%

10%

0%
Always helps Often helps Sometimes helps Not at all

Quality of Work

Inference:
From the above table and chart, it is informed that 56%always helps,
34%often helps, and 10% sometimes help respondent training helps in
improvement of quality of the work.

48
TABLE 2.1.23 RESPONDENT’S ACCEPT TRAINING PROGRAM
IMPROVES SELF-CONFIDENCE.
NO. OF PERCENTAGE
RESPONDENTS
Highly acceptable 9 18%
Acceptable 36 72%
Unacceptable 5 10%
Highly unacceptable - -
Chart 2.2.23

Self Confident
80%

70%

60%

50%

40%

30%

20%

10%

0%
Highly acceptable Acceptable Unacceptable Highly unacceptable

Self Confident Level

Inference:
From the table and chart, it is informed 18%highly acceptable,
72%acceptable, 10%acceptable respondent respondents accept training
program improves self-confidence.

49
 Table 2.1.24 TRAINING HELPS YOU DEVEOPE IN CAREER.
NO. OF PERCENTAGE
RESPONDENTS
STRONGLY AGREE 23 46%
AGREE 22 44%
NEITHER AGREE NOR DISAGREE 5 10%
DISAGREE - -
Chart 2.2.24

Development in Career
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly Agree Agree Neither Agree Nor Disagree
Disagree

Development of Career

Inference:
From the above table and chart, it is informed that 46% strongly agree, 44%
agree, 10% neither agree nor disagree respondents said training helps to
develop the career.

50
 Table 2.1.25 WHAT IS YOUR OPINION ABOUT THE TRAINING PROGRAM.
NO. OF PERCENTAGE
RESPONDENTS
HIGHLY SATISFIED 21 42%
SATISFIED 25 50%
DISSATISFIED 4 8%
HIGHLY DISSATISFIED - -
Chart 2.2.25

Opinion
60%
Infer
50% ence:
Fro
40%
m
the
30%
table
20%
and
char
10% t, it
is
0% infor
Highly Satisfied Satisfied Dissatisfied Highly Satisfied med
Opinion that
42%
highly satisfied, 50% satisfied, 8% dissatisfied respondent said the opinion about the
training program.

51
 CHAPTER NO. 3
3.1 FINDINGS

 Majority 56% respondents are 21-25 age group

 Majority 84% of respondents were female
 Majority 56% of respondents completed their HSC
 Majority 52% of respondents have an working experience of less than
1 year
 Majority 84% of respondents income level is 5k to 10k
 Majority 80% of respondents said that employer trained to use the
equipment
 Majority 60% of respondents attended the training program less than 3
times
 Majority 60% of respondents said somewhat true for Manager or co
executive encourages employee to pursue continuous work
improvement by giving you feedback/suggestions.
 Majority 90% of respondents said Yes to conduction of training
program when it is required as per the situation.
 Majority 70% of respondents agree that their training helps them
develop in their job.
 Majority 90% of respondents said Yes to the role of superior
performing health and safety measures.
 100% of respondents said Yes to the changes in working efficiency
after being training.
 100% of respondents said Yes that their training improves their
performance.
 Majority 96% of respondents said Yes that training program duration
is efficient.
 Majority 48% of respondents are satisfied with the quality of training
assessment.
 Majority 94% of respondents said Yes that they are satisfied with the
trainer.

52
  Majority 62% of respondents said Neutral for respondents feel
enhanced and they are more productive and they made action plan for
the task given to them.
 Majority 92% of respondents said yes for they have sufficient time to
perform after training.
 Majority 74% of respondents said they are satisfied with the training
program organized in the company.
 Majority 60% of respondents said the respondent basic training needs
are identified in the company by way of supervision.
 Majority 58% of respondents said often for improvement of Job.
 Majority 56% of respondents said always helps for their improvement
of quality of work.
 Majority 72% of respondents accepted that training program improves
self-confidence.
 Majority 46% of respondents strongly agree training program helps to
develop their career.
 Majority 50% of respondents are satisfied with the training program.

 Training Program of the company is very minutely designed

and implemented.

 This is helpful in making all the organizations decision such as promotion,

transfer identification of training and development needs and individual planning.

 Training Program rates the employees in terms of their performance after

training program is conducted.

 Training Program takes into account the past performance of the employees
and focuses on the improvement of the future performance of the employees.

53
 3.2 Suggestions and Conclusion
After going through the whole system, it could be concluded that the whole
Training program process is a great evolution from the age long processes which
were followed in the various leather sector units on India.

But as every system has some flaws so does this system too, there may be some
changes which could be included in order to make it near to perfect if not perfect.

3.3 Conclusion
After going through the functioning of the training program system at KH
EXPORTS, it could be said that in order to bring about transparency
it has brought about an system through which people could see what they have
been rated where do they stand in terms of their ratings on what parameters they
are being rated, feedback given to them by their seniors and so forth.

The system for Training Program is different for the supervisors and the
executives while the workers and supervisors are still going on. The change that
KH EXPORTS has brought is that they have made the confidential reports now so
the supervisors can know about the ratings from the supervisors thus making the
system transparent for there was a problem that the supervisor‘s rating depended
upon the Trainee with their superiors.

Although people do have problem that the relation with superiors may hamper
their performance after their training
program, but in a way it is a transparent technique, in which continuous feedback
is given, reasons are given for negative feedback and regular training is given in
case of improvement or need.

The superiors give quality time for their subordinates growth too guidance and
advices are given through the Mid-year review which helps in improving the
yearly training performance. There is also a cascade of performance which helps in
achieving the organization‘s goals, individuals align their goals as per the
departments which sets its agenda as per the unit‘s agenda which decides its
objectives as per the mission and vision of the company. To keep a check of each
of unit‘s or department‘s work there is this balance scorecard for training.

54
Thus we see that the training technique at KH EXPORTS is made keeping in mind
each and every aspect of the requirements for a satisfactory and efficient work
force.

People differ in their abilities and their aptitudes. There is always some difference
between the quality and quantity of the same work on the same job being done by
two different people. Training Program of Employees are necessary to understand
each employee‘s abilities and to increase their abilities to cope up with the
organization, competencies and relative merit and worth for the organization.

Training Program rates the employees in terms of their performance. Training

Program takes into account the past performance of the employees and focuses on
the improvement of the future performance of the employees.
Training Program system of the company is very minutely designed and
implemented. This is helpful to identification of training and development needs
and individual planning.
To conclude we would say that the changes are for the betterment of the
organization. The employees in the organization are rated on the basis of different
area of job work.

Issues related to Training related perks

There are also certain problems which arise, with the implementation of this
training program system, although KH EXPORTS has tried to introduce a system
without any flaws still there is scope of some changes as there are certain issues
which are yet to be handled, these issues are as such:

 Managers are uncomfortable as transparency makes them answerable and

giving reasons for the rating they have done makes it really tough for them
to answer.

 Tendency to give same score to majority.

55
 More vocal employees get better scores, this way a good but silent performer
would be wronged.

 People with softer targets get better scores, as it is the employees who
prepare their KRA‘s.

 Assessment on absolute performance vs relative ranking in relation to other

employees.

 Difficult to justify NIL payment to lowest performer as he also contributes

to overall Target.

 Grade factor has large variation at the higher levels8.

 Performance Factor across 5 levels will create huge difference in pay-out

within same grade affecting Team work.

 Performance Rating of Directors & CMD, there is no one to rate them they
are the supreme powers.

 A person performing individually although very hard may not be

contributing to the organization‘s goals.

 The rating is done even by the general manager who hardly knows anything
about the employee‘s behavior and potential thus, this is a kind of blind
appraisal.

 Supervisors and workers have no clue about the parameters on which they
are to be rated in their CR‘s.

56
Recommendations-
After evaluating whole of the Training Program system at KH EXPORTS there are
some changes which could be introduced to improve the performance to even
higher level:

1) Rather than getting the ratings filled by the general manager for an
individual employee it must be limited only to the head of the department
who knows the employee and his potential and also the work he is
doing, thus, the rating must only be done by those who know the employee
and the related work.

2) There must not be any sought of biasing on the part of the managers, the
appraisal must be based on the performance solely this must be seen by
the HOD, who must review the ratings to find out if there is any kind
of biasing going on.

3) There must not be any predetermined score in mind while rating the
employees based on their training program, for their performance at the
work it must not be so that they get rated only for some incident, etc.

4) The higher officials and the unit manager at the KH EXPORTS should give
suggestions for the training of the employees so as to improve the
productivity of the employees to attain the individual goal and
organizational goal.

5) Raters should be given training about the method of evaluation.

6) There should be the regular conduction of the Post-training Interviews.

7) There may be more transparency introduced for example their unit managers
can only see analysis not the results.

8) Equal marking is not allowed for the same band it may be so that the people
are performing at par but get different ratings this demotivates them, so
bands within a band so that the difference lies based on the training.

9) Loop holes where improvement could be brought about must be told.

57
10) Parameters for superior and subordinate relationship must be told.

11) It must not be so that some people have soft targets and some do not
at all for it
may bring load on one and the other might be achieving targets easily with h
ardly any complicated work in their kitty.

12) It should be taken care of that feedback is given at a regular basis.

58
 ANNEXURE
QUESTIONAIRE

KH EXPORTS INDIA PRIVATE LIMITED

(Footwear Division)

Observation Project in Training Program

Questionnaire
Demographic factors
1. Gender : Male Female

2. Age : 18-20 21-25 26-30 31-40

3. Qualifications SSC HSC Diploma
Graduate PG Others

4. Experience Less than 1 year 1-3 3-5

More than 5 years
5. Income level 5k-10k 11k-15k more than 20k

STUDY RELATED FACTORS

1. Does your organization provide you regular trainings?
Yes No

2. How many trainings have you attended in your company?

a. More than 10 times
b. More than 7 times
c. More than 3 times
d. Less than 3 times

59
3. Your manager/co executives encourages you to pursue continuous work improvements
by giving you feedback/suggestions
a. Not at all true
b. somewhat true
c. Very true

4. Are trainings conducted whenever they are required as per the situations and majority?
a. Yes
b. No

5. You are given trainings related to your job responsibilities and also which helps in your
overall development.
a. strongly Agree b. Agree c. Neutral disagree strongly Disagree

6. Are you informed in writing before the trainings are conducted?

a. Yes
b. No

7. Do you experience fruitful changes in working efficiency after being trained?

a. Yes
b. No

8. Does training improve performance?

a. Yes
b. No

9. Do you think the time duration of training is sufficient?

a. Yes
b. No

10. How do you assess the quality of training?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

11. You are satisfied with the trainer (Who so ever)

a. Yes
b. No

60
12. You feel enhanced and you are more productive and you made an action-plan for your
task.
a. strongly Agree b. Agree c. Neutral disagree strongly Disagree

13. Did you have sufficient time to perform after trainings?

a. Yes
b. No

14. Overall Satisfaction with training programmes organized in your company?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

15. On the basic training needs are identified in your company?

a) Through performance appraisal [ ]

b) Supervision [ ]

c) Feedback official respect [ ]

d) Oral communication [ ]

16. Do you see any improvement in your job?

a) Always [ ]

b) Often [ ]

c) Sometimes [ ]

d) Not at all [ ]

17. Whether the training helps to improve the quality of work

a) Always helps [ ]

b) Often helps [ ]

c) Sometimes helps [ ]

d) Not at all [ ]

61
18. Do you accept that the training programs improve self-confidence?

a) Highly acceptable [ ]

b) Acceptable [ ]

c) Unacceptable [ ]

d) Highly unacceptable [ ]

19. Training helps you develop your career?

a) Strongly agree [ ]

b) Agree [ ]

c) Neither agree nor disagree [ ]

d) Disagree [ ]

20. What is your opinion about the present training programme?

a) Highly satisfied [ ]

b) Satisfied [ ]

c) Dissatisfied [ ]

d) Highly dissatisfied [ ]

21. Is any assessment made to find the difference in employee before and after attending
training?

a) Yes [ ]

b) No [ ]

22. Which method OD training followed by your organization

On the job

Off the job

62
23. Duration of training program

1-3

4-7

7-10

63
 BIBLIOGRAPHY

BOOKS
 Prashad L.M. (2004) Human resource management. Millennium
Edition, Prentice Hall of India , New India
 Ashwathapa , Human resource management and personnel management
 Kotller P, (2000), Marketing Management Millennium Edition, Prentice Hall
of India, New Delhi.
 Kothari C.R. (2001) Research Methedology 4th edition, New age
publication

Websites:
www.slideshare.com
www.khindia.net
www.zaubacorp.com

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