Full doc

2
CHAPTER- I
1.1 HUMAN RESOURCES
The success of any organization depends on appropriate use of human assets available in
the organization. All other assets could only be supplementary to human assets. Towards
augmenting the human resources and to cope with changes – both internal and external, the
organization has to concentrate necessarily on developing the ability, wisdom and skills of its
workforce. For the development of human asset, ‘training’ becomes the base. Training is a tool
to attain individual, organizational needs related to the jobs undertaken and is also intended to
improve the work culture of the group involved in a group task. An ideal training programme can
be expected to change the attitude, skills and develop forward vision of the participants towards
the task.
The Workers or Employees working in or for an organization are now being considered
as ‘human assets’ even though different terms like ‘staff’, ‘manpower’, ‘personnel’, etc. are still
in currency. The emerging trend is to treat them as ‘human assets’ or ‘human resources’. The
success of any organization depends on appropriate use of human assets available in the
organization. All other assets could only be supplementary to human assets. Towards
augmenting the human resources and to cope with changes – both internal and external, the
organization has to concentrate necessarily on developing the ability, wisdom and skills of its
workforce. The training effectiveness is dependent on two considerations, (1) Trainers are fully
responsible for training and if the employees do not show results, the trainer should be held
accountable (2) Training effectiveness depends on the kind of atmosphere and culture that is pre-
valent back at home (Mehta 1970). Training programmes should focus on corporate planning,
organizational development and personnel management (Srinivasan 1977). Constant changes
take place in the internal and external levels of business units. It is necessary for the organization
to restructure and reinforce the human assets to adapt itself to changes. Business does not have
unanimous methodologies for evaluation and it depends on suitability (Bivainis, Morkvenas
2008). It is of paramount importance to any organization to strive for the development of its
employees as esteemed members of the organizational management team. For the development
of human asset, ‘training’ becomes the base. Training is a tool to attain individual, organizational

3
needs related to the jobs undertaken and is also intended to improve the work culture of the
group involved in a group task. An ideal training programme can be expected to change the
attitude, skill and develop forward vision of the participants towards the task
Human capital is an important asset for organizations under intense competition. Training
and Development function enables human capital to unleash their dexterity. A profound training
program acts as a vehicle to enhance employee skills and enable them to perform better in their
job. Training and development is very crucial to the employees, the organization and their
effectiveness. Human capital is the differentiator between a good company and a great company.
The organizations have long understood that their most valuable asset is their human capital and
many are convinced for large investments in employee training and development. An effective
training program is one that addresses training needs and delivers training according to training
objectives. Research in Training and Development function has produced many results.

4
HISTORICAL DEVELOPMENT
During 1980s, Japanese management practices clearly revealed that business success
based on high standards of performance was dependent on a highly trained and developed
workforce. (Brown and Read, 1984). Recent research also indicates a causal link between high
commitment practices (including training and development) and improvements in an
establishment‟s performance and competitive advantage. (Patterson et al., 1998; Rajan et al.,
1996). Lowry, Simon, and Kimberley (2002) concluded that training is a factor that enhances
employee commitment and maximizes employee potential. The training process is one of the
most pervasive methods for enhancing the productivity of individuals and communicating
organizational goals to personnel. (Ekaterini Galanou, constantinos-Vasilios priporas, 2009).
Organizational training activities are recognized as being able to become sources of competitive
advantage (Barney, 1995) through their impact on employees‟ productivity (Ng & Siu, 2004). As
the need for current and future effective managers increases in all types of organizations, training
programs and design tools for the evaluation process become more important (Eseryel et al.,
2001; Tennyson, 1999). These statements evidentially make a mention about the importance of
Training and Development in organizations.

5
TRAINING & DEVELOPMENT
In this competitive world, training plays an important role in the competent and
challenging format of business. Training is the nerve that suffices the need of fluent and smooth
functioning of work which helps in enhancing the quality of work life of employees and
organizational development too. Development is a process that leads to qualitative as well as
quantitative advancements in the organization, especially at the managerial level, it is less
considered with physical skills and is more concerned with knowledge, values, attitudes and
behaviour in addition to specific skills. Hence, development can be said as a continuous process
whereas training has specific areas and objectives. So, every organization needs to study the role,
importance and advantages of training and its positive impact on development for the growth of
the organization. Quality of work life is a process in which the organization recognizes their
responsibility for excellence of organizational performance as well as employee skills. Training
implies constructive development in such organizational motives for optimum enhancement of
quality of work life of the employees. These types of training and development programs help in
improving the employee behaviour and attitude towards the job and also uplift their morale.
Thus, employee training and development programs are important aspects which are needed to
be studied and focused on
Training is considered as the process of upgrading the knowledge, developing skills,
bringing about attitude and behavioural changes, and improving the ability of the trainee to
perform tasks effectively and efficiently in organisations (Wills, 1994; Palo et al, 2003; Robert et
al, 2004). Similarly, Stewart (1996) combines the two concepts of training and development and
gives an organisation function which has the outcome of ensuring that the contribution of
individuals and groups in achieving the organizational objectives through the development of
appropriate knowledge, skills and attitude of the employees. The contribution and improvement
of organisation performance is primarily through development of people as individuals, work
groups and as members of the wider organisation. Furthermore, training and development of
employees is a systematic process that intends to ensure that the organisation has effective
employees to meet the exigencies of its dynamic environment. This is inclusive of adding to the

6
employee knowledge, skills and attitudes required by an individual to improve his performance
in the organisation
Training and development is very crucial to the employees, the organization and their
effectiveness. The organizations have long understood that their most valuable asset is their
human capital and many are convinced for large investments in employee training and
development. It is an undisputed fact that effective training is an investment in the human
resources of an organization, with both immediate and long –range returns. However mere
investment is not enough; firms need to manage training programs more effectively so that they
can get the highest returns from their investment.
Training holds the key to unlock the potential growth and development opportunities to
achieve a competitive edge. In this context, organizations train and develop their employees to
the fullest advantage in order to enhance their effectiveness. Performance of an employee is a
dependent factor on variables like knowledge, skill and abilities. Training and development
provides employees required knowledge, skills and abilities to do a job. Training is a tool to fill
the gap and the firms should use it wisely to improve employee productivity.
Training and development is most effective in motivating and retaining high quality
human resources within organization. (Kate Hutchings, Cherrie J.Zhu, Brain K, Cooper, Yiming
Zhang and Sijun Shao, 2009). While early research on strategic HRM advocated the
development of lists of best practices (Pfeffer 1994), we take as our premise the belief in
bundling of high performance work practices or having a system approach to HRM as most
effective in ensuring organizational performance. Importantly, it has been noted that training is a
key element of the bundles of practices arising from research into high performance work
systems.
The importance assigned to Training and Development function in an organization can be
understood by knowing commitment from top managers, investment and time spent on training,
major responsibility associated with HR or specialist trainer and involvement of line manager.
The purpose of training will be served when employees who undergo training learn skills and
knowledge from the training program and apply them in their job. It is difficult to measure
training effectiveness; because, training results may not be immediately reflected in trainee
performance and contribution of training knowledge in improved performance levels can‘t be

7
judged objectively. What it makes more difficult in measuring training effectiveness is its
complexity in measuring results in terms of monetary value. Yet it is very vital to measure
training effectiveness, as it helps in making decisions related to continuation of training,
improvements in training and allocation of training resources.
The world is experiencing technological and informational revolution that makes for
variations in nature of business. To meet these variations and beat out the competition in ever
changing business scenario, human capital is a major weapon used by organizations.
Contemporary management thinking suggests that, human capital can be a competitive
advantage to organizations. This competitive advantage can be made sustainable only when
human capital is knowledgeable and dextrous. Training and Development function ensures that
human capital inculcate required knowledge and abilities. Thus, Training and Development
function is considered as significant function in any organization. In India, more importance is
given to the conduction of a training program to enhance human assets of firms.
Training is always an important and integral part in furthering many kinds of human
learning and development. If organizations are to make the best of the training function in their
response to and promotion of change, the training function will need to be closely linked with
business plans. This means that a detailed training policy needs to be agreed and implemented
from the top of the organization and supported by management at all level. Training is the
process of increasing the knowledge, and skills for doing a particular job. It is an organized
procedure by which people learn knowledge and skill for a definite purpose. The purpose of
training is basically to bridge the gap between job requirements and present competence of an
employee. Training is aimed at improving the behavior and performance of a person and also it
is a never ending or continuous process. Today, Indian organizations have realized the
importance of training as a tool to achieve their strategic goals. It is not viewed by the
organization as a longer but as an investment on one of its most dynamic assets, namely,
employees. Many organizations consider training as a strategy
To attract new customers, meet customer expectations, attain customer satisfaction and to
retain customers, organizations are striving to be best in their products, service quality and in
their customer encounters. This can happen only when organizations have highly skilful
employees as their assets. And those employees should be trained on contemporary issues to

8
meet present world ‗techno-customers‘ ‘ expectations. Thus, significance of training and
development function is conspicuous. Being, realized of the fact that training and development
function is significant in delivering best quality outcome to customers; Indian companies started
investing in training and development function. However, training alone can‘t give sustainable
competitive advantage for any organization. Results of training have to be measured in order to
know its impact on business results, thereby taking measures for further improvements in the
training program delivered. Because of huge investments, effort and time involvement in training
function, top management also, are interested to know impact of training program on trainees.
Hence, training program is evaluated to determine the extent of knowledge, skills and abilities
delivered through training and translated into performance. A training program is said to
effective, when it delivers what is intended.
TRAINING EFFECTIVENESS:
The degree to which the training attains the desired objectives or immediately expected
results, which was presumed earlier from the training called ‘Training Effectiveness”. The best
way to determine that training has been effective is to fully understand the reason why the
training has been conducted. The reason to conduct and implement training is a key factor in
determining that a training course or programme will be effective in achieving desired outcomes.
If the training purpose was not clearly defined before the training, it could not lead to training at
as it is planned. Defining a valid need for training is the foundation upon which an organization
can determine training effectiveness. Of course the training is an important part of human
resource function but more than that is the way in which training has been conducted so that it
can be more effective. Training is expensive if does not serve the purpose for which it is given.
The training must be able to increase the capabilities of employee and as well as the organization
also. If the training is not successful in making employee and organization more capable then it
will be loss of money and loss of reputation of organization.
Effectiveness is defined as the capability of producing a desired effect. Effectiveness of
training and development can be measured by average time taken to diagnose a problem, success
rate of a customer engineer, overall productivity of employees, ROI (Return on Investment), and
customer satisfaction

9
The greatest strength of India is its human resource. The prosperity of a nation depends on the
proper development and utilization of its human resources, as all other resources can be
generated by a well-motivated human resource. Organizational growth, change and success
ultimately depend on the actions of human resources. The global economy has endangered the
survival of every organization and particularly those who wish to gain a competitive advantage.
The competitive advantage may be a daydream in the absence of superior quality products,
which are the responsibility of well-trained employees. Employee training is the ways in which
organization invests in its human capital. Training is the process whereby people learn the skills,
knowledge, attitude and behaviour needed in order to perform their job effectively. No industrial
organization can ignore the training and development need of its employees without seriously
inhibiting its performance
In the changing phase of the market, all organizations have a number of opportunities to grab
and number of challenges to meet. Due to such environment, the dynamic organizations are
smoothly surviving in the present competition. While facing these challenges, there is a great
pressure of work on the shoulders of management. It is a responsibility of the management to
make necessary changes at the workplace as per the requirement of the job. To survive in the
competition and to meet the requirements, the management needs to change their policies, rules
and regulations. The organizations face a lot of pressure in the competence for a talented work
force, for constantly improving the production methods, entrants of advanced technology and for
the employees who are inclined to achieve work life balance. The success of any organization
depends upon the quality of the work force, but in order to maintain the quality of the work
force, many organizations come across a number of obstacles. These obstacles include attraction
of the qualitative workforce towards the organization, recruitment of intelligent, dynamic as well
as enthusiastic people in the organization, motivation of current employees with different
techniques and retention of the current workforce for maintaining the organizational status in the
competitive market. For surviving the business and becoming a successful pillar in the market;
training is a tool that can help in gaining competitive advantages. Training proves to be a
parameter for enhancing the ability of the workforce for achieving the organizational objectives.
Good training programs thus result in conquering of the essential goals for the business. Hence,
training is significant for giving a dynamic approach to the organization. This dynamic approach
is necessary because every organization that adopts a controlled way of functioning may not be

10
able deliver consistent results but a dynamic and flexible organization may do so. This is
possible only because of improved quality of work life through implementation of training
programs. A high degree of quality of work life in the organization results in increased profits,
higher employments and accentuating demands in the market. Improving the quality of work life
is a continuous and progressive process of the organization. Quality of work life concerns with
the requirements, needs, working environment and job design of the employees at workplace.
According to Guna Seelan Rethinam Maimunah and European foundation for the improvement
of Living Conditions (2000), Quality of work life is a multi-dimensional construct, made up of
interrelated factors. Quality of work life is associated with job satisfaction, job involvement, job
security, productivity, health, safety, competence development, professional skills, balance
between work and non work life of the employee.
The focus of Human Resource Development is on developing the most superior
workforce which helps the organization for successive growth. All employees are needed to be
valued and they should apply collective efforts in the labour market every time. This can only be
achieved through proper and systematic implementation of employee training and development
programs. Employees are always regarded with development in career-enhancing skills which
leads to employee motivation and retention. There is no doubt that a well trained and developed
staff will be a valuable asset to the company and thereby will increase the chances of their
efficiency and effectiveness in discharging their duties. Training is a learning experience which
has a capacity to make positive changes and reach up to the desired objectives of the
organization. It improves the ability of the employee to perform the job efficiently and with
excellence.
IMPORTANCE OF TRAINING AND DEVELOPMENT
Training and development programs are the basic structural and functional foundations
for the development of the employees. These foundations are important for guiding the
employees through different situations. Training and Development programs are the framework
for helping employees to develop their personal and professional skills, knowledge, and abilities.
Training imparts knowledge to the employees regarding different issues in the organization and
the proper execution of these programs result in number of benefits such as development of

11
profitable, adaptable as well as efficient organization and productive & contented employees. It
is useful in the following manner:
 Employees are able to balance their work life and personal life in a better manner which
leads to reduction of stress.
 Such programs help in improving physical and psychological health of the employees,
thereby bringing down the absenteeism rate.
 These programs develop the employee morale, increase the productivity, job satisfaction
and commitment of the employees towards the organizational goals.
 These programs also aim at the progress of the individuals in their personal and
professional lives.
 They improve the communication between all levels of management which helps in
minimizing conflicts between different levels of employees.
 Such types of programs lead to effective negotiation and enable the designing of the
contracts which satisfy all sorts of employees.
 These programs enhance efficiency of management and strengthen employee
organization.
 These programs improve the leadership, problem solving, interpersonal and conflict
resolution skills of the employees.
 They are important for sharpening and utilization of the employees’ creative and
innovative skills.
TRAINING BENEFITS
Organizations find it difficult to stay competitive in recent global economy. Importance
of employee development program is growing for the organizations those pursuing to
receive an advantage among competitors. Employees are esteemed resource of the
organization and success or failure of the organization relay on the performance of
employees. Therefore, organizations are financing large amount on employee training
and development programs. Furthermore, in training program it is supportive for
companies to emphasis on knowledge, expertise and ability of employees. There is

12
substantial discussion among professionals and researchers on the affect that
development program has on both employee and organization.
Individual Benefits from Training and Development Program
 Career Competencies
 Personal growth
 Development of new skills
 Employee Performance
 Helps adjust with changing technology
 Increased safety
 Employee Satisfaction .
Organizational Benefits from Training and Development Program
 Higher productivity
 Improves quality
 Better Organizational Performance and climate
 Prevents accidents and damages
 Less supervision
 Prevents manpower obsolescene
 Market Growth
 Standardization of procedures
 Employee Retention
Factors affecting training motivation
 Motivation
 Emotional intelligence
 Managerial and peer group support
 Employees individual attitude and job related factors
 Open mindedness of trainer and trainees

13
 Psychological stage of trainee
 Type of training implementation, content and expertise
 Self efficacy,
So for successful training result there must be positive motivation, some time training
found more successful in bringing the best result through leaders as they were found
more emotional intelligent. The improved and effective working style of the employees
will in turn provide healthy and pollution free environment to the society.
TRAINING METHODS:
1. ON THE JOB TRAINING
On the job training means having a person learn a job by actually doing it. Every
employee, from mailroom clerk to company president, gets on the job training when
he or she joins a firm.
Some of the on the job training methods are
 Orientation training
 Job instruction training
 Apprenticeship training
 Programmed learning
 Job rotation
 Simulated training
2. OFF THE JOB TRAINING
This simply means that training is not a part of job activity. It takes place inside or at
some external selected cities may be institutes or universities which have no
connection with the company.
Some of the off the job training methods are
 Lectures
 Internship training

14
 Outside seminars
 Role playing
 Case study methods
 Management games
 Simulation training
TRAINING RESOURCES:
Training resources which makes a successful training program should be carefully
selected based on the needs of the training whether in house or off the job training.
The resources are
 Professional staff
 Cost of the training program
 Suitable training program
PROBLEM IDENTIFICATION:
The organization spends a vast amount of money on training and development for its
employees with an assumption that the quality of the training programmes is good. The
management feels that their employees fails to contribute to the organization on certain aspects
and so there arise a need to check the effectiveness of the training and development programmes

16
Pumps are the vital elements in an enormous range of fluid handling applications and
range from household pumps to immense units utilized in water, chemical and energy industries.
Pump performance requirements and duties vary considerably in terms of material of
construction, wide range of temperature, pressure, viscosity, density etc., pumps are employed in
almost all the industries
GLOBAL SCENARIO ON PUMP INDUSTRY
The United States will remain the largest purchaser over the next five years but china will
experience the largest growth rate. Large investment will be made in a wide range and
application from semi-conductor ultra-pure water to boiled feed water. China will build nearly
half of the world’s new coal fired plants in the next five years
DRIVERS OF PUMP INDUSTRY:
 Industrial revolution
Pump industry had been fueled by the massive demands of the industrial
revolution that build our modern society
 Post World War II expansion
In order to satisfy the pent-up dedmand that had gone unfulfilled in war
years. Here the emphasis was on large, multistage electric utility boiler
feed water pumps and oil field injection and pipeline pumps
 Energy crisis
Energy crisis all over world led to lot of research and development work
for developing energy efficient pumps and systems,
 Environment challeges
Curbing emissions was the paramount concern. This influence has led to
better sealing of pumps including seal less, magnetically coupled chemical
pumps. The ultimate product in this regard could be ‘ Integral motor
pump’.
GROWTHIN PUMP INDUSTRY:

17
Although some pumps were used in 19th century, the real growth of pump industry took place in
20th century.
1905: Multiple centrifugal pumps were developed
1929: Considerable light was thrown on the vexing problem of pressure pulsations in large
hydraulic turbines and pumps.
1932: Proper understanding of the origin and nature of the pressure pulsation and the
accompanying, vibratory, structural, mechanical response
1955: Dependence of cavitations erosion on liquid was established. This led to an understanding
of why high energy pumps are most likely to suffer from this damaging phenomenon
1956: How the monodynamic vapourization properties of the pump liquid could lead to
reduction of cavitations activity at high temperatures at the same NPSH(net positive suction
heady)
1994: How cavitations can cause profound instabilities in pump and inducer operation
1990-2000: It is found that sometimes obscure fuild phenomena can produce mechanical
instability in rotodynamic pumps.
2004: Monobloc pumps introduced
2004-2007: Monobloc pumps implemented in developing countries
GLOBALIZATION:
The fluid engineering and other technical challenges are assumed to be solvable by the
MNC who emphasize quality, productivity and faster delivery of the product in order to battle
global market share. The apparently nature pump product has a lot of room of improvement will
continue to be necessary to maintain global.
APPLICATIONS:

18
Various applications of pumps are listed below:
 Transportation
 Circulation
 Injecting
 Metering
 Pressure reducing device
 Agitator pump
 Vacuum generation
 Reactor
 Cavitation’s reactor
1.3 COMPANYPROFILE
Name of the company - Sharp industries
Brand name - Ventura pumps
Product manufacturing - Motorpumps

19
Mr.K.K.Ramaswamy a technocrat with pioneering vision to develop a pump which is
light in weight established the industry and later developed Mini Monobloc pumps. Today sharp
industries is ably managed by Mr. K.K.Rajan. under valuable guidance and support the industry
moves ahead in all aspects of business sphere.Ventura is a reckoned entity, engaged in the design
and manufacture of Pumps since its inception. The glorious journey started in the year 1977 as
Sharp Industries. Identifying the need for a pump that was light in weight yet heavy on
performance, we developed a new concept pump called the mini monobloc pump that quite
simply took the market by storm. Today sharp is not a brand but a category all by itself.
In 1998, they designed and developed a new generation of pumps with advancements and
improvements never before seen in the pump industry under the brand name VENTURA. Today
Ventura pumps caters to the needs of the most discerning customers who are looking for trouble-
free, high quality, energy efficient, silent pumps that are simple and easy to use while saving
money via low energy consumption giving a great return on investment. Ventura Pumps are of
the highest quality in the industry while being the most technically advanced.
Ventura Pumps use extensive research to keep us abreast with the upcoming
technological innovations and changing trends in the global arena which are used to enhance our
existing range of pumps with new features. The efforts are driven towards making our customers
happy.
They offer an extensive range of products including Regenerative Pumps, Centrifugal Monobloc
Pumps, Jet Pumps, Open well Submersible Pumps, Bore Well Submersible Pumps and Pressure
Booster systems. Backed by a team of experienced professionals, they have developed into a one
stop solution for all the plumbing needs of a customer.

20
They have earned a reputation for having one of the largest highly satisfied customer bases in the
industry. Long lasting relationships with millions of valued and happy customers is their secret
to being one of the most trusted names in the pump industry.
Mission
The mission of Ventura is to practice fair ethical business which will give the customers
high quality, reliable, innovative products and services that will make their lives easier and
happier. Our mission is to be the heart of happy homes of our customers.
Vision
To be the most trusted, embraced and accepted brand globally by the customers,
employees and the society in every sector we operate in.
Departments:
• ACCOUNTS
• PURCHASE
• EDP(ELECTRONIC DATA PROCESSING)
• MARKETING
• HR
• PRODUCTION
• STORES
• SERVICES
• MAINTAINENE(QUALITY)
• R&D
Infrastructure

21
The state-of-the-art infrastructure is backed with the technologically advanced tools and
machineries that have facilitated us to manufacture a wide range of products. The entire
manufacturing unit is controlled by effective management team sharpened through years of
experience and also equipped with Automatic winding machine to wind stator coils, Baking
varnish used for effective insulation property, Pneumatic presses to fit bearings, Electric ovens to
fix stators using shrink fit method. Moreover, Quality Assurance Unit, and R & D Unit are
integral parts of our infrastructure.
Network
The product quality combined with market friendly policies and customer support have enabled
us to earn the goodwill and build a well-organized business network in domestic and

22
international markets such as Middle East, Sri Lanka, Nepal, Malaysia and Singapore. Today,
they have more than 50 distribution & service centers, 20 Stockists and over 5400 dealers
serving millions of happy customers across the globe.Ventura promise Quality service to our
customers anytime, anywhere.

23
1.4 PRODUCT PROFILE:
With a strong reputation of innovation, Ventura products are acknowledged throughout India for
their efficiency, accuracy and reliability. They have been recognized by various bodies in India
for our work and have been conferred awards such as
 IMM Bata Award for outstanding Marketing from The President of India, 1983
 National Award for Best Entrepreneur from Tamilnadu in 1983,from The President of India
 Jamnalal Bajaj Award for Fair Business Practices from The Governor of Maharashtra, 1990

24
 The Best Productivity Award for the year 1997- 1998 from Shri Krishan Kant, Vice President of
India
 Rajiv Gandhi National Quality Award from Bureau of Indian Standards
Milestones
Continuous improvement has been our motto since the day of our inception. We have strived to
create the best possible value for our customers and hence introduced a lot of “firsts” in the
industry. Some of our firsts include
 First to be honored with ISI Mark of quality for Mini Monobloc Pumps
 First to introduce Extruded Aluminium Body Mini Monobloc Pumps
 First to introduce Thermal Motor Protector for Mini Monobloc Pumps in India
 First to use Brass Volute Inserts instead of Grey Iron volutes in Monobloc Pumps
 First company in India to introduce the concept of Mini Monobloc Pumps
 First Mini Monobloc Pump manufacturer in India to get the ISO 9002 Certification in 1996
Quality
Ventura adhere to stringent quality control procedures as per total quality management system.
Our quality control process / control parameters conform to BIS Standards and are judiciously
carried out at every level of production starting from the design stage till each of our product is
100% individually tested by skilled engineers for various field conditions. Our pumps are made
using superior raw material and adopting the most modern technology and machinery.
But quality is much more than just investing in the right machinery and processes. Good vendor
selection and rating, process control techniques, in process and final stage inspection, internal
quality audits among a host of other activities are strictly followed.
We believe that quality is the key to achieving complete customer satisfaction and we confirm to
ISO 9001:2008 certification standards. In-depth industry knowledge and streamlined work
process has earned us the trust amongst our customers.
Our priority has remained the same since throughout the years to deliver the best possible
products to our customers. Our passion for perfection in quality has been validated by our
customers who have been using our pumps trouble-free for more than 20 years and enabled us to
grow our clientele internationally.

26
CHAPTER- II
MAIN THEME OF THE PROJECT report
CHAPTER- II
2 MAIN THEME OF THE PROJECT REPORT
2.1NEED OF STUDY:
 To pinpoint if training will make a difference in productivity.
 To decide what specific training each employee needs and what will improve his
or her job performance.

27
2.2 REVIEW OF LITERATURE
Anupama Narayan and Debra Steele-Johnson in the year (2007) has done a review in this
topic “RELATIONSHIPS BETWEEN PRIOR EXPERIENCE OF TRAINING, GENDER,
GOAL ORIENTATION AND TRAINING ATTITUDES” and some of the authors have said
that in today’s organizations, rapid changes, an increasingly diverse workforce and competitive
business environments characterize the work (Cascio, 1998; Goldstein, 2002; Smith et. al 1997).
Employee’s development, and more specifically training, can help individuals and
organizations work more effectively adapt to the changing environment and achieve individual
and organizational goals (kindsley, 1998).
The need for improved productivity has become universally accepted and that it depends
on efficient and effective training is not less apparent. It has further become necessary in view of
advancement in the modern world to invest in training. Thus the role played by staff training and
development can no longer be over-emphasized. Staff training and development are based on the
premise that staff skills need to be improved for organizations to grow. Training is a systematic
development of knowledge, skills and attitudes required by employees to perform adequately on
a given task or job. New entrants into organizations have various skills, though not all are
relevant to organizational needs. Training and development are required for staff to enable them
work towards taking the organization to its expected destination. However, for any organization
to succeed, training and re-training of all staff in the form of workshops, conferences and
seminars should be vigorously pursued and made compulsory. (D.A. Olaniyan and Lucas. B. Ojo
in the year ,2008)

28
An organization should sustain its viability and optimize its growth, according to
parameters offered by the potential in the market place. The effort and investment in improving
manpower requires the highest priority for a business organization. He insisted for employee’s
competencies building, proper training program arrangement and proper performance appraisal
systems implementation. (ScrewvallaZ.S ,Feb.1988)
That for 100% efficiency of employees, a continuous training may be provided to update
the skills of employees for their present or new jobs. An effective training can be provided to
employee on their job. The effectiveness of training depends on the constant efforts of adjusting
training, aligning it, making field manager perceive its effectiveness and transforming the
participants not only in functional skills but also in their attitude. Being training an essence of
HRD, proper care should be taken to increase its effectiveness. (ReleYatin ,July 1988)
The use of role analysis in identification of training needs which helps the organization to
increase its training effectiveness and the role of employees for effective performance. steps like
identification of capabilities; technical/functional capabilities, administrative/management
capabilities, conceptual capabilities, behavioral/process capabilities, identification of the gaps in
capabilities possessed etc. (Parthsarathi ,1989)
Favorable attitude of the employees towards the appraisal system should be created, the
performance appraisal (P.A.) system should be treated as ‘problem solving’ system, every
promotion should be made purely on performance basis, organization must bring the
participative approach of employees in the P.A. system, training to appraiser and appraise should
be given about the P.A. system, proper feedback system need to be installed for the employees,
and good performance should be linked with special increment, promotion and rewards
(Arahunasi U.H ,1992)
Companies all over the world recognize training and development of their human
resources as the single major contributor to corporate growth, innovativeness, dynamism and
prosperity. Management development programs were conducted through workshops, seminars
and cross functional task forces to encourage participation and to foster a vibrant, dynamic,
customer oriented team (SondhiMantosh ,1992)

29
Training has been oriented towards the management of co-operatives as government
controlled/administered institutions rather than as independent business enterprises running on
their own strengths and efficiency. The isolated efforts to evolve workable system for HRD at
enterprise level are not sufficient. Hence a well thought out and practical HRD strategy needs to
be formulated.( Sharma B.D ,1992).
Training as a ‘tool for improvement of specific skills of the non-managers’ and
‘development of the managers’. It discusses the ways to convert the traditional personnel
functions to the development mechanisms. It urges upon the need of HRD even before the
selection of the personnel( Singh, U.B. 1992),
Due to liberalization of the Indian Economy, many changes are taking place in the
corporate sector, related to the quality products and services, cost effective and efficient,
improvement in technology to upgrade work methods, work norms, technical and managerial
skills, and employee motivation to face challenges. They felt that HRD plays important role in
bringing out the desired changes. (Rao, T.V., Silveira, D.M., Srivastava C.M.andVidyasagar
Rajesh 1994),
Training” is one of the HRD mechanisms, and HRD does not mean only training. HRD
ministry has its role much beyond education and makes it a very important and critical agency in
nation building. (Rao, T.V. ,1994)
HRD for workers is quite different in content and process from HRD for the managerial
staff. Similarly, different types of programmes may have to be designed for workers of different
sectors. These programmes are training, counseling, participation, welfare, quality of work life,
quality circle, and grievance mechanism. In the article, on the basis of survey he has taken, he
observed that the organizations gave more importance to training of workers. But there were
inadequate facilities for workers development. It is concluded that the line managers should be
sensitive to the problems of workers and should undertake a lot of HRD activities for workers.
(Singh, I.P. ,1994)
HRD activities such as, recruitment, selection, interview, training and development,
career planning and development, performance appraisal, compensation, employee welfare,
grievance procedure, workers participation in management , communication, job enrichment and

30
work redesign, quality circle and quality of work life. (MonappaArunand SaiyadainMirza
,1996)
Today most of the organizations have built up different programs for the training and
development of their employees. Usually companies offered tuition reimbursement package to
their employees so that they can improve their knowledge and education. It has been found by
the Corporate University that almost 10 percent of employees are entitled for this benefit
(Rosenwald 2000). Furthermore, only senior management and those employees who are at top
level are entitled for tuition reimbursement (Rosenwald 2000). As a result thereof, many
organizations conduct in-house training programs for their employees that are more beneficial
and cheap. Training section of the organizations attempts to concentrate on particular job
proficiency whereas the corporate department is proactive with an additional strategic approach.
Training and development program is a planned education component and with exceptional
method for sharing the culture of the organization, which moves from one job skills to
understand the workplace skill, developing leadership, innovative thinking and problem
resolving (Meister, 1998).
Employee development programs includes a variety of teaching technique, schedule, and
helping learning environment that ensure employee to improve their skills and later apply on
their jobs (Gerbamn 2000).
Mel Kleiman (2000) described that the essentials parts of a worthy employee training
program are constructed on orientation, management skills, and operational skills of employees.
These theories are the groundwork of any employee development program. Janet Kottke (1999)
described that employee development programs must be comprises with core proficiencies,
appropriate structure through which organizations develop their businesses at corporate level.
The basic function of the theory is to gain knowledge, cooperation, inventive thinking and
resolving problem (Kottke 1999). Fundamental goals of several employee development
programs are to deliver the mission of the organization and support workers to learn the culture
of the organization (Gerbman 2000). These objectives provide help to the strategic goals of
business by facilitating learning chances and support organizational culture (Kottke 1999). The
requirements for technical training program for employees raised their job satisfaction and help
to understand the culture of organization, which lead to the success of the organization. We must

31
take care about these elements that employee should be updated with the present knowledge of
the job. Employee will be more productive, if companies provide them training as per the
requirement of the job.
Internationally different companies provides training and development program to their
employees for the improvement of their skills and abilities. In the start of 90s Sears Credit
initiated a key rearrangement and retorted with a career-development programs. This program
was developed for employee in order to line up their skills with changing jobs and also ensured
that program was adding value for the growth of their organization. Companies also think that
they were not allocating career opportunities to their employees with acquaintances and abilities
to get benefit from these opportunities (O’Herron and Simonsen 1995).
JC Penny, countrywide wholesale departmental store, developed a virtual university to
support the employees to get abilities and skills as required by their jobs (Garger 1999). Tires
Plus, tire retailer based on Minnesota, established Tires Plus University to its employees to
increase recruitment, retain employees of the store, and fill up the key positions and augments
whole improvement of the employees. U.S. Tsubaki, Illinois, established UST University to
provide and calculate training and organizational development programs that fulfill the
organizational and individual needs of the organizations (Callahan 2000). All over the world
different companies are providing different programs for the betterment and skill improvement
of their employees which are based on same logic
Models of Training Effectiveness Measuring training effectiveness is a tough task. It
brings out the outcome of a training programme. Lots of work has been done on training
effectiveness but Kirkpatrick (1976) being the pioneer who explained the four level method of
training evaluation. Level-1 is reactions criteria, and it evaluates trainees’ affective and
attitudinal reactions to a training programme. It assesses the responses of trainees’ attitude about
a specific training programme. Level-2 is learning criteria, which evaluates the extent to which
trainees have learned the training material and acquired knowledge from a training programme.
It brings outs the outcome of a training programme that what does it affects on trainees. Level-3
is behavior criteria, and it evaluates the extent to which trainees have applied the training on the
in terms of their behavior and/or performance following a training programme. Level-4 is results
criteria, which evaluates the extent to which the training programme has enhanced department or

32
organizational-level outcomes such as sales or profits. Fourth level is about how a training
programme improved organizational effectiveness. Noe (1986) summarized the Kirkpatrick’s
model along with the model of training motivation. As trainees will be more motivated to
perform well in training if they perceive that (1) high effort will lead to high performance in
training, (2) high performance in training will lead to high job performance, and (3) high job
performance is instrumental in obtaining desired outcomes and avoiding undesirable outcomes.
Noe’s model is basically all about the motivation because motivation itself an immense factor
which affects the performance as well as training outcome. In the same order Swanson &Sleezer
(1987) explained three steps ofmeasuring training effectiveness; the first is effectiveness
evaluation plan, the second tools for measuring training effectiveness, and finally the evaluation
report. Shepherd (1999) explained criteria for measuring the success of training which
encompasses direct cost, indirect cost, efficiency, performance to schedule, reactions, learning,
behavior change, and performance change. On the other hand Zaciewski (2001) examined that
employee' individual characteristics such as motivation, attitude, and basic ability, which affect a
training programme and its potential success in hospital industry. The work environment is also a
major factor for making successful training programme. Whereas Burke & Baldwin (1999)
dwelled upon the transfer of training and viewed that it could be enhanced by using real-world
organizational problems. Case study method or live problem or project assignment could be used
to enhance the transfer of training. Dahiya&Jha (2011) discussed about the steps in the training
programme development, are planning, programme implementation, and programme evaluation
and follow-up. According to them a training programme is not complete until and unless
methods and results have been evaluated.
Mr. S. Sundararajam (2009), employees working in a few cooperative organizations
located in the south west part of Tamilnadu, that overall HRD climate in the cooperative sector
organizations appeared to be neither good nor bad. The senior employees perceived that the
HRD climate should be improved in the present competitive environment. In general, the
employees showed unfavorable attitude towards, HRD policies and practices. The development
of human is a specialized operative function of personnel department.
SamwelKalkukoLopoyetum (2009),The employees and management of co-operatives to
be highly productive and highly professionalized need continuous improvement in the new

33
changing environment. Co-operative leaders should enhance their professional skills and
knowledge through education, training and extension activities. Author says that co-operatives
must identify the training needs and job requirements of employees before initiating a training
programme. Many measures for reformation and revamping co-operative business organizations
in the context of new economic environment and some of them can be cited here as a sample. 1.
Improvement in governance and leadership development. 2. Providing them with appropriate
autonomy. 3. Improving work place, productivity, efficiency and effectiveness of these co-
operative business organizations. Education and training facilities, staff member’s participation
in management may eventually improve the performance of the co-operative business
organizations.
Training to be strategic must lead to demonstrable competence to discharge the assigned
whole role in the real environment. He thinks, therefore, that training has to be a process and not
a sporadic event. This process has sequential learning steps beyond training, namely instruction
and education. We need a suitable process and a training system to build competence, a
productive communication with stakeholders. it emphasizes on the clarity about what must
training achieve, how would training achieve and how well should that be achieved. Training can
meet strategic requirements only if it has a rational, organized learning objectives and controlled
implementation to meet organizations and learners needs. no human endeavour has ever been
successful without having been planned, organized and controlled. Training cannot be an
exception. (Bhattacharya Alok S 2008)
B. Prakash, Mohamed Ali, C. Gayathri (2008) the training programs designed by the
APSRTC are proved to be successful and knowledge gaining to the employees. This study was
carried out in Andhra Pradesh State Road Transport Corporation. Majority of the employees
expressed that the training programs are wrathful and very useful for updating the skills to meet
the challenges of the changing environment in the present competitive transportation industry.
Ganesh Anjali (2007)In banks evaluation of training activity is important vis-a-viz.
resources deployed and inputs provided. In order to make training, goal oriented, need based,
cost effective and duly modified from time to time based on training evaluation procedure, it
requires article support, cooperation and participation of the functionaries at the various levels of

34
the bank including trainees. quality of training depends on the expertise of trainers, training
methodology, training infrastructure, training need analysis, training evaluation procedure,
supportive policies and strategic objectives. When employees lack positive attitude towards
training, training endeavors may not yield best results. employee’s attitude, trainer’s competence
level, teaching methodology and top management support in conducting need based training
programmes, the training plays very vital role in organizational growth and success.
(NandanShefali and Thakur Y.S. 2007) Many public sector organizations have tailored
their appraisal systems to efficiently manage the performance of employees in the era of intense
competition, nut not many changes have been made in the appraisal system of SIL. The only
changes made have been the introduction of self-appraisal and the greater emphasis on training
as per the observations
LopoyetumSamwelKakuko (2006)HRD and information system in co-operative business
organizations needs urgent transformation action to enable them to cope with economic
liberalization and globalization. It is essential to chalk out strategies and methods and harvesting
the domestic (local)
Manpower and providing adequate training programmes to upgrade their skills, attitude,
knowledge competencies, capabilities etc, which shall enable them compete in the new economic
environment co-operative employees must be favorably motivated to enhance their productivity
and performances. It is essential to have knowledge management based co-operative business
organizations in the 21 st Century.
JiwaniGulzar (2006) A lot of focus is given on Training and Development which
endeavors to equip trainees with required skills to cope with growing business complexities and
dynamics of the competitive world. Many of the professional trainers use only Reaction
Evaluation at the end of the training programme, whose results initially appear heartening.
Farooquie Jamal A. (2006), majority of employees does not necessarily need any
orientation to become aware of their company, its functions, structure, policies related to them
and the culture. On-the-job method of training has been a popular choice of most of the
companies. trainingprogrammes in general focus more on technical aspects followed by

35
teamwork, behaviour, and communication.Training and orientation are useful for both
employees and the company.
Strengths and weaknesses of candidates in line for promotion can be evaluated to
determine the type of training mutually beneficial to the individual and to the company. Such an
approach is said to be superior to a general course designed to cover broad topics such as
communication, motivation, and leadership in that pertinent information about the trainees
available in other parts of the firm may be overlooked. (Jaffee, Cabot. L in the year ,1969)
“Sensitivity Training to Improve Inter-Relations” focused on experience based learning
of employees, in which they work together in small group to examine the experiences, feeling
and behavior. It is said to provide a low-risk environment for a person to experiment with
different ways of changing his behavioral pattern. Sensitivity training is an integral part of HRD
used for team building and for attaining organizational goals. (VenkataramanK ,1986)
To imparting long term training, appointing a director (T&D) as concrete step towards
H.R.D., valid and reliable performance evaluation system, and issuing appreciation letters to
outstanding employees. Researcher had considered only recruitment, selection, training and
development and performance appraisal. He focuses on employee counseling etc. and use of
computer in functioning of HRD effectively. (Kolekar B.D. ,1987)
Once the Human Resource is developed, it becomes resourceful for enhancing its
effectiveness and can play a vital role in coping with change and innovations (Ravishankar S.,
Mishra R.K, and Sharma Motilal, 1988)
Results show that Training and Development, On the Job Training, Training Design and
Delivery style have significant affect on Organizational Performance and all these have
positively affect the Organizational Performance. It means it increases the overall organizational
performance

36
2.3OBJECTIVE OF THE STUDY:
1. To know whether the managers expectations is fulfilled by the employees through
training
2. To explore the present training methods, aids, quality of training

37
4 RESEARCH METHODOLOGY
2.4.1 INTRODUCTION:
The methodology followed for conducting the study includes the objective of the study,
specification of research design, sample design, data collection, questionnaire design, and
statistical tools used for analyzing the collected data.
2.4.2 RESEARCH DESIGN:
The research design used for this study is of the descriptive type. Descriptive researches
studies are those studies are those studies which are concerned with describing the characteristics
of a particular individual or a group.
The major descriptive research is used to fact finding of different kinds.
2.4.3 SAMPLING DESIGN:
Sampling design refers to the techniques or the procedure the research would adopt in
selecting items for the sample.
Sampling Design
Probability Non Probability
1. Simple random sampling 1. Convenience sampling
2. Systematic sampling 2. Judgement sampling
3. Stratified sampling 3. Quota sampling
4. Cluster/ area sampling
2.4.4 DATA COLLECTION:

38
PRIMARY DATA:
Primary data are collected through questionnaire from the employees of an
organization.
SECONDARY DATA:
Secondary data are collected from journals, records, internet etc.
2.4.5 STATISTICAL TOOLS:
1. Percentage Analysis:
It refers to a special kind of ratio, percentage are used in making comparison between
twoor more seriesof data.Percentage isusedtodetermine relationshipbetweenseriesof data.
Finding the relative difference becomes easier through percentage.
Percentage = No.of. Respondents * 100
Total no.of.Respondents
2. Analysis of variance:
Analysis of variance (ANOVA) is a collection of statistical models used in order
to analyze the differences between group means and their associated procedures (such as
"variation" among and between groups), developed by R. A. Fisher. In the ANOVA
setting, the observed variance in a particular variable is partitioned into components
attributable to different sources of variation.

39
2.5 SCOPE OF THE STUDY:
 This study would enable the organization to know the employees opinion regarding the
usefulness of the trainings given
 It would point out discrepancies in organizational goals, employee development plans
and achievement made by training
 The study would help the HR department in analyzing the impact, the trainings given in
the organization has on the work performance of the employees from their own view
 The company can rework on these areas and necessary improvements can be made by
making training more effective
2.6LIMITATIONS OF THE STUDY:
All Employees within the organization

40
CHAPTER-III
DATAANALYSISANDINTERPRETATION

41
CHAPTER-III
3. DATA ANALYSIS AND INTERPRETATION
3.1 PERCENTAGE ANALYSIS
AGE
Frequency Percent Valid Percent
Cumulative
Percent
Valid 20-30 31 20.7 20.7 20.7
30-40 70 46.7 46.7 67.3
40-50 26 17.3 17.3 84.7
>50 23 15.3 15.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 20.0percentage of the respondents are in 20-30,
46.0percentage of the respondents are in 30-40 yrs and 17.3percentage of them are in 40-50yrs,
15.3 percentage of them are in >50.
Majority (46.7%) of the respondents belong to the category of 30-40.

43
GENDER
Cumulative
Percent
Valid male 143 95.3 95.3 95.3
female 7 4.7 4.7 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 95.3percentage of the respondents are in Male,
4.7percentage of the respondents are in Female.
Majority (95.3%) of the respondents belong to the category of Male.

45
MARITAL STATUS
Cumulative
Percent
Valid married 129 86.0 86.0 86.0
single 21 14.0 14.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 86.0 percentage of the respondents are in Married,
14.0percentage of the respondents are in Single .
Majority (86.0%) of the respondents belong to the category of Married.

47
DESIGNATION
Cumulative
Percent
Valid worker 100 66.7 66.7 66.7
supervisor 10 6.7 6.7 73.3
staff 15 10.0 10.0 83.3
Managers 25 16.7 16.7 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 66.7percentage of the respondents are in Worker, 6.7
percentage of the respondents are in Supervisor and 10.0percentage of them are in Staff, 16.7
percentage of them are in Managers.
Majority (66.7%) of the respondents belong to the category of Worker .

49
EDUCATIONAL QUALIFICATION
Cumulative
Percent
Valid Diploma 88 58.7 58.7 58.7
U.G 20 13.3 13.3 72.0
P.G 9 6.0 6.0 78.0
HSC 32 21.3 21.3 99.3
Illiterate 1 .7 .7 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 58.7percentage of the respondents are in Diplomo, 13.3
percentage of the respondents are in UG and 6.0 percentage of them are in PG, 21.3 percentage
of them are in HSC, .7 percentage of them are illiterate.
Majority (58.7%) of the respondents belong to the category of Diploma.

51
EXPERIENCE
Cumulative
Percent
Valid <3yrs 93 62.0 62.0 62.0
3-5yrs 17 11.3 11.3 73.3
5-7yrs 22 14.7 14.7 88.0
>7yrs 18 12.0 12.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 62.0percentage of the respondents are in <3yrs, 11.3
percentage of the respondents are in 3-5 yrs and 14.7 percentage of them are in 5-7yrs, 12.0
percentage of them are in < 7yrs.
Majority (62.0%) of the respondents belong to the category of < 3yrs.

53
SALARY
Cumulative
Percent
Valid 5000-10000 99 66.0 66.0 66.0
10000-20000 13 8.7 8.7 74.7
>20000 38 25.3 25.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 66.0percentage of the respondents are in 5000-10000, 8.7
percentage of the respondents are in 1000-20000and 25.3 percentage of them are in <20000.
Majority (66.0%) of the respondents belong to the category of 5000-10000.

55
TRAINING ATTENDED
Cumulative
Percent
Valid <5 108 72.0 72.0 72.0
5-10 42 28.0 28.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 72percentage of the respondents are in <5.28.0 percentage of
the respondents are in 5-10.
Majority (72%) of the respondents belong to the category of <5.

57
TRAINING PERIOD
Cumulative
Percent
Valid 5-10days 83 55.3 55.3 55.3
10-15days 3 2.0 2.0 57.3
>15days 1 .7 .7 58.0
depends on need 63 42.0 42.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 55.3percentage of the respondents are in 5-10days, 2.0
percentage of the respondents are in 10-15 days and .7 percentage of them are in <15days, 42.0
percentage of them are in Depends on need.
Majority (55.3%) of the respondents belong to the category of 5-10days.

59
TRAINING LEVEL
Cumulative
Percent
Valid Rigorous 25 16.7 16.7 16.7
Smooth 125 83.3 83.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 16.7percentage of the respondents are in Rigorous, 83.3
percentage of the respondents are in Smooth.
Majority (83.3%) of the respondents belong to the category of smooth.

60
ON THE JOB TRAINING
Cumulative
Percent
Valid job rotation 37 24.7 24.7 24.7
orientation training 5 3.3 3.3 28.0
simulated training 25 16.7 16.7 44.7
programmed training 83 55.3 55.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 24.7percentage of the respondents are in job rotation , 3.3
percentage of the respondents are in orientation training and 16.7 percentage of them are in
Simulated training , 55.3 percentage of them are in programmed Training.
Majority (55.3%) of the respondents belong to the category of programmed training.

62
OFF THE JOB TRAINING
Cumulative
Percent
Valid lectures 28 18.7 18.7 18.7
seminars 27 18.0 18.0 36.7
managementgames 90 60.0 60.0 96.7
case study 5 3.3 3.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 18.7percentage of the respondents are in Lectures, 18.0
percentage of the respondents are in Seminars and 60.0 percentage of them are in Management
games, 3.3 percentage of them are in programmedcase study .
Majority (60.0%) of the respondents belong to the category of Case study.

64
TRAINING AND DEVELOPMENT NEEDED
Cumulative
Percent
Valid leadership training 38 25.3 25.3 25.3
motivation & team building 30 20.0 20.0 45.3
soft skills 22 14.7 14.7 60.0
technical skills 60 40.0 40.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 25.3percentage of the respondents are in leadership training,
20.0percentage of the respondents are in Motivation & team building and 14.7 percentage of
them are in Softskills, 40.0 percentage of them are In technical skills .
Majority (40.0%) of the respondents belong to the category of technical skills.

66
PERSONAL IMPORTANCE
Cumulative
Percent
Valid yes 150 100.0 100.0 100.0
Interpretation:
The above table reveals that 100 percentage of the respondents are in Yes.
Majority (100%) of the respondents belong to the category of Yes.

68
ACCOMODATION
Cumulative
Percent
Valid stronglyagree 131 87.3 87.3 87.3
agree 19 12.7 12.7 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 87.3percentage of the respondents are in strongly agree,
12.7 percentage of the respondents are in agree.
Majority (87.3%) of the respondents belong to the category of Strongly agree.

70
NEW EQUIPMENT AND PROCESSES
Cumulative
Percent
agree 12 8.0 8.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 92.0percentage of the respondents are in strongly agree, 8.0
percentage of the respondents are in agree.

72
FLEXIBILITY
Cumulative
Percent
agree 8 5.3 5.3 100.0
Total 150 100.0 100.0
INTERPERTATION
The above table reveals that 94.7percentage of the respondents are in strongly agree, 5.3
percentage of the respondents are in agree.

74
SELF DEVELOPMENT
Cumulative
Percent
agree 11 7.3 7.3 100.0
Total 150 100.0 100.0
Interpretation:
7.3percentage of the respondents are in agree.

76
OVERALL RATING OF TRAINING PROGRAMMES
Cumulative
Percent
Valid highly satisfied 144 96.0 96.0 96.0
satisfied 6 4.0 4.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 96.0percentage of the respondents are in Highly Satisfied,
4.0 percentage of the respondents are in Satisfied.
Majority (96.0%) of the respondents belong to the category of Highly Satisfied.

78
IMPROVE PRODUCTIVITY AND QUALITY
Cumulative
Percent
Valid agree 7 4.7 4.7 4.7
stronglyagree 143 95.3 95.3 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 4.7percentage of the respondents are in agree,
95.3percentage of the respondents are in Strongly agree.

80
ATTITUDE AND MORALE
Cumulative
Percent
stronglyagree 144 96.0 96.0 100.0
Total 150 100.0 100.0
Interpretation:
96.0percentage of the respondents are in Strongly agree.

82
REDUCTION OF WASTAGE
Cumulative
Percent
stronglydisagree 144 96.0 96.0 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 4.0 percentage of the respondents are in agree,
96.0percentage of the respondents are in agree.

84
DEVELOP NEW SKILLS
Cumulative
Percent
stronglyagree 147 98.0 98.0 100.0
Total 150 100.0 100.0
Interpretation:
98.0percentage of the respondents are in strongly agree.

86
DEVELOP RELATIONSHIP WITH SUPERVISOR
Cumulative
Percent
stronglyagree 146 97.3 97.3 100.0
Total 150 100.0 100.0
Interpretation:

88
INCREASE MOTIVATION LEVEL
Cumulative
Percent
stronglyagree 145 96.7 96.7 100.0
Total 150 100.0 100.0
Interpretation:
The above table reveals that 3.3 percentage of the respondents are in agree,

90
ANOVA:
ANOVA
AGE
Sum of Squares df Mean Square F Sig.
Between Groups .211 1 .211 .227 .634
Within Groups 137.582 148 .930
Total 137.793 149
ANOVA
SALARY
Sum of Squares df Mean Square F Sig.
Between Groups .034 1 .034 .044 .833
Within Groups 112.160 148 .758
Total 112.193 149

91
CHAPTER-IV
RESULTS, DISCUSSION & CONCLUSION
4.1.1FINDINGS THROUGH PERCENTAGE ANALYSIS
 46.7%Of The Respondents Belong To The Category Of 30-40
 97.3% Of The Respondents Belong To The Category Of Develop Relationship With
Supervisor.
 96.0% Of The Respondents Belong To The Category Of Reduction Of Wastage.
 100%Of The Respondents Belong To The Category Of Yes.

92
4.1.2 FINDINGS THROUGH ANOVA
 There Is No Significance Difference Between Age And Develop Relationship With
Supervisor
 There Is A Significance Difference Between Income And Reduction Of Wastage

94
4.1.3 FINDINGS THROUGH FREQUENCY TABLE
 50respondent are agreeing towards their 16-25
 50respondent are agreeing towards their Male
 50respondent are agreeing towards their Married
 50respondent are agreeing towards their Good
 50respondent are agreeing towards their Good
4.2 SUGGESTIONS
 From the studyit hasbeenconcluded that the company is performing well but still it need to
focus on certain areas such as providing career opportunities and maintaining relationship
with the respondents at all levels

95
 The organization should attract the potential respondents. There are many resources to
support them and ensure to perform better. It’s also Caters to their growth needs and gives
them a mentor for improving and developing new skills.
 The respondents are seeking for more skill enhancement opportunities so, the company can
provide effective training to motivate them.
 To increase the healthycompetitionbetweenthe respondentsthe managementcan take steps
to motivate them so that the productivity can also be increased.
4.3 CONCLUSION
Human resources are complex and not easy to understand. These are the assets which can
make as well as break an organization. Retaining them will help in the long-term growth of an
organization and will also add to their goodwill. But the most difficult task faced by an
organization today is retaining as well as satisfying these resources. Although the research paper
tried its level best to reveal the various research works done and the contributions forwarded by
various researchers in the area of employee retention and job satisfaction, but still much scope

96
remains for more exploration in the field of employee retention and it by taking into
consideration the factors like compensation practices, leadership and supervision, career
planning and development, alternative work schedule, working conditions, flexible working
hours etc. Needless to say that these efforts should be conducted by HR professionals.

97
References
Bhatia, S.C. (2008) “Retail Management” John Wiley & Sons
Brink, A. & Berndt, A. (2009) “Relationship Marketing and Customer Relationship
Management” Juta Publications
Goldenberg, B.J. (2008) “CRM in Real Time: Empowering Customer Relationships”
Information Today, Inc.
Cox, E. (2011) “Retail Analytics: The Secret Weapon” John Wiley & Sons
Khurana, M. (2010) “Information Technology for Retailing” Tata McGraw-Hill Education
Lamb, C.W., Hair, J.F. & McDaniel, C. (2011) “Marketing: Student Edition” Cengage Learning
Mathur, U.C. (2010) “Retail Management: Text and Cases” I.K. International Pvt Ltd
Mueller, B. (2010) “Dynamics of International Advertising: Theoretical and Practical
Perspectives” Peter Lang
Peppers, D. & Rogers, M. (2011) “Managing Customer Relationships: A Strategic Framework”
John Miley & Sons
Pradan, S. (2009) “Retailing Management: Text & Cases”, 3rd edition, Tata McGraw-Hill
Education
Raab, G., Ajami, R.A., Gargeya V. & Goddard, G.J. (2008) “Customer relationship
management: a global perspective” Gower Publishing
Sinkovics, R.R & Ghauri, P.N. (2009) “New Challenges to International Marketing” Emerald
Group Publishing

98
WEBOGRAPHY
 www.highretention.com
 www.employeeretentionstrategies.com
 www.citehr.com
 www.scrib.com
 www.slideshare.com

Full doc

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Full doc

Similar to Full doc (20)

Full doc