1

CHAPTER I INTRODUCTION

1.1.1 INTRODUCTION
Training is act of increasing the knowledge and skill of employees for performing a particular job. The major outcome of training is learning, a trainee learns new habits, refined skills, and useful himself for a higher job. knowledge during the training that helps him to improve the performance. It enables an employee to do his present job efficiently and prepare

Training definition
Flippo has defined training as the act of increasing the skills of an employee Training and development need = standard performance actual performance for during a particular job Training is the most important technique of human resources development. At started earlier no organization can get a candidate who exactly matches with the job and organizational requirements; hence it is important to development employee and make him suitable to job. The success of any organization to a greater extend depends on the amount qualitative and timely training provided by organization.

Development
Any activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future original requirements is management development..

Nature of training and development

1. 2. 3. 4. 5. 6. Training refers to the process of imparting specific knowledge and skill. Training programmers seek to broaden and develop the individual true Development refers mainly for the opportunities provided for growth of the It is future and skill oriented. It is based on the organizations objective. It is an ongoing process.

education. employees.

Role of training and development

Organization as a choice of whether to train its employees or not; the only choice that method the primary concern of viability, and hence efficiency training impacts skills and knowledge to employees in order to that contribute to efficiency and able to copy up with pressures of changing environment. It can play the following roles in an organization. 1. Increase in efficiency Training plays active role in employees, it increasing skills for doing a job better way. Employees can learn many things while he puts a job. 2. Increase in moral of employees Morale is a mental condition of an individual or group which determines the willingness to co-operative. High morale is evidenced by employee enthusiasm voluntary conformation with regulations and willingness to co-operative with other to achieve organizational objectives. 3. Better human relation Training attempts to increase the quality of human relations in an organization. Growing complexity of organization as led to various human problems like alienation inter-personal and inters-group problems. It can overcome many of these problems.

4. Reduce supervision
Trained employees require less supervision. They required more autonomy and freedom. It can given is the employees are trained properly handle their job without the help of supervision with reduced supervision a manger can increase his span of management.

Method of training
1. 2. On the job training Off the job training

1. b)

On the job training

Job rotation This type of training involves the movements of the trainee one job to another. The trainee receives job knowledge and gains experience from his supervisor. This method gives an opportunity to the trainee to understand the problems of employees on the other jobs and respect them.

c)

Coaching The trainee is placed under a particular supervisor function as a coach in trainee the individual. The supervisor provides feed back to the trainee on his performance and offers his some of duties and responsibilities of coach and relieves him of his burden.

d)

Job instruction This method is also known as training through step by step under this method trainer explains the trainee the way of doing jobs, knowledge and skills and allows him to do the job.

e)

Community assignment Groups of trainees are given and asked to solve and actual organizational problem it develops team work

2.

Off the job training

Under this method, trainee is separated from jobs situations and his attention is focused upon learning the material related to his future job performance. The method follows;

a)

Role playing This is defined as a method of human interaction that involves realistic behavior in imaginary situation, it involves action doing and practice. The participants play role certain characters such as manager, mechanical engineer, superintendents, maintenance engineer, quality control inspector, foreman and workers.

b) Lecture method It is a traditional and direct method of instruction; the lecture must motivate and create interest among the trainees. An advantage is direct and can be used for a large of group of trainees, cost and time are reduced. c) Conference of discussion It is a method in training the clerical professional and supervisory personnel. A group of people who pose idea examine and share facts. Discussion has distinct advantage over lecture method that discussion involves two way communications and hence feedback is provided. The participants free to speak in a small group. d) Programmed instruction In recent year this method has become popular. Subject matter to be learned is presented in series of carefully planned sequential units this unit is complex levels of instruction, this units by answering questions or filling the banks this method is expensive and time consuming.

1. 1.2 COMPANY PROFILE Evolution of MRF

It was late 1946, a period that was characterized by the indomitable spirit of freedom, and the WILL TO WIN among Indians. A young pioneer called K M MAMMEN MAPILLAI staged a small toy balloon manufacturing unit in a small shed at Thiruvottiyur in Chennai. There were no machines in the unit but it had an employee with bubbling enthusiasm innovative ideas and a great vision. He was the owner himself it is only Tyre Company to straddle the subcontinent with in a gland manufacturing facilities at Chennai. Arkonam, Kottayam, Goa, Medak and Pondicherry. MRF brands are the market leaders in almost every segment MRF brands are Super lug Sakti Zigma Nylogrip Legent : : : : : countries largest selling truck tyre. Largest selling radial car tyre. Largest selling radial car tyre. Largest selling two wheeler tyre. Largest selling conventional car tyre.

MRF the largest products of pre products retreated. It is an active to as 65 countries with in India MRF straddles the sub continent with a country with a distribution network of over 2005 outlets.

MISSION & VISION

Vision of MRF to emerge as per eminent global players in the field of polymers and make India a global super power in terms of technology and quality of life Mission of MRF to realize aero defect, zero break down, zero accidents, zero pollution and their zero losses emerging times when performance standers are

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

Product range
Automotive tyres are main products of the company Truck tyres Light truck tyres Special tyres Tyres for industrial applications Agricultural tractor and tiller tyres Off road tyres Passenger tyres bias ply and radial Two, three wheeler tyres Specialized tyres for motor rallies

Non tyres products

Automotive Toys Flaps MRF metal coat Conventional tread rubber MRF wood coat

MRF KOTTAYAM UNIT

One of the most modern plants that where setup in 1969 at vadavathoor about 7 km from kottayam town in the state of Kerala. About 10 crores of land was purchased in vadavathoor village during 1968 and the foundation stone for the factory building was made by late Sri K M Cherian a factory building with in the area of 34200 s q flat was constructed during the period of 1968 69 and 13 and ban bury of 3A size with a capacity of mix of 10 meter per day was erected and commissioned on 21st July 1969, with strength of seven workmen, but presently it is most advanced technology mixing 10 meter and full unit providing work and technology.

To enhance the mixing capacity Ban bury 11D size with a capacity of 54 meter per day was established in 1972. The number of tube presses was increased to 45 presses. A fourth Ban bury 11D size was installed in 1978 to meet the increasing demand for mix. At present 6000 toned of various compounds are dispatched to different units. The level of the tube production has been technology and now it has touched a level of 3 lack number per month. The present turnover of finished goods of kottayam units as Rs = 350 crores per annum & present lack of production is 450 mt of PCTR per month. The working capital per month more than Rs 20 crores.

Trade unions
MRFEU- MRF Employees union MRFEU- MRF Employees association

KOTTAYAM UNIT HAS 4 PLANTS

1. 2. 3. 4. TUBE PLANT TYRE PLANT MIXING PLANT PC TR PLANT

Products at kottayam plants

Products at kottayam plant Automotive tyres, tubes, conventional tread rubber, pre cued tread rubber, repair materials, vulcanizing solution, flap, bladder, envelope, curing, bags and solid tyre.

International certifications
ISO 901 : 2000 ISO 14001 : 1996 ISO TS : 16949 CQC

Brand ambassadors
Indian opening batsman GAUTHAM GAMBIR is the main celebrity endorser of MRF Ltd.

List of training program offered 1. Attitude training program 2. Behavioral training program 3. Motivational training program 4. Performance training program 5. Employees training program 6. Society training program

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1.2 STATEMENT OF THE PROBLEM

Management development is aimed at preparing employees for future jobs with the organization or at solving organization wide problems concerning the acquiring or sharpening capabilities required for performing various tasks and functions associated with their present or expected future roles. The motive behind this study is to understand and learn the evaluation of training and development programmes on the employees of MRF Pvt Ltd. Hence the study is under taken to measure effectiveness of Training & Development at Executive and Non- executive level at MRF, Pvt Ltd Kottayam. Training cannot be measured directly but results in change in attitude and behavior that occurs as a result of Training should be evaluated. So employee assessment should be done after Training session by the management, to know the effectiveness of Training given to the employee. Also analyze the views and opinion of the employees regarding the programmes provided.

1.3 Objectives of the study

LTD To determine the level of motivation among employees through training. To understand how training assists the employees to acquire and enhances To evaluate the effectiveness of the training programmes imparted by MRF. To know the perception of the employees on training methods in MRF PVT

skills, knowledge and attitude.

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1.4 Scope of the study

Many training programs today are aimed at educating employees about the firms most cherished values and (it is hoped) convincing employees that these should be their values as well. A training program should be established only when it is felt that it would assist in the solution of specific operational problems. The most important step in the first place is to make a thorough analysis of the entire organization, its operations and man power resources available in order to find out the trouble spot where training may be needed. The study will help to know the present condition of the Training & Development programmes, to know the expectations of the employees towards Training and Development programmes and to know the willingness of the employees towards Training and development programmes. This will further help the organization to improve the programmes and can build morale among employees which will in turn leads to the efficiency of the organization

1.5 Limitations of the study

1. 2. 3. The study was based on the questionnaire method so the respondents may give The entire population could not be covered due to time constraints. The validity of the study may change according to the situation biased response.

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1.6 INDUSTRY PROFILE

The Indian tyre industry has witnessed a cumulated annual growth rate of 7.7% over the last decade. Through the replacement marked has driven industry growth for a long time, the original equipment manufactures market has seen a robust growth over the last 3 years. The truck and bus market is the largest segment of the industry, accounting for approximately 70% of the industry turn over in terms of value. Tyre production in tonnage terms grew at a healthy rate of 8.7% is 2006 - 2007. Against that 2005-2006. The growth of 7.7% while tight commercial vehicle tyre segment registered a growth tyre segment registered phenomenal growth of 148% and 147% respectively. Experts on the other hand not growth much, due to the slowdown is MHCV tyre exports and have recorded a 0.3% growth, is tonnage terms. A few years back the auto industry was sluggish and so also was the tyre industry, but there has a dramatic shift since last 1-3 yrs, has vehicle production has considerably gone up. The coming auto industry, with sales growing at a CAGR of 15.8% during 2007. Has driven growth in the tyre industry keeping both the OEM and RDB. Tyre production in tonnage healthy rate of 87% in 2005 06. It is a major consumer of the domestic rubber constitutes 80% of the material content in Indian tyres synthetic rubber constitutes only 20% of the rubber content of a rubber is in India world wide the rate of natural rubber to synthetic rubber is 30: 70. Apart from natural and synthetic rubber chemical are also widely in tyre. Most of the RSS 4 grade natural rubbers required by the Indian tyre industry in domestically sourced, with only the marginal amount being imported. This is an advantage for the industry; since natural rubber constitutes 25% of total raw material cost of the tyres mainly to types of tyres are Poly Bulladiene Rubber and Styone Butadiene Rubber.

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Major market players and their market share

Some of the major players in the Indian tyres company are M R F, Ceat and FR industries. Apollo tyres, Bridgestone India, Good year India, Talcon tyres and TVS srichakosa.

Name of the company

MRF Apollo tyres JK industries Good years India Falcon tyres Other Total

Market share
24% 22% 17% 6% 2% 29% 100%

Indian tyre markets

Market for tyres can be broadly classified into 3 categories Original Equipment market Replacement market Export market

Indian tyre industry salient features

1.

Adaptability and Absorption

Successful and fast absorption of international technology and availability of technical expertise and professionals to absorb and implement technological advancement.

2.

Innovativeness
Several innovations were introduced to apply international technologies to manufactures tyres suitable for Indian road condition.

3.

Exports

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Sustained export for over a decade to more than 50 countries. All large tyre companies are exporting tyres of which 30% export is to USA.

4.

Technological progression
Within a span of 4 decades, technology had progressed as well as the tyre industry had moved from cotton to high performance radical tyres.

5.

Wide product range for diverse usage

From a moped or light motor cycle tyre weighting 1.5 kg to an earth moves tyre weighting 1.5 tone tyre industries in India.

6.

Indigenous and Ready availability

New vehicle manufactures while launching as a series of their latest models has easy access to and ready availability of indigenous tyre of their respective specification and matching of international standards.

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CHAPTER 2 LITERATURE REVIEW

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LITERATURE REVIEW
A review of literature on evaluation of training was conducted to identify methods of effectiveness evaluation for training programs. Five definitions of evaluation were identified in the literature. Phillips (1991) defined evaluation as a systematic process to determine the worth, value, or meaning of something. Holli and Calabrese (1998) defined evaluation as comparisons of an observed value or quality to a standard or criteria of comparison. Evaluation is the process of forming value judgments about the quality of programs, products, and goals. Boulmetis and Dutwin (2000) defined evaluation as the systematic process of collecting and analyzing data in order to determine whether and to what degree objectives were or are being achieved. Schalock (2001) defined effectiveness evaluation as the determination of the extent to which a program has met its stated performance goals and objectives. Stufflebeam (2001) defined evaluation as a study designed and conducted to assistsome audience to assess an object's merit and worth.Stufflebeam's (2001) definition of evaluation was used to assess the methods of evaluation found in this literature review. The reason for selecting Stufflebeams definition was based on the applicability of the definition across multiple disciplines.Based on this definition of evaluation, the Kirkpatrick Model was the most frequentlyreported model of evaluation. Phillips (1991) stated the Kirkpatrick Model was probably the most well known framework for classifying areas of evaluation. This was confirmed in 1997 when the America Society for Training and Development (ASTD) assessed the nationwide prevalence of the importance of measurement and evaluation to human resources department (HRD) executives by surveying a panel of 300 HRD executives from a variety of types of U.S. organizations. Survey results indicated the majority

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(81%) of HRD executives attached some level of importance to evaluation and over half (67%) used the Kirkpatrick Model. The most frequently reported challenge was determining the impact of the training (ASTD, 1997). Lookatch (1991) and ASTD (2002) reported that only one in ten organizations attempted to gather any resultsbased evaluation. In 1952, Donald Kirkpatrick (1996) conducted doctoral research to evaluate a supervisory training program. Kirkpatricks goal was to measure the participants reaction to the program, the amount of learning that took place, the extent of behavior change after participants returned to their jobs, and any final results from a change in behavior achieved by participants after they returned to work. From Kirkpatricks doctoral research, the concept of the four Kirkpatrick measurement levels of evaluation emerged. While writing an article about training in 1959, Kirkpatrick (1996) referred to these four measurement levels as the four steps of a training evaluation. It is unclear even to Kirkpatrick how these four steps became known as the Kirkpatrick Model, but this description persists today (Kirkpatrick, 1998). As reported in the literature, this model is most frequently applied to either educational or technical training. Kirkpatricks first level of measurement, reaction, is defined as how well the trainees liked the training program. The second measurement level, learning, is designated as the determination of what knowledge, attitudes, and skills were learned in the training. The third measurement level is defined as behavior. Behavior outlines a relationship of learning (the previous measurement le vel) to the actualization of doing. Kirkpatrick recognized a big difference between knowing principles and techniques and using those principles and techniques on the job. The fourth measurement level, results, is the expected outcomes of most educationa l training programs such as reduced costs, reduced turnover and absenteeism, reduced grievances, improved profits or morale, and increased quality and quantity of production (Kirkpatrick, 1971). Numerous studies reported use of components of the Kirkpatrick Model; however,no study was found that applied all four levels of the model. Although level one is the least complex of the measures of evaluation developed by Kirkpatrick, no studies were found that reported use of level one as a sole measure of training. One

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application of the second level of evaluation, knowledge, was reported by Alliger and Horowitz (1989). In this study the IBM Corporation incorporated knowledge tests into internally developed training. To ensure the best design, IBM conducted a study to identify the optimal test for internally developed courses. Four separate tests composed of 25 questions each were developed based on ten key learning components. Four scoring methods were evaluated including one that used a unique measure of confidence. The confidence measurement\ assessed how confident the trainee was with answers given. Tests were administered both before and after training. Indices from the study assisted the organization to evaluate the course design, effectiveness of the training, and effectiveness of the course instructors. The development of the confidence index was the most valuable aspect of the study. Alliger and Horowitz stated that behavior in the workplace was not only a function of knowledge, but also of how certain the employee was of that knowledge. Phillips and Pulliam (2000) reported an additional measure of training effectiveness, return on investment (ROI), was used by companies because of the pressures placed on Human Resource Departments to produce measures of output for total quality management (TQM) and continuous quality improvements (CQI) and the threat of outsourcing due to downsizing. Great debate was found in the training and development literature about the use of ROI measures of training programs. Many training and development professionals believed that ROI was too difficult and unreliable a measure to use for training evaluation (Barron, 1997). One study was found by a major corporation that measured change in productivity and ROI of a training program (Paquet, Kasl, Weinstein, & Waite, 1987).

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CHAPTER 3 RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
There are two basic approaches to research, viz quantitative approach and qualitative approach. The former involves the generation of data in quantitative form which can subjected to rigorous quantitative analysis in a formal and rigid fashion. This approach can be further sub classified into inferential, experimental and simulation approaches to research. The purpose of inferential approach to research is to form a database from which to infer characteristics or relationships of population. This usually means survey research where a sample of population is studied to determine its characteristics. Experimental approach is characterized by much greater control over the research environment and in this case some variables are manipulated to observe their effect on other variables. Simulation approach involves the construction of an artificial environment within which relevant information data can be generated. This permits an observation of the dynamic behavior of a system (or its sub- system) under controlled conditions. Simulation approach can also be useful in building models for understanding future conditions. Qualitative approach to research is concerned with subjective assessment of attitude, opinion and behavior. Research in such a situation is function of researchs insights and impression. Such an approach to research generates results either in nonquantitative form or in the form, which are not subjected to rigorous quantitative analysis.

3.1 RESEARCH DESIGN

DESCRIPTIVE RESEARCH Descriptive research includes surveys and fact-findings enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening.

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3.2 DATA COLLECTION USED

The source of data collection used in this project is 1. Primary Source 2. Secondary Source

1. Primary Source
The primary sources of data used in this project are direct observation and questionnaire. Questionnaire is given and interviewed officer and employees of the organization.

2. Secondary Source
Secondary source of data used in this project is company publications, reports and records of training and development activities done by the organization.

3.3 SAMPLING DESIGN Stratified Random Sampling

In this method, population is divided into different sub population known as Strata. Item in each stratum are homogeneous. From each stratum items are selected by simple random method and such sub samples are brought together to form the total sample. It ensures greater accuracy. It may be looked as special form of stratified sampling. In this method the interviewer is told in advance the number of sampling units he has to examine, which constitute his quota within the quota the selection of sample item depends on personal judgment.

SAMPLING METHOD ADOPTED

Convenience important method is used for this study. SAMPLING UNIT Employees of MRF Ltd. Kottayam is taken as sample unit. SAMPLING SIZE The sample size is taken from the survey of 122 respondents.

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3.4 QUESTIONNAIRE
A questionnaire consists of a number of questions printed in a definite order on a set of forms. The respondents have to answer to questions.

3.5 TOOLS OF RESEARCH

The various tools in research include the following:

3.5.1Percentage Analysis
In this project percentage method test was used. The percentage method is used to know the accurate percentages of the data we took, it is easy to graph out through the formula No of respondent Percentage of respondent = Total no. of Respondents 100 From the above formula, we can get percentages of the data given by the respondents.

3.5.2 CORRELATION
Correlation is the statistical tool which studies the relationship between two variables, and correlation analysis involves various methods and techniques used for studying and measuring the extent of the relationship between two variables.

dxdy r=

3.5.3 Chi square

The Chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-square was first used by Karl Pearson in the year 1900. It is defined as

X2 = [O-E]
Chi- square is applicable to a very large number of problems in practice. With the help of test we can find out whether two or more attributes are associated or not.

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CHAPTER-4 ANALYSIS AND INTERPRETATION

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Table- 4.1 Department wise classification.

No 1 2 3 Departments Tyre PC tyre Tube Total No. of employees 65 32 25 122 % 53.29 26.23 20.48 100

Figure -4.1

Department wise classification.

20.48% Tyre 53.29% 26.23% PCTyre Tube

Inference The above table shows that 53% of employees belong to tyre department and 26% employees belong to Pc tyre department and rest belongs to tube department.

Table 4.2

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Age-wise distribution of workers

No 1 2 3

Category Below 25 25-35 Above 35 Total

No. of employees 15 38 69 122

% 12.3 31.15 56.55 100

Figure 4.2 Age -wise distribution of workers

12.3

below 25 25-35 56.55 31.15 above 35

Inference
The above table shows that majority (56.55%), of the employees are age above35, and (31.15%) of employees are in the age between 25-35 years and (12.3%) of employees are in the age of below 25 years.

Table4.3 Experience of the Workers

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Figure -4.3 Experience of the workers

No 1 2 3 Category Below 5 years 5-10 years Above 10 years Total No of employees 15 33 74 122 % 12.29 27.05 60.66 100

Inference
The above table shows that the 60.66% of respondents have an experience of above 10 years, 27.05 % respondents have an experience of 5 to 10 years and 12.29%

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respondents have an experience of below 5 years. From this we can understand that majority of the respondents have the experience of more than 10 years.

Table4.4 Awareness of the training programme

No: 1 2 Category Yes No Total No: of Employees 122 0 122 % 100 0 100

Figure-4.4 Awareness of the training programme

0.00% yes no

100.00%

Inference:
Above table shows that 100% of respondents having awareness of the training programmes.

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Table-4.5 Employee participation in any of the training programmes

No: 1 2 Category Yes No Total No: of employees 122 0 122 % 100 0 100

Figure -4.5 Employee participation in any of the training programmes

0.00%

Yes No

100.00%

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

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Table-4.6 Classification of employees by number of the training sessions attended.

No: 1 2 3 Category Below 5 times 5-10 Above 10 times Total No: of employees 69 30 23 122 % 56.56 24.59 18.85 100

Figure -4.6 Classification of employees by number of the training sessions attended

18.85%

Below 5 tim es 5-10 Above 10 tim es 24.59% 56.56%

Inference

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The above table shows that majority of the employees are attended training programme below 5 times (56.56%), 24.59% of the employees are attending in the training programme between 5-10 times and 18.85% of the employees are attending in the above 10 times.

Table-4.7 Classification of employees by the kinds of training program attended

No: 1 2 3 Category On the job training Off the job training Both Total No: of employees 110 12 0 122 % 90.16 09.84 0 100

Figure -4.7 Classification of employees by the kinds of training program attended

100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 9.84% On the job training Off the job training 90.16%

Inference

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The table shows that 90.16% responded that the company conducted on the job training, 09.84% responded that the company conducted off the job training, the majority of the respondents attending on the job training programme.

Table-4.8 Opinion in training programs effectiveness in developing their personality

No: 1 2 Category Yes No Total No: of employees 69 53 122 % 56.56 43.44 100

Figure -4.8 Opinion in training programs effectiveness in developing their personality

percentage

56.56%

43.44%

Yes No

0.00%

20.00%

40.00%

60.00%

80.00%

100.00% 120.00%

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Inference
Above table shows that 56.56% of employees say that training programme help to develop your personality and 43.44% says that training programme not help to develop your personality. Majority of respondents says training programme help to develop their personality

Table-4.9 Employees opinion on training programs effectiveness in creating relationship to employers and employees.
No: 1 2 Category Yes No Total No: of employees 95 27 122 % 77.87 22.13 100

Figure -4.9 Employees opinion on training programs effectiveness in creating relationship to employers and employees.

77.87% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 22.13% Yes No

Inference

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Above table shows that 77.87% of employees says that good relationship between employer and employees and 22.13% says that not a good relationship between employer and employees. Majority of respondents good relationship between employers and employees in the training programme.

Table -4.10 Opinion on training and development effectiveness in setting their goal.
No: 1 2 Category Yes No Total No: of employees 43 79 122 % 35.25 64.75 100

Figure -4.10 Opinion on training and development effectiveness in setting their goal.

35.25%

Yes No

64.75%

Inference

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Above table shows that 35.25% of employees say that training programme help to set goal properly and 64.75% says that training programme not help to set goal properly. Majority says that training programme not help to set goal properly

Table-4.11 Opinion on communication of objectives and scope of training programmes.

No: 1 2 3 4 5 Category Very good Good Average Poor Very poor Total No: of employees 9 47 20 25 21 122 % 07.38 38.53 16.39 20.49 17.21 100

Figure -4.11 Opinion on communication of objectives and scope of training programmes.

45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% 7.38% 16.39% 20.49% 17.21% 38.53% Verygood Good Average Poor Verypoor

Inference

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38.53%of employees evaluate that objective and scope of training are good for them and 20% of employees finds it as poor ,17% of employees evaluates it as very poor and 16% finds it as average and rest belongs to very good.

Table-4.12 Opinion on effectiveness training materials.

No: 1 2 3 4 5 Category Very good Good Average Poor Very poor Total No: of employees 12 59 30 20 1 122 % 09.84 48.36 24.59 16.39 00.82 100

Figure -4.12 Opinion on effectiveness training materials.

48.36% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Verygood 9.84% 24.59% 16.39% 0.82% Verypoor Average Verygood Good Average Poor Verypoor

Inference
From the above table shows that 09.84% of respondents are very good opinion about the rate of effectiveness in training materials, 48.36% have a good opinion about the

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rate of effectiveness in training materials, 24.59% have an average opinion about the rate of effectiveness in training materials, 16.39% have poor opinion about the rate of effectiveness in training materials, and 00.82% are very poor about the rate of effectiveness in training materials.

Table-4.13 Opinion on training programmers

No 1 2 3 4 5

Category Very good Good Average Poor Very poor Total

No of employees 11 45 40 21 5 122

% 9.02 36.88 32.79 17.21 4.1 100

Figure -4.13 Opinion on training programmers

40 35 30 25 20 15 10 5 0 verygood good average poor verypoor 9.02 4.1 17.21 % 36.88 32.79

Inference
The table show that the 9.02 % of respondets have very good Satisfaction in training programmers meet your needs, 36.88 % responds that good Satisfaction in training programmers meet your needs and 32.79 % have the average Satisfaction in

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training programmers meet your needs and 17.21% have the poor Satisfaction in training programmers meet your needs, 4.1% have the opinin of very poor Satisfaction in training programmers meet your needs.

Table-4.14 Opinion of employees on query handling method in training programs.

No 1 2 3 4 5 Category Highly satisfied satisfied Less satisfied Dissatisfied Highly dissatisfied Total No of employees 0 45 40 37 0 122 % 0 36.89 32.78 30.33 0 100

Figure -4.14 Opinion of employees on query handling method in training programs.

30.33

36.89

saisified less satisfied

32.78

dissatisfied

Inference
The table shows that the trainers in MRF are very good in query handling of trainees.36.89 % of respondents are satisfied in query handling procedure and 32.78 % are less satisfied, 30.33% are dissatisfied. None of them are highly satisfied or

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

Table-4.15 Opinion on trainers

No 1 2 3 4 5 Category Very good Good Average Poor Very poor Total No of employees 7 56 50 9 0 122 % 5.72 45.92 40.98 7.38 0 100

Figure -4.15 Opinion on trainers

7.38 5.72 verygood good 40.98 45.92 average poor

Inference
The table shows that 5.72 % of respondents think that the coordination among trainer and trainee are very good in MRF and 45.92% think that it is good. And 40.98% respond that it is average, 7.38%respond that are very poor. None of them have the opinion of very poor

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Table-4.16 Opinion on the class room training which help the practical work

No 1 2

Category yes No Total

No of employees 50 72 122

% 40.98 59.02 100

Figure -4.16 Opinion on the class room training which help the practical work

no

59.02 %

yes

40.98

10

20

30

40

50

60

Inference
The table shows that the 40.98% employees are say that the class room training help the practical work and 59.02% of employees are say that the class room training not helps the practical work, the majority of respondents says that the class room training not help the practical work

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Table-4.17 Opinion on method of training

No 1 2 Category yes No Total No of employees 69 53 122 % 56.56 43.44 100

Figure -4.17 Opinion on method of training

60 50 40 30 20 10 0 yes no 56.56 43.44 %

Inference
The table shows that the 56.56% employees are say that Satisfy with the method of training and 43.44% of employees are not Satisfy with the method of training. The majority of employees are say that Satisfy with the method of training

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Table-4.18 Availability of facilities used for training like LCD, Seating

No 1 2 Particulars Yes No Total Respondents 95 27 122 Percentage 77.87 22.13 100

arrangements etc Figure -4.18 Availability of facilities used for training like LCD, Seating arrangements etc

22.13 yes no 77.87

Inference
The table shows that the, 77.87% respondents say that LCD, seating arrangements facilities are used in training programme and, 22.13% responded says that not used the facilities, the majority of respondents arrangements facilities are used in training programme say that LCD, seating

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Table-4.19 Availability of feedback system.

No 1 2

Particulars Yes No Total

Respondents 74 48 122

Percentage 60.66 39.34 100

Figure -4.19 Availability of feedback system.

100 50 0 yes no 60.66 39.34 %

Inference The table shows that 60.66% responded says that the company is taking feedback from them, while 39.34% responded that the company is not taking feedback after the training programme. The majority responded that the company is taking feedback after the training programme.

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Table -4.20 Revision of training programmes based on the feedback from the trainee.
No 1 2 Particulars Yes No Total Respondents 38 84 122 Percentage 31.15 68.65 100

Figure -4.20 Revision of training programmes based on the feedback from the trainee
68.65% 70.00% 60.00% 50.00% 40.00% 31.15% % 30.00% 20.00% 10.00% 0.00% yes AxisT itle no

Inference
The table shows that the ,31.15% responded that the feedback collected by the company has been revised properly for the next training programmer, 68.65% responded that the feedback collected by the company has not been revised properly for the next training programmers .

e l t T s i x A

Table-4.21

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Satisfaction level of employees on the training program available in MRF

No 1 2 3 4 5 Category Highly satisfied Satisfied Less satisfied Dissatisfied Highly dissatisfied Total No of employees 4 80 16 20 2 122 % 3.28 65.58 13.11 16.39 1.64 100

Figure -4.21 Satisfaction level of employees on the training program available in MRF

1.64 16.39 13.11

3.28 highly satisfied satisfied 65.58 lesssatisfied dissatisfied highlydissatisfied

Inference
The table shows that 3.28 % of the respondents are highly satisfied with the training programmes and 65.58 % of the respondents are satisfied with the training programmes, 13.11% of the respondents are less satisfied with the training programmes, 13.39% of the respondents are dissatisfied with the training programmes and 1.64% of the respondents are highly dissatisfied with the training programmes

ANALYSIS USING CORRELATION

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Problem showing the relationship how the effectiveness of training materials meet the training needs of respondents. 6Effectiveness of training material used in MRF X 12 59 30 20 1 122 CALCULATION OF CORRELATION dxdy r= X 12 59 30 20 1 122 Y 11 45 40 21 5 122 dx -12.4 34.6 5.6 -4.4 -23.4 Dy -13.4 20.6 15.6 -3.4 -19.4 dx2 153.76 1197.16 31.36 19.36 547.56 1949.2 dy2 179.56 424.36 243.36 11.56 376.36 1235.2 Dxdy 166.16 712.76 87.36 14.96 453.96 1435.2 Training programmes meet your needs Y 11 45 40 21 5 122

Correlation =0.92

Interpretation
The tables clearly show that the training material meets the training needs of the respondents. The required answer is exactly in between -1 and +1.Therfore it states that company give more importance for meeting the training needs.

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CALCULATIONS OF CHI SQUARE

Training programmes and satisfactory level of of respondents. Experience of workers Very Scope of training Good Average Poor Very Total

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Below 5 years 5-10 years Above 10 years Total

good 2 3 4 9

5 10 32 47

3 10 7 20

2 8 15 25

Poor 3 2 16 21

15 33 74 122

H(o) = There is no significant relationship between experience of the workers and satisfactory level of of respondents. H(1) = There is a significant relationship between experience of the workers and satisfactory level of of respondencts. Degree of Freedom (C-1) (R-1) (5-1) (3-1) 4*2=8 5% significant level of table value = 15.507 The Calculate Value = 5.197 The Table Value = 15.507

Chi-Square Table Observed Frequencies 2 5 Expected Frequencies 0.491 5.778 O-E 1.509 -0.778 O-E2 2.278 0.605 (O-E)2/E 4.639 0.105

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3 2 3 3 10 10 8 2 4 32 7 15 16 Total

2.459 3.073 2.581 2.434 12.713 5.409 6.762 5.680 5.459 28.508 12.131 15.163 12.737

0.541 -1.073 0.419 0.566 -2.713 4.591 1.238 -3.68 -1.459 3.492 -5.131 -0.163 3.263

0.293 2.375 0.176 0.320 7.360 21.077 1.533 13.542 2.129 12.194 26.327 0.027 10.647

0.119 0.772 0.068 0.131 0.579 3.896 0.226 2.384 0.389 0.427 2.170 0.002 0.836 16.746

Interpretation
Here the Calculated value is 16.746 and table value is 15.507. Since the table value is less than calculated value so the Null Hypothesis is rejected. I.e. there has no significant relation between experience of the workers and satisfactory level of employees.

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CHAPTER-5 FINDINGS AND CONCLUSION

5.1 FINDINGS The researcher found that the 53% of employees belong to tyre department. The majority 56.55% of the respondents are age above35. The researcher found that 60.66% of respondents have an experience of above 10 years, 27.05 % respondents have an experience of 5 to 10 years.

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The 100% of respondents having awareness of the training programmes. The 100% of employees are attended the training programmes The employees are attended training programme below 5 times (56.56%). The 90.16% respondents that the company conducted on the job training. The 56.56% of respondents say that training programme help to develop your personality. The 77.87% of respondents says that good relationship between employer and employees. The researcher 64.75% says that training programme not help to set goal properly. 38.53%of respondents evaluate that objective and scope of training are good for them. The researcher found that 48.36% have a good opinion about the rate of effectiveness in training materials.
36.88 % respondents that good Satisfaction in training programmers meet

your needs The trainers in MRF are very good in query handling of trainees.36.89 % of respondents are satisfied in query handling procedure. Respondents think that the coordination among trainer and trainee are very good in MRF, 45.92% think that it is good.
The 40.98% respondent are say that the class room training help the practical

work and 59.02% of respondent are say that the class room training not helps the practical work The 56.56% respondents are say that Satisfy with the method of training The researcher found that 77.87% respondents say that LCD facilities are more available in the company. The 60.66% respondent says that the company is taking feedback from the available training. The 68.65% responded that the feedback collected by the company has not been revised properly for the next training programmers.

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The 65.58 % of the respondents are satisfied with the training programmes. Therefore it states that company gives more importance for meeting the training needs. There is no significant relation between training methods and satisfactory level of employees.

5.2 SUGGESTIONS

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The departments head should assess the Training and Development needs of subordinates. This assessment may increase the level of training effectiveness by the enhancement of good inter-personal relationship. Identification of employees for Training and Development programmes should be done more objectively. Introduce more training programmes which will benefit for both employer & the employee. Importance should be given for training to lower level employees by including subjects like Communication skill. The Management should endeavor to bring trainers from highly talented companies and thereby it helps to promote unique talents among employees. Visit to related companies will help to know the methods of training adopted by them to deliver high potentials. Introduce training programmes on quality control manufactured products. Latest training techniques of learning internet etc. The Company can explore to include online training programmes for understanding latest developments in the industry. must be used through LCD, CDs, to improve quality of

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5.3 CONCLUSION The employee in every organization works for the betterment of the organization and so is MRF Pvt Ltd. It is a pioneer in the tyre industries, and has embedded its name in the field of Human Resources and its practices. The study concluded that the overall effectiveness of the training program, is good and it can also achieve the level of excellence in the future by making some possible changes in its training. Employees are benefiting by attending Effective training programmes in the organization. The organization also benefits by having employees with more skills who are more productive. And the company lays good foundation for career growth of the employees through Training & Development programmes. More emphasis should be given for quality control methods in the training programmes. The introduction of new or innovative process of Training Programme one to the existing level will surely help this organization to reach greater heights in the years to come.

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ANNEXURE
QUESTIONNAIRE FOR TO EVALUATE THE TRAINING AND DEVELOPMENT PROGRAMMES IN MRF PVT LTD Name Department Designation Age Gender Experience : : : : Below 25 : Male 25-35 Female 5-10 Above 10 years Above 35

: Below 5 years

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

Yes 2.

no

Are you attended any training programmes? yes no

3. If how many times?

Below 5 times 5-10 Above 10 times

4. In which type of training you have attended?

On the job training

off the job training

Both

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

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Yes

No

If yes please mention the areas

..

6.

Do you think that the training available in MRF helps you to develop personally and professionally? Yes No

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

employers and employees? Yes No

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

set your goals properly? Yes No

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

How clearly the objectives are communicated in MRF training programmes? Very good Good Average Poor Very poor

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

Very good

Good

Average

Poor

Very poor

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

How well the programmes in MRF meet your needs? Very good Good Average Poor Very poor

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

of training?\

Highly satisfied Less satisfied Satisfied Dissatisfied Highly dissatisfied

13. How do you evaluate your trainers?

Very good

Good

Average

Poor

Very poor

14.

Are you satisfied with the Class room training in helping practical work? Yes No

15. Are you satisfied with the training Facilities like LCD, Seating arrangements etc... Yes Yes No No 16. Are you satisfied with the method of training implemented?

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17. Are you been asked to given training feedback after the Training and Development Programmes? Yes No

18. Did the company revised training programmes based on the feedback from the trainee Yes No

19. How do you evaluate the training programme available to you in MRF? Highly satisfied satisfied less satisfied dissatisfied 20. Other comments for improving your training programmes dissatisfied highly

BIBLIOGRAPHY Books
C. R KOTHARI Research Methodology second revised edition in 2004

published by new age international publishers in new Delhi. Company Record Training Records

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Websites www.mrf.com www.yahoo.com www.google.com www.wikipedia.com