A Study On Effectiveness Of Training Programme At KSRTC

CHAPTER I
INDUSTRY PROFILE
1.1 INTRODUCTION
The History of Transportation spans the entire history of mankind. It was only around 4000-3500
BC that, the very first step towards man-made transportation was taken – the wheel was
invented.
Broadly speaking TRANSPORTATION means can be classified as under: Land transport, Water
transport& Air transport .The purpose of Transportation is to migrate the people & goods from
one location to that of the other.
Among all the other modes of transportation, the most effective & feasible is ROAD
TRANSPORT. Road transport migrates the people & goods through Bus, Taxi, Railways, Auto-
Rickshaws & 2 wheelers.

1.2 A WORLD TAKE ON ROAD TRANSPORT

Transport on roads can be roughly grouped into two categories: transportation of goods and
transportation of people. In many countries licensing requirements and safety regulations ensure
a separation of the two industries.

The nature of road transportation of goods depends, apart from the degree of development of the
local infrastructure, on the distance the goods are transported by road, the weight and volume of
the individual shipment and the type of goods transported. For short distances and light, small
shipments a van or pickup truck may be used. For large shipments even if less than a full
truckload a truck is more appropriate. In some countries cargo is transported by road in horse-
drawn carriages, donkey carts or other non-motorized mode (sea animal-powered transport). In
many places fast food is transported on roads by various types of vehicles. For inner city delivery
of small packages and documents bike couriers are quite common.

Passengers are transported on roads either in individual cars or automobiles or in mass

transit/public transport by bus / Coach (vehicle). Special modes of individual transport by road
like rickshaws or taxis may also be locally available.

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Public transport modes include buses, trolleybuses, trams and trains, 'rapid transit'

(metro/subways/undergrounds). High-speed rail networks are being developed in many parts of
the world.

Urban public transport may be provided by one or more private transport operators or by a transit
authority. Public transport services are usually funded by fares charged to each passenger.
Services are normally regulated and possibly subsidized from local or national tax revenue.
Fully-subsidized, zero-fare services operate in some towns and cities.

Bus service use buses on conventional roads to carry numerous passengers on shorter journeys.

Buses operate with low capacity (i.e. compared with trams or trains), and can operate on
conventional roads, with relatively inexpensive bus stops to serve passengers. Therefore buses
are commonly used in smaller cities and towns, in rural areas as well for shuttle services
supplementing in large cities. Bus rapid transit is an ambiguous term used for buses operating on
dedicated right-of-way, much like a light rail. 

Passenger rail transport is the conveyance of passengers by means of wheeled vehicles specially
designed to run on railways. Trains allow high capacity on short or long distance, but
require track, signaling, infrastructure and stations to be built and maintained. Urban rail
transit consists of trams, light rail, rapid transit, people movers, commuter rail.

1.3 India’s take on Road Transport

The Indian Roadways play a crucial role in connecting the different parts of India. Over the years
after independence there has been an extensive development of the network of roads across the
length and breadth of India. The Road network of India is the largest road networks (3.314
million kilometers) in the world.
There has been a substantial shift in the mode of transportation from Railways towards the road
sector. While the Railways handle only 40% of the freight and 20% of the passengers load, 60%
of the goods and 80% of passenger's movement takes place through road. It is anticipated that the
function of the road network will further increase in the foreseeable future.

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Public transport is the predominant mode of motorized local travel in cities and this is
predominantly by road, since commuter rail services are available only in the cities four
metropolitan of Mumbai, Delhi, Chennai, and Kolkata, while dedicated city bus services are
known to operate in at least 17 cities with a population of over one million.  

Intermediate public transport modes like tempos and cycle rickshaws assume importance in
medium size cities.  However, the share of buses is negligible in most Indian cities as compared
to personalized vehicles, and two-wheelers and cars account for more than 80 percent of the
vehicle population in most large cities.

In North India, Railways play a major role in public transport and the Buses play a very
negligible role and when compared to the Southern part of the country, Buses play a very major
role in public transport for a shorter distance (inter cities) but similarly the role of Railways
played cannot be avoided as it makes the commuters feel safe and covineant for a long journey.

1.4 KARNATAKA’S TAKE ON ROAD TRANSPORTATION

In Karnataka it is the most preferable means of public transport. It provides an easy access and an
economical way to migrate people and good from one location to their desired location. People travelling
long distance prefer Railways as it is proved to be economical & comfortable by the commuters.

The Bus Transport is also very accessible these days in the state. There has been a number of
Buses being bought to lime light for the benefit of the public in order to make their travel
comfortable and economical. It now connects almost all the cities and all the small villages in the
state which facilitates to travel with minimum ease.
It takes the privilege of being first in the country to introduce Volvo buses for the local
transportation by the public. The one such organization which is making possible all these
facilities to the public is our well known KARNATAKA STATE ROAD TRANSPORT
CORPORATION (K.S.R.T.C.) which is not just connecting remote villages but also facilitating
to travel Inter –Cities.

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CHAPTER II

COMPANY PROFILE

2.1 INTRODUCTION

KSRTC( Karnataka State Road Transport Corporation) a well known public sector which
facilitates transporting people and goods to the various places within and outside the city and
state. It connects almost all the villages and cities in Karnataka which has made it possible for
the easy access of buses to public economically. It is the largest state transport corporation in
India and being first in the country to introduce VOLVO buses for the local public transport.

2.2 BACKGROUND AND INSPECTION OF THE COMPANY

In order to provide efficient, adequate, economic and well coordinated services to the people of
Karnataka, KARNATAKA STATE ROAD TRANSPORT CORPORATION (KSRTC) was
established to facilitate people travelling to reach their desirable destination.

KSRTC came into existence on 1961 under the Road Transport Corporation act 1950. It initially
started off with 1792 busses and is wholly owned by Govt. of Karnataka,With Govt. of India
being its major shareholder.

2.3 NATURE OF THE BUSINESS CARRIED

KSRTC mainly deals with ROAD TRANSPORT making people to conveniently travel to their
desired location with the minimum ease and fair price.
Further in the year 1997(AUG) KSRTC was bifurcated and
BANGALORE METROPOLITAN TRANSPORT CORPORATION (BMTC) came into
existence
Later during the end of the year 1997(NOV) and in the year 2000(AUG)
NORTH WEST KARNATKA ROAD TRANSPORT CORPORATION (NWKSRTC) &

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NORTH EAST KARNATAKA ROAD TRANSPORT CORPORATION (NEKSRTC)

came into limelight respectively.
All the corporations together hold the position of 4 th largest state transport undertaking in the
country comprising of 27 divisions,183 depots,411bus stations,6 regional workshops,8 training
centers with a labor force of 100826.
The fleet strength of the corporation is currently at 20542 covering 60.38 lakh kms, carrying
96.09 lakh passengers and earning average revenue of 12b cores per day.

2.4 VISION, MISSION AND QUALITY POLICY

2.4.1. VISION
“To be the best service provider in the world, this is safe, reliable, courteous, economic and
environment friendly to commuters”

2.4.2. MISSION
 To fulfill customer’s expectations in providing environment friendly and value based
services
 To have continuous improvement through use of innovative technology and lay stress on
creativity
 To lay stress on employee welfare & human resource development and to inculcate
quality consciousness in our employee at all levels
 To motivate the spirit of responsibility and openness of communication among our
employees towards environment problems
 To meet the safety, environment and pollution control standards

2.4.3 QUALITY POLICY

 To continually improve our services to achieve consistent quality of our products
 To process with zero defects so as to meet the customer satisfaction in order to become a
global leader
 To adopt ISO 9001:2000 quality management system
 To strive continually in order to improve the system with continuous training

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2.5 SERVICE PROFILE/PRODUCT PROFILE

The major service offered by KSRTC would ease the migration of the people from one place to
that of the other which is inclusive of both in and outside the city. It also includes migrating
people to different states.
KSRTC is exceptionally well connected throughout Karnataka and to all the major cities in its
neighboring states.
In order to provide these services, there are various means (buses) which are as follows:
PICTURES OF THE BUS DESCRIPTION OF THE BUS

Full Air Suspension on all four

wheels for comfortable journey.
LCD TV provided for passenger
entertainment
Four Emergency Exits and one
Emergency Door provided on right hand side
of the bus for more safety to passengers.
Mobile and Lap Top chargers are
provided for passengers use.
Computerized Speed control.
Airavat Volvo-semi sleeper and executive services

The 13.8 mtr length fully built bus developed

exclusively for passenger transport.
Full air suspension, fitted with two air bellows
in the front and six air bellows in the rear to
offer a high degree of ride comfort.
Mobile and Lap Top chargers are provided for
passengers use.
The passenger saloon is provided with ultra
modern interiors, high mountedLCD.
VOLVO 6*2 MULTI-AXLE INTER CITY BUS

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To facilitate common traveler with Air Conditioned

facility KSRTC introduced Air Conditioned
Karnataka Saarige Mofussil Bus branded as
“Sheetal”. This vehicle is operating between
Bangalore – Mysore sector on trial and is widely
appreciated by the traveling public.
SHEETAL

 Constructed on 210” WB Chassis.

 Body built by Regional Workshops,
Bangalore and Hassan.
 Chassis fitted with all Weveller suspension.
 Fitted with Improvised passenger seats of 55
seating capacity with 3x2 configurations.
 Fitted with single windshield laminated
Karnataka saarige- Branded and regular services glass.
 The interiors are with aluminium sheet
panel.
 The exterior is painted with 2K-solid paint.

 Constructed on Ashok Leyland 244” WB

Chassis fitted with 165 HP Engine.
 Body built by Regional Workshop & out
side agencies also.
 Chassis fitted with all Weveller suspension
 Fitted with Improvised Hi-Tech Reclining
passenger seats of 43 seating capacity with
2x2 configuration.
 Provided sound proof Driver partition.
 Fitted with single windshield laminated
Rajahamsa-semi sleeper i.e., Executive and Regular
glass.
Services

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 The interiors are covered with rexine cloth.

Volvo D7E engine offers 290 hp power and complies

to Euro III norms. Fitted with fully automatic
transmission with torque convertor on the first stage
with built-in retarder. Full air suspension offers high
level of comfort to passengers & electronically
controlled suspension provides precise regulation of
the ride height and kneeling.Fitted with electronic
Volvo VAIBHAVA low floor city bus
brake system

 The vehicle is fitted with "Carrier"

make Air conditioning system which
enhances the comfort level of the travelling
public.
 45 ergonomically designed executive
passenger seats, luxurious and comfortable
reclining seats are provided.
 The bus is with pleasing interiors and
night lamps.
 Twin LCD TV screen are provided
Mercedes-Benz
for passenger entertainment
 Four emergency exits provided on
either side of the bus for more safety to
passengers.

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The passenger saloon is provided with ultra

modern interiors, ‘Happich’ imported hatracks
to carry light luggage, comfortable reclining
hi-tech passenger seats, imported floor
carpeting, high mounted TV to have better
viewing pleasure for passengers and an air
conditioned vehicle.

CORONA AMBAARI

222” Wheel Base, BS III Leyland Semi Low-floor

chassis having 165 HP Engine.
With rear Air Suspension and front Rubber ended
suspension for greater travel comfort.
Bus body constructed in Regional Workshops,
Kengeri, Bangalore.
Semi Low-floor bus have saloon flooring at 875mm
from ground level with 2 Steps instead of 3 steps as
KAVERI Medium floor City Bus under "JnNURM"
compared to conventional city Bus.

Further KSRTC enjoys the status of having the largest fleet of Volvo buses in the country.
Other than the above mentioned bus transport services KSRTC involves itself in serving the
society in the following ways:
 Free bus passes to students(primary)
 Free pass for the blind
 Staff welfare programs
 Providing transport facility within 24 hours on request from the public where there is a
requirement
 It has initiated several environmental friendly programs
 Accident risk coverage

2.6 AREA OF OPERATIONS

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Area of operation of KSRTC is REGIONAL.

KSRTC is a bus transport service for facilitating people and goods to migrate from one place to
that of the other with minimum ease of reach and fare with proper comforts.
It has been gained immense attention from the public as it’s a government body which makes
them feel secured to travel around and the services being offered by them is proved to be
satisfactory.
It facilitates people to travel within the city, outside the city and now outside the state as well.
Their service to the public is being expanding with the view to make the people travel to their
desired location with minimum of ease.
2.7 OWNERSHIP PATTERN
Strictly speaking KSRTC is a semi- govt., body. The amended RTC Act 1982 provides for the
management of the corporation by the Board of Directors. The Board of Karnataka State Road
Transport Corporation as on 31st March 2006 consisted of 10 Directors and one invitee.
Out of 10 Directors, nine are official and one is non-official Director. The chairman is a non
official Director. All the official and non official Directors are appointed by the State
Government.

CAPITAL EMPLOYED: Which facilitates to have a clear view on ownership pattern

Amount % to total capital

(rs. In lakhs) employed
STATE GOVT., EQUITY CAPITAL 24278.94 16.37
UNION GOVT., EQUITY CAPITAL 4809.76 3.24
UNION GOVT., CAPITAL CONTRIBUTION 100.00 0.07
RESERVES & SURPLUS 13109.61 8.84
LOANS 25375.40 17.11
INTERNAL RESOURCES 80623.08 54.37
TOTAL 148296.79 100.00

2.8 COMPETITORS INFORMATION

The main competitor is Indian Railways. There are many private competitors as well who are on
the race of providing better comforts and services. Some of them can be jotted down and which
are as follows:

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 National travels
 Sharma transports
 Blue lines
 Vijayananda road lines
 SRS travels

COMPETITOR MATRIX
VOLVO AC BUSES ORDINARY
(NON AC)
KSRTC YES YES YES
VRL NO YES YES
SRS NO YES YES
SHARMA NO YES YES

2.9 INFRASTRUCTURAL FACILITIES

In order for a corporation to succeed its infrastructure plays a major role whether being its
administrative blocks, production units and restroom facilities.
The strength in the transport system comes from the depots, its operations & improvement in the
vehicle conditions. The obligation to provide transport facilities rests with depots.
KSRTC has 63 depots under its network of operations spread over 13 divisions (12 operating
div., and one bus station div.)110 bus stands and 5800 buses,2 regional workshops,3 training
institute , 1 press and 2 bus body building workshops comprising of 25000 employees.
Apart from the above mentioned details it has come up with other infrastructure facilities such
as:
 12 new depots have been constructed in the various parts of the state
 25 new bus stations constructed and 43 bus stations upgraded
 Well equipped central training institute has been set up at Hassan at a cost of 4.60 crores
 A community hall for the benefit of employees at a cost of 4.00 crores
 A modernized driver training center
 Few other construction of depots at various parts of the state is in progress

2.10 ACHIEVEMENTS AND AWARDS

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The KSRTC has been focusing on innovation of not only a world class fleet, but also
international standards of infrastructure, processes, operations and initiatives. Its introduction of
passenger-friendly initiatives has enabled it to completely be in tune with commuter needs.
The corporation is working on the ISO 14000 / 9001 certificate for the bus station, depot and
workshop along with OHSAS – 18001
As the result of the above services being provided by KSRTC, it has gained a way for lot of
awards. Few of the awards that are being won by KSRTC in the year 2010 are jotted down as
follows:
SL.NO YEAR DESCROPTION
1 2010 INDIAN PRIDE GOLD AWARD, for infrastructure development and
transportation in PSU.
2 2010 GOLDEN PEACOCK AWARD, for its innovative product and
service i.e., for implementing AWATAR. It was the first to implement
in the whole of India.
3 2010 GOLDEN PEACOCK ECO-INNOVATION AWARD, for the
successful implementation of the unique project of ethanol blending of
diesel.
4 2010 APPOLO-CV AWARD, for the best PS fleet operator of the year i.e.,
for its overall excellence in public transport during the year 2010.
5 2010 DECCAN CHRONICLE GREEN AWARD, for its great initiatives
taken to protect environment.
6 2010 m BILLIONTH ASIA AWARD, for successfully introducing mobile
ticket booking
7 2010 EARTH CARE AWARD FOR EXCELLENCE, in climate mitigation
and adoption through etanol blend diesel in 21 depots covering 2100
buses
8 2010 THE WORLD IS OPEN AWARD, instituted by SKOCH consultancy
services for successful implementation (100%) of electronic ticketing
machines in all its buses.
9 2010 NATIONAL E-GOVERNANCE AWARD, for “exemplary
implementation of e-governance initiatives” for its AWATAR project
10 2010 CHIEF MINISTER’S RATNA AWARD, for best performance in
public sector enterprise.

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2.10 WORK FLOW MODEL

On-line Booking (Internet Booking) will enable the passenger to book the seats and conduct
other related transactions even from remote places where KSRTC counters or franchisees are not
available. The procedure and guidelines for Internet booking (called, On-line booking) are
detailed as below:

 Booking can be made by registered user through the Internet. Registered User will be
given username and password after filling an E-form on the Internet by giving his
personal details.
 Tickets can be booked 24 hrs a day. Payments for tickets booked will have to be made
through Credit card / Internet Banking.
 Passengers booking the ticket will have to login to KSRTC website and proceed through
the link provided for Advance Booking. The passengers will select the seats in a service
of his choice based on the availability.
 During the booking process, the passenger will have to select Identity Type and submit
ID No. for confirming his identity during the journey. He can select from any of the
Photo Identity Cards i.e. Passport, Driving License, Voter ID Card, PAN Card, Ration
Card (passenger's).
 Before confirming the booking, the passenger will have to provide payment details like
'Credit Card / Internet Banking' for accepting payment by the Payment gateway. The
booking will be confirmed after the financial gateway approves the transaction. At this
stage, a PNR No. will be generated for that ticket and passenger can print the eTicket.
'eTickets' will be printed on plain paper (A4 size) for acknowledgement and it will be
valid for journey.
 Alternatively, the passenger will have the option of getting the eTicket printed at any
other place where he has Internet connectivity and printing facility or getting the
Reservation Ticket printed at any of the counters of KSRTC by quoting the PNR No. He
can print the eTicket, by logging on through his UserID from View Booking History of
login page.

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 If the ticket is to be printed at KSRTC counters, the passenger will have to provide the
Original Identity proof for validation by the booking personnel. Validation will be done
based on the Travel summary for that PNR No. Passenger is not required to carry Identity
Proof during the journey, if he has obtained the regular "Reservation Ticket" at any of the
KSRTC counters. Passenger will not be charged for printing of "Reservation Ticket".
 If the passenger is travelling with "eTicket", he will have to possess the Original Identity
Card mentioned in the "eTicket" during the journey.
 "eTicket" becomes INVALID after the printing of "Reservation Ticket".
 The on-duty Conductor (or Driver-cum-Conductor) will verify the Identity Card of the
passenger as per the tripsheet and "eTicket" during the journey. If the passenger fails to
produce the specified Identity Proof in original during the journey, the ticket will be
treated as INVALID and the passenger will be treated as "Travelling without Ticket".
Photocopies of Identity proof are not allowed.
 All transactions made by the user through on-line booking will be available in "View
Booking History".

 2.11 FUTURE GROWTH AND PROSPECTS

KSRTC has the future plans

 Filling over the deployment of EMTS&KSRTC
 Seats reservation through internet i.e.,AWATAR-Anywhere any time advance
reservation system
 Computerized parcel and courier system
 Automation of driving test tracks
 Computerization of legal department activities
 Computerization of entire activities of the accounts department
 Seats reservation through mobile i.e., mobile booking

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CHAPTER III

7-S McKinsey Frame work

3.1 INTRODUCTION

The 7-s model is better known as McKinsey 7-s. this is because the two persons who developed
this model, Tom Peters and Robert Waterman, have been consultants at McKinseys & co... The
model starts on the premise that an organization is not just structure, but consists of seven
elements.

The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a
company in an holistic and effective way. Together these factors determine the way in which a
corporation operates. Managers should take into account all seven of these factors, to be sure of
successful implementation of a strategy. Large or small. They're all interdependent, so if you fail
to pay proper attention to one of them, this may affect all others as well. On top of that, the
relative importance of each factor may vary over time.

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7s FACTORS ARE:

Strategy
Structure
Systems
Style
Skills
Staff
Shared Values

3.2 STRATEGY
Strategy reveals the actions a company plans in response to or anticipation of changes in its
external environment .it explains what are the objectives of the organization and how does the
organization goes about to achieve those objectives.
It is one which plans for long term to allocate firm’s scarce resources, over time, to reach
identified goals. Different factors like Political, Economic, and Social & Technological factors
play vital role in preparing strategy. PEST analysis adds more value to strategy of firm.

In relation to KSRTC

Political Economic Social Technology

Even though The goal in view is It is providing There are so many
KSRTC is state to provide an safety service and Technological facilities in
run firm its economical people of KSRTC to provide good
administrative solution for the Karnataka can service to state commuters
body is comfort, safety, always look like AWATAR and online
governed by well being and forward to new booking facility. Usage of
Chairmen & the convenience of the and creative ways electronic counting machines
person who customer. No from KSRTC to etc...
holds that post other transport serve them with
will be Political corporation more comfort and
leader and also operates as many convenience.
government routes as KSRTC.
participation.

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3.3 STRUCTURE
Structure is the basis for specialization and co-ordination influenced primarily by strategy and by
organization size and diversity. It refers to organizational arrangements for performing the tasks
and activities. The structure could be functional, product wise, etc. it also establishes the inter
relationship between various functions, the organization chart that displays who has to report to
whom and how tasks are divided and integrated.
In relation to KSRTC

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3.4 SYSTEM
System is a formal and informal procedures that support the strategy and structure.
The structure shown above for the central office works for this central office area and makes
itself responsible for issues related with systems such as software, hardware and networking.
They also advice to the management in system related areas.

This central office system dept. is headed by chief systems manager and down the line
subsequently the other authorities follows as shown in the chart above.

The nodal officer heads the divisional unit and down the line, subsequently other authorities
follow in this dept. There is nothing special going to happen every function happens in the same
was as in the central office. The only difference is that the nodal officer he she has to
communicate each and every facts and figures of his office to the concerned and competitive
authoring in the central office.

3.5 SKILL

The term skills include those characteristics which most people used to describe a company. It
refers to the fact that employees have the ability to carry out the company’s strategy. Training
and development –ensuring the people know how to do their jobs and stay up to date with the
latest techniques.

IN RELATION TO KSRTC

The KSRTC has extensive training programs for its employees, such as enhancing the skill
required to perform the job in a better and expected way. In 2009-10, its three training centers
provided training to 18648 employees and 205 officers.

A various range of training is being provided to employees at KSRTC among which few is being
jotted down:

 Training on how to save the Fuel to drivers

 Training on safe driving to drivers
 Training for traffic controllers

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 Training for technical supervisors

 Training for staff supervisors
 Training for auditors
SKILL MATRIX

Employee Administrative Skill Managerial Technical Working

Designation skill Skill Skill
Chairman YES YES NO NO

Vice chairman YES YES NO NO

Manager YES YES NO NO
ASSISTANT NO YES YES(For YES
MANAGER certain areas)
Employees NO YES YES(For YES
certain areas)
( class3)
Employees NO YES( For NO YES
certain areas)
( class 2)
Workers NO NO YES YES

3.6 STYLE
Here Style refers to the cultural style of the organization & how key managers behave in
achieving the organization’ goals. It includes different management style/Leadership style.
As KSRTC is state run corporation, they were following Directive Style of leadership. Also they
were motivating their employees through Achievement-Oriented leadership which made the firm
to stand first in profit & service dimensions.

Management style is more a matter of what managers do than what they say; ‘how do company’s
managers spend their time? What are they focusing attention on Symbolism- the creation and
maintenance (or sometimes deconstruction) of meaning is a fundamental responsibility of
managers. How differently they are doing the things (right) in their firm shows the style of their
operation.

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Even though KSRTC is a state run Corporation the way it is doing its activities in a different
style is really excellent & in no way inferior to any private road transportation firms. No other
state run RTC in India do have this type of wide range of services with by adopting innovative
styles. Different dimension that make the stylish operation of KSRTC are listed as below:

The Board of Karnataka State Road Transport Corporation consisted of 10 directors and one
invitee as on 31st March 2010. Apart from the 11 directors, there is a Chairman as well as a vice-
chairman in the Corporation. All the directors are appointed by the state government.

3.7 STAFF
Staffing is a process of acquaint human resource for the organization & assuring that they have
the potential to contribute to the achievement of the organization goals. Employees are the
functional unit of the organization.
STAFF POSITION OF THE EMPLOYEES AS ON NOVEMBER-2010
SL NO. DEPARTMENT WORKING

1 ACCOUNTS DEPARTMENT 224

2 STORES & PURCHASE DEPT. 137
3 TRAFFIC DEPT. 25246
4 MECHANICAL DEPT. 5313
5 ADMINISTRATIVE DEPT. 2118
6 STATISTICS DEPT. 69
7 SECRITY DEPT. 418
8 CIVIL ENGINEERING DEPT. 55
9 LABOUR DEPT. 54
10 SECRETARIAL DEPT.(GEN) 93
11 LEGAL DEPT. 19
12 K S T PRESS 66
13 ELECTRONIC & DATA PROCESSING DEPT. 7
14 HUMAN RESOURCE DEPT. 3
15 MEDICAL DEPARTMENT 9
TOTAL 33831

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STAFF POSITION OF OFFICERS AS ON NOVEMBER 2010

SL
NO. CATEGORY WORKING
1 DIRECTORS 4
2 CLASS-1(SUPER TIME SCALE) 1
3 CL-1 S.G.OFFICERS 16
4 CLASS 1 SENIOR OFFICERS 31
5 CLASS 1 JUNIOR OFFICERS 91
6 CLASS 2 OFFICERS 224
TOTAL 367

3.8 SHARED VALUES

It reveals the information about the employees sharing the same guiding values or the societal
obligations or the business ethics in an organization.values act as an organization’s conscience,
providing guidance in times of crisis. Any org., respecting the human resources has good value
sharing among the people within the organization.

IN RELATION TO KSRTC

KSRTC to provide regular, reliable, comfortable and cost-effective passenger transport service,
never compromising on safety. KSRTC has carved a niche for itself as a profitable state transport
undertaking in the country. To deliver passengers safely and in comfort, and to cross one
milestone after another remains its goal.

With rapid connectivity and streamlined movement of people across the state, the bottlenecks
have been greatly eased as and when they occur.

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CHAPTER IV
SWOT ANALYSIS
4.1 INTRODUCTION
SWOT analysis is a strategic planning method used to evaluate the strengths, weaknesses,
opportunities, and threats involved in a project or in business venture. It involves specifying the
objective of the business venture or project and identifying the internal and external factors that
are favorable and unfavorable to achieve that objective.

This analysis reveals the details about KSRTC’s

 Strengths
 Weakness
 Opportunities
 Threats

4.2 STRENGTHS

 It is the first sate largest state transport unit in the country to create a post of director for
environment
 It is the 4th largest corporation in India and 2 nd lowest accident committer in comparison
with other state transportation units
 It has 3850 schedules, where total kilometer run by them is around 60.38 kms every day
i.e.,24/7 and all the 365 days
 It has cost effective production process and a skilled and experienced workforce
 Good management and administration team effectively lead by the most dynamic leaders

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4.3 WEAKNESS
 Financial approvals for the new ideas are not granted quickly as it must obtain approval
from board of directors
 As it is public sector undertaking decision making is not easy and also a quick decision is
not possible
 Operation of services by private operations in nationalized and main roads violating
permit conditions causing loss to cooperation

4.4 Opportunities:

 Establishing new depots, bus stations at various places

 Hire buses from private parties
 Increase service as per need
 Value additions to traveling public
 Introduction of modern environment friendly buses
 Computerizing of the entire department for better services

4.5 Threats:

 Private traveling agencies, as the people might prefer privacy and a speedy travel
 Other means of transport like rail, as it’s a well known fact that railways are faster,
economical and comfortable when compared to roadways
 Private Taxis, as to a certain extent few people prefer travelling by Taxis as its easily
accessible when compared to buses which need to be awaited for its access.
 Parallel clandestine and illegal operations of buses by private parties

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CHAPTER V
Financial Analysis
5.1 BALANCE SHEET AS ON 31/3/2010

CAPITAL & LIABILITIES PROPERTY & ASSETS

PARTICULARS AMOUNT PARTICLULARS AMOUNT
1) EQUITY 1) FIXED ASSETS
CAPITAL a) Fixed assets 13402763
a) Equity capital 2427894 b) Capital WIP 1426916
(Karnataka govt)
b) Equity capital 480976 2) INVESTMENTS
( Union govt ) a)Insurance&Accident 500
reserve fund
2)CAPITAL b)Investment against 0
CONTRIBUTION funds
a)Karnataka govt c)Other investments 0
capital 0
b)Union govt capital 10000 3)CURRET ASSETS
c)JNNURM a)Inventories
contribution - Stores & spares 283577
shares at GOI 0 - WIP 265
Shares at GOK 0 b)SUNDARY
DEBTORS
3)INTERNAL -debtors considered 455621
RESOURCES good
Capitalization from 6971790 -debtors considered 4590
depreciation reserves doubtful
expenditure c) ADVANCES
- advance to 147547
4)RESERVES & employees
FUNDS - advance to suppliers 91146
a) Reserves 954808 - advance to other 2331
b)Depreciation 356153 parties
reserves d) INTEREST 107
EARNED ON
5) LOANS INVESTMENT BUT
Secured loans NOT RECEIVED
-loan from 2506800 e) Stock adjustment 27259
commercial bank a/c
- KUIDFC Loan 30740 f) Asset adjustment 0
Unsecured loans a/c
-loan from state 210000 g)deposits by the 169942
govt corporation

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-interest on state 30254 h) pre-paid expenses 26858

govt loans i) cash
-public deposits 29 - cash on hand 60584
-commercial papers 0 - cash at bank 117848
-HDFC loan recpt 72132 - cash in transit 122437
towards employees - contingency fund 300
- deferred revenue 42268
6)LIABILITIES expenditure
a) Current liabilities 1920658 - NET LOSS 189062
& provisions a) NL b/f from
b)Provision for write 2439 preceedin yr 677530
off of b)Less: NP b/f
anticipated loss on from Net revenue
disposal of surplus & app a/c 488468
obsolete stores
c)Provision for write 4590
off of bad& doubtful
debts/advances
d) Deposits 592658

7) NET PROFIT 0
-
16571921 16571921

5.2 P&L A/C FOR THE YEAR 2010

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PARTICULARS AMT PARTICULARS AMT

Operating expenses OPERATING REVENUE
A.TRAFFIC Traffic Revenue
a)Employee cost 1) Traffic revenue from sales of 13879239
1) Salaries&allowances of Officers 41179 tickets
2) Salaries&allowances of staff 296305 2) Passenger luggage revenue 98342
3) Salaries&allowances of 2544307 3) Revenue contract services 493410
Drivers/ Conductors 4) Revenue travel concession 670165
4) Travel expenses 1893 5) Fines collected from passengers 5198
5) Medical charges 47747 6) Postal mail service
6) Overtime allowance 295230 4251
Total Employee Cost 3226656 OPERATING REVENUE
b) Other costs 15150605
1) Tickets 19294 NON-OPERTAING REVENUE
2) Tools & Equipments 215 1)Misc. revenue 1134592
3) Cleaning & sweeping charges 28142 2)Income from subsidies 1509267
4) Hired vehicle charges 22592 Total non-operating revenue 777968
B. REPAIRS & MAINTANANCE Net prior period adjustment 2287235
1) Salaries&allowances of 526193 25764
2) Material com 1174719
3) Electricity charges 12993
4) other than fuel 848
5) Repair 28890
6) Other charges 399160
C. FUEL,OIL&LUBRICANTS 6715729
D. TAXES ON PASSENGER 836630
VEHICLES
E. WELFARE EXPENSES 7809752
F. ADMINISTRATIVE
EXPENSES
1) Saliries&allowances of ADM
staff/officers 440983
Less: Absorption in RWS 36231 404752

2) Environmental expenses 2480

3) Allowances to Board & 21
committee members
4) Communication expenses 16628
5) Consultation expenses 35798
6) Maintenance of departmental 88885
vehicles
7) Printing & stationary 24206
8) Rent, Rates & Taxes 30194
9) General office expenses 171523
10) Repairs & maintenance to fixed 93163

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assets
G. DEPRECIATION ON 1644894
VEHICLES
Total operating expenses 1628519
To Non operating expenses 7
1) Depreciation on other assets
127773
Less: Amount absorbed in RWS
4282
2) Financial costs 123491
3) Provisions 251283
4) Contribution towards various 249
funds
P.I.F 49090
Parry risk insurance fund 265826
314916
TOTAL NON-OPERATING
EXPENSES 689939

To profit for the year carried

forward to Net appropriation a/c 488468

17463604
1746360
4

CHAPTER VI
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LEARNING EXPERIENCE

The study conducted at KSRTC gave a tremendous learning experience.

The first week of my study was very knowledge gaining where in I was introduced to the overall
company profile by my external guide regarding its origin i.e., the year in which it was
commenced and under which act it came into existence, rules and regulations, regulations, policy
and procedures, its various sub units namely BMTC, NWKRTC, NEKRTC. Apart from this I
was also made aware about the various functioning departments viz., Human Resource, Finance,
Marketing, R & D, and the various Service departments respectively.

After the basic introduction to the company, I was being exposed to the above mentioned
departments whereby the first one was Finance , where in I learnt how the company maintains its
accounts and the procedures being followed in maintaining the same, how the cash inflows and
outflows are managed, maintaining the annual budget, how the annual reports are publicized ,
estimating the cost incurred to purchase the new bus and lastly could gain the experience of how
the theoretical aspects of finance is being applied practically.

The following department to which was introduced to is Marketing where in I was exposed to the
various methods of satisfying the commuters and facilitating them to access the same by online
reservations, providing discounts to old age citizens, discounted passes to school children,
lending the buses to public for their private use and lastly the latest concept of AWATAR which
provides the easy access to commuters.

The department which was introduced next was security & vigilance where in I became aware of
the various safety measures taken to protect the employees most specifically for drivers and
conductors, workers at plant. It was also known that the various measures are taken up for the
security purpose like screening the public at every city bus stops, asking the public to inform
about any un- identified goods/luggages at stops, the overall maintenance of the bus.

The following department was HR where in I was exposed to the various basic activities of the
organization, other social activities viz., free passes to students, concession to old citizens, the
various facilities being given to employees, the numerous training programme given to

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employees, drivers and conductors. Drivers and conductors are trained so that they can learn the
new techniques of less consumption of fuel, ensuring safety to commuters, better driving skills,
making them aware of the technicalities of the bus, adopting measures to rectify the problems
immediately and how to interact with the public.

Employees are given the various amount of training such as in general health and safety
measures, retirement benefits, good interaction with the public, self improvement, and in specific
with respect to their particular department viz., proper maintenance of funds, techniques to
maintain books of accounts, maintaining daily operations of the organization, the new and
innovative ways to satisfy the commuters, analyzing the need of new buses, a proper interaction
with the public and lots more.

Later was introduced to the various other departments like public relation, traffic, stores and
purchase where in I got the correct insight of how the organization exactly interacts with
commuters, strive hard to cope with their demands, build up the traffic rules and regulations
which all the drivers and conductors must abide to, when they would make the decision to
purchase the bus.

Lastly was given a chance to visit the training institute where in by interacting with the principal
who was a very warmth and elderly person I learnt how exactly training takes place in the
organization and the amount of importance given to training programmes. Training is not just
confined to the specific employees but for all level of employees and most importantly to drivers
and conductors.

In the upcoming days I learnt about the company’s vision, mission and quality policies, its
strategies to cope up with the changing arena of the public demanding more easy access to the
facilities which are feasible and affordable.

Later days I was briefed about the ownership pattern of the organization where in the hierarchy
of the employees was seen in detail with respect to the entire organization as well as .

A lot of activities that the organization conducts other than just transportation were also known.
The relationship between the peers, higher ups and low grade workers was known as well.

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During the last two weeks at the organization, it was a very useful study which facilitated me in
carrying on my project by gathering all the required information to conduct the remaining survey
on training through questionnaire by providing it to the employees to fill it up which made the
way easy for analysis and interpretation. Apart from it I even learnt the mannerism in
approaching the employees at the organization.

In a JIST, it was a wonderful experience having being exposed to the work environment of the
well known public sector KSRTC which gave me an immense pleasure going in depths with the
organization which is being seen from years and grabbing the knowledge of the various
activities it is associated with and not just being confined to the public transportation.

CHAPTER VII
INTRODUCTION TO EFFECTIVENESS OF TRAINING

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7.1 INTRODUCTION

The term Training refers to acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific useful
competencies.
Training is a short-term educational process and utilizing a systematic and organized procedure
by which employees learn technical knowledge and skills for a definite purpose.
Training bridges the differences between job requirements and employee’s present
specifications.

Dale S. Beach defines the training as “…the organized procedure by which people learn
knowledge and/or skill for a definite purposes.”

7.2 TRAINING METHODS

As a result of research in the field of training, a number of programs are available. Some of these
are new methods, while others are improvements over the traditional methods. The training
programs commonly used to train operative and supervisory personnel are discussed below.
These programs are classified into on-the-job and off-the-job training programs.

7.2.1 On-the-Job Training Methods

This type of training, also known as job instruction training, is the most commonly used method.
Under this method, the individual is placed on a regular job and taught the skills necessary to
perform that job. On-the-job training has the advantage of giving firsthand knowledge and
experience under the actual working conditions. The emphasis is placed on rendering services in
the most effective manner rather than learning how to perform the job.

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Few methods of On The-Job Training Methods are jotted down

1) Job Rotation
This type of training involves the movement of the trainee from one job to another. The trainee
receives job knowledge and gains experience from his supervisor or trainer in each of the
different job assignments.

2) Coaching
The trainee is placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance and offers him
some suggestions for improvement. A limitation of this method of training is that the trainee may
not have the freedom or opportunity to express his own ideas.

3) Job Instruction
This method is also known as training through step by step. Under this method, the trainer
explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do
the job. The trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee.

4) Committee Assignments
Under the committee assignment, a group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. It develops team work.

7.2.1Off-the-Job methods
Under this method of training, the trainee is separated from the job situation and his attention is
focused upon learning the material related to his future job performance. There is an opportunity
for freedom of expression for the trainees. Off-the-job training methods are as jotted down

1) Vestibule Training

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In this method, actual work conditions are simulated in a class room. Material, files and
equipment which are used in actual job performance are also used in training. This type of
training is commonly used for training personnel for clerical and semi-skilled jobs. The duration
of this training ranges from days to a few weeks. Theory can be related to practice in this
method.

2) Role Playing
It is defined as a method of human interaction that involves realistic behavior in imaginary
situations. This method of training involves action, doing and practice. The participants play the
role of certain characters such as the production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foremen, workers and the like. This method is
mostly used for developing inter-personal interactions and relations.

3) Lecture Method
The lecture is a traditional and direct method of instruction. The instructor organizes the material
and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate
and create interest among the trainees. An advantage of the lecture method is that it is direct and
can be used for a large group of trainees. The major limitation of the lecture method is that it
does not provide for transfer of training effectively.

4) Conference or Discussion
It is a method in training the clerical, professional and supervisory personnel. This method
involves a group of people who pose ideas, examine and share facts, ideas and data, test
assumptions and draw conclusions, all of which contribute to the improvement of job
performance. Discussion has the distinct advantage over the lecture method, in that the
discussion involves two-way communication and hence feedback is provided. The participants
feel free to speak in small groups.

5) Programmed Instruction

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In recent years, this method has become popular. The subject matter to be learned is presented in
a series of carefully planned sequential units. These units are arranged from simple to more
complex levels of instruction. The trainee goes through these units by answering questions or
filling the blanks. This method is expensive and time consuming.

7.3 BENEFITS OF TRAINING

 Leads to improved profitability and/or more positive attitudes towards profits orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizations goals.
 Helps create a better corporate image.
 Improves the relationship between boss and subordinate.

7.4 LITERATURE REVIEW

Charles et al., (2005) says corporate learning and training is one of the major concerns for large
companies with high rate of work force turnaround and rotation.

Donald Kirkpatrick's (1994) Evaluates Training Programs and says that further increasing
awareness of them, so that his theory has now become arguably the most widely used and
popular model for the evaluation of training and learning. Kirkpatrick's four-level model is now
considered an industry standard across the HR and training communities.

The four levels of Kirkpatrick's evaluation model essentially measure:

 reaction of student - what they thought and felt about the training

 learning - the resulting increase in knowledge or capability

 behavior - extent of behavior and capability improvement and

implementation/application

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 results - the effects on the business or environment resulting from the trainee's
performance

Swanson, Richard A and Sleezer, Catherine M (2008) explains the gap between evaluation
theory and practice can be closed through a concrete system for effectively evaluating a training
program to ensure that it contributes to an organization's success. The Training Effectiveness
Evaluation (TEE) system can be applied to any training program in industry. It consists of three
major elements: (1) an effectiveness evaluation plan, (2) tools for measuring training
effectiveness, and (3) the evaluation report. The completed plan specifies the tools that will be
used to assess whether the training has produced the desired results.

7.5 STATEMENT OF THE PROBLEM

In a dynamic environment rapidly changing economic scenario, there is a need for training and
re-training personnel in order to enable them to adapt to new situations. Training is being
brought to the fore-front by changing nature of the work and in the absence of such training the
output of an employee would deteriorate.
Training is potentially one of the most powerful tools available to management. Training is
essential for growth and development of the organization. Hence an evaluation on effectiveness
of training program at KSRTC, Bangalore.

7.6 OBJECTIVES OF THE STUDY

 To study the training practices and methods adopted by the company.
 To examine the effect of the existing training programme on employee performance
 To analyze the satisfaction level of employees who are a part of the training program

7.7 SCOPE OF THE STUDY

Study covered a part of the organization. The scope of the study is to analyze the needs and
requirements for efficient trainers, how to make a training program successful. The study also

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helps in determining the means and methods to make the trainers and training program effective
and successful.

7.8 METHODOLOGY OF THE STUDY

7.8.1 Type of research : Descriptive Research

Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how which facilitates my study and hence opted for a descriptive
research.

7.8.2 Method of research

 Sample design : Convenience Sampling

It is the method where the items that are most conveniently available are selected as part of the
sample.

 Sample size : 60

 Tool/method of data collection : Structured Questionnaire

 Sources of data collection

PRIMARY DATA

This is generated by the original research design to answer the specific question. It covers the
fact, which was not known and not been published earlier.

Primary data has been collected with the help of direct conversation and structured questionnaire.

SECONDARY DATA

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This is generated through company brochures, annual reports, magazines and also through
internet.

7.8.3 METHOD OF ANALYSIS

Data collected from the study is tabulated and analyzed using statistical tools such as percentage,
graphs and the data is interpreted.

7.9 LIMITATIONS OF THE STUDY

 The opinions of the participants are not always free, frank and true.
 The time gap between the training program being conducted and its
implementation/evaluation is very long.
 The findings are purely based only on the information that was been provided by the
company & the workers.
 There was communication problem at the time of interview with respondents.

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CHAPTER VIII
ANALYSIS AND INTERPRETATION
8.1 INTRODUCTION
Data collection is the systematic recording of information; data analysis involves working to
uncover patterns and trends in data sets; data interpretation involves explaining those patterns
and trends.
Training refers to acquisition of skills, knowledge and abilities. Training is a short-term
educational process and utilizing a systematic and organized procedure by which employees
learn technical knowledge and skills for a definite purpose. Training bridges the differences
between job requirements and employee’s present specifications.

8.2 TRAINING PRACTICES AND METHODS ADOPTED BY THE

COMPANY.
Table 8.1: Training techniques being implemented

Training techniques No. of respondents Percentage

On the job 50 83.3
Off the job 10 16.7

SOURCE: Field Survey 2011

The above table shows the details related to the training techniques being implemented and
regarding which out of 60 respondents 50 of them believe it to be on the job and the rest i.e,. 10
believe it to be off the job.

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Graph

No. of respondents

10

On the job
Off the job

50

From the above analysis it can be inferred that the technique used for training at the organization
is on the job.

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Table 8.2: Changes in training methods being provided to employees

Changes in training No. of respondents Percentage

methods
Yes 40 66.7

No 20 33.3

SOURCE: Field Survey 2011

The table above shows that 66.7% of the employees need changes in training and remaining
33.3% reveal it is not that required.

Graph

70

60

50

40 No. of respondents
Percentage
30

20

10

0
Yes No

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From the above analysis it can be analyzed that there is a need for a change in the training
program being prevailed at KSRTC.

Table 8.3: Organizational issues are considered in training needs

Organizational No. of respondents Percentage

issues
Yes 40 66.7

No 20 33.3

SOURCE: Field Survey 2011

The above table shows that 66.7% of the employees agree that the organizational issues are
considered in training needs and the other 33.3% of the employees oppose to the same.

Graph

No. of respondents

20

Yes
No

40

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From the above analysis it can be clearly noted that the organizational issues such as mission,
objectives, cultural changes and customer orientation are considered in training needs.

Table 8.4: Results of training program being monitored and evaluated

Results Once in a Once in 15 Once in a Once in a

monitored & week days month quarter
evaluated

No. of 6 2 20 32
respondents
Percentage 10 3.3 33.3 53.3

SOURCE: Field Survey 2011

The above table shows the details related to a statement of how often the results of training
program is monitored and evaluated, out of 60 respondents 6 reveal that it’s done in once in a
week, 2 –once in 15 days, 20- once in a month and 32- once in a quarter.

Graph

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No. of respondents
2

Once in a week
Once in 15 days
Once in a month
32
Once in a quarter

20

From the above analysis it can be stated that the results of training program are monitored and
evaluated once in a quarter and once in a month.

8.3. Examining the effect of the existing training programme on employee

performance

Table 8.5: Qualification of the Employees

Qualification No. of respondents Percentage
Diploma 5 8.3
Degree 47 78.3
Others 8 13.3
SOURCE: Field Survey 2011

The above table shows that 8.3% of the employees are a diploma holder, 78.3% of the employees
are a graduate & the remaining 13.3% of the employees fall to the other group (PUC, MBA)
Graph

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No. of respondents
8
5

Diploma
degree
others

47

From the above analysis it clearly depicts that the majority of the employees are well qualified
and hence the importance of training can be well recognized.
Table 8.6: Essentiality of Training
Essential of Very Essential Moderately Not very Not
training essential essential essential essential
No of 24 28 1 4 3
respondents
Percentage 40 46.7 1.7 6.7 5
SOURCE: Field Survey 2011

From the above table the data revealed is that 40% of the employees perceive that training is
essential for an employee and which is followed by the perception of the other employees viz.
46.7%, 1.7%, 6.7% & 5% who feel that the training is essential, moderately essential, not very
essential & not essential respectively.

Graph

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No of respondents

3
4
1

Very essential
24 Essential
Moderately essential
Not very essential
Not essential

28

From the above analysis it is clear that training is an essential part of the workplace & the
employee’s career which would facilitate him/her to work in an expected manner.

Table 8.7: Training program having been undergone

Training No. of respondents Percentage

undergone
Yes 45 75

No 15 25

SOURCE: Field Survey 2011

The tables above reveals the data that 75% of the employees have undergone training and while
the remaining 25% of the employees have not undergone any kind of training in their career.

Graph

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100%

90%

80%

70% 75 25
60%

50% Percentage
40% No. of respondents

30%

20%
45
15
10%

0%
Yes
No

The above analysis depicts that majority of the employees at KSRTC have undergone training
which has facilitated them to work better.

Table 8.8: Increase in confidence level due to Training

Increase in confidence No. of respondents Percentage

level

Yes 50 83.3

No 10 16.7

SOURCE: Field Survey 2011

The table above reveals that among 100%, 83.3% of the employees’ confidence level to work
has increased and where as the 16.7% of the employees are of the opinion that there is no
increase in confidence level due to training.

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Graph

No. of respondents

10

Yes
No

50

The above analysis shows that the confidence level of the employees at the workplace has
improvised due to training program.

Table 8.9: Training provided by the organization

Training No. of respondents Percentage

provided by
the
organization
YES NO YES NO
Planned & 47 13 78.3 21.7
systematically
administered
When problem 20 40 33.3 66.7
occurs

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When 27 33 45 55
employee is
performing low
SOURCE: Field Survey 2011

The above table shows the details regarding the training being provided at the organization is
whether planned& systematically administered / when problem occurs / when employee is
performing low to which employees responded yes in the number of 47, 20 &27 respectively and
,no respondents for the statements are 13, 40 & 33 respectively.

Graph

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160 21.7
140 66.7 55
120 78.3
100 45
33.3
80
60 13
40 33
40 0 47
20 20 27
Percentage
0
re
d rs lo
w
te ccu g
No. of respondents
is o in
in em rm
m l o
ad ob rf
lly pr s pe
ca n
ei
ati he ye
m W o
ste pl
sy em
& n
ne
d he
n W
P la

It can be analyzed from the graph that training provided by the organization is planned and
systematically administered but provided only when the problem occurs and irrespective of the
performance whether good bad training is provided.

Table 8.10: training been imparted has facilitated to cope up with the changes
that take place
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Facilitate changes No. of respondents Percentage

Yes 41 68.3
No 19 31.7
SOURCE: Field Survey 2011

The above table displays the information that 68.3% of the employees agree that the training
being given to them has facilitated to cope up with the changes that take place in the organization
& while the other 31.7% of them does not agree.

Graph

68.3
70

60

50
41
40

31.7 No. of respondents

30 Percentage

20 19

10

0
Yes
No

From the above analysis it is clear that for the majority of employees training program has
facilitated to cope up with changes that take place in the organization.

Table 8.11: Quality of work has increased due to Training

Increase in quality of No. of respondents Percentage

work

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Agree 47 78.3
Disagree 13 21.7
SOURCE: Field Survey 2011

The above table shows the details regarding the increase in quality of work due to training, out of
60 respondents 47 of them agree for the same and while the remaining 13 oppose it.

Graph

No. of respondents
13

Agree
Disagree

47

From the above analysis it can be stated that the quality of work of the employees has been duly
increased after the training program being imparted to them since majority of the population at
KSRTC have given their concern for it.

Table 8.12: Higher ups helping their juniors to develop through training

Higher ups Always Very often Rarely Never

helping their

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juniors
No. of 25 10 22 3
respondents
Percentage 41.7 16.7 36.7 5
SOURCE: Field Survey 2011

The above table shows that 41.7% of the employees perceive that higher ups always tend to help
their juniors followed by other’s opinion viz., 16.7% - very often , 36.7% - rarely & 5% - never
feel agree with the statement made.

Graph

3 41.7
36.7
25
22
Always
Very often
Rarely
Never

33

55

From the above analysis it is clear that although 50% of the employees reveal that higher ups do
help their juniors during training session, the remaining population is clustered in their opinions
on almost the same ratio except the 5% who never agrees with the statement, but since half of the
population agrees with the statement it can be interpreted that higher ups do help their juniors
develop through training.

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Table 8.13: Adequate time given to employees to reflect the training given
back at their work

Adequate free No. of Percentage

time respondents
Yes 33 55
No 27 45
SOURCE: Field Survey 2011

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From the above table it shows that 55% of the employees agree that they are given adequate time
to reflect back and while the 45% of them oppose the same.

Graph

No. of respondents

Yes
No
27

33

From the above analysis it is clear that employees are given adequate free time to implement the
things that has been imparted in training session to their work.

Table 8.14: Necessity of further training to perform effectively &efficiently

Necessity Strongly Agree Neutral Disagree Strongly

of further agree disagree
training
No. of 13 36 4 6 1
respondents
Percentage 21.7 60 6.7 10 1.7
SOURCE: Field Survey 2011

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The above table shows the necessity of further training to employees to which 60 respondents
responded in a different way i.e., 13- strongly agree, 36- agree, 4- neutral, 6-disagree, 1-strongly
disagree.

Graph

No. of respondents
1
6
13
4
Strongly agree
Agree
Neutral
Disagree
Strongly disagree

36

From the above analysis it is clear that there is a necessity of further training for the employees
which facilitates them to improvise their performance

8.4 Analyzing the satisfaction level of employees who are a part of the training
program

Table 8.15: Training as an important entity at KSRTC

Important entity No of respondents Percentage

Yes 48 80
No 12 20
SOURCE: Field Survey 2011

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The above table shows that 80% of the employees consider training as an important entity while
the remaining 20% does not consider it as an important entity.

Graph

No of respondents

12

yes
no

48

The above analysis clearly depicts that majority of the employees feel that training is given due
importance at KSRTC.
Table 8.16: Managements interest & time to trainees during training period

Management’s No. of Percentage

interest respondents
Yes 43 71.6
No 17 28.3
SOURCE: Field Survey 2011

The above table shows that 71.6% of the employees agree with the fact that the management
take interest to help out the trainees during their training session and while the remaining 28.3%
opposes the same.

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Graph

No. of respondents

17

Yes
No

43

From the above analysis one can clearly get an idea that management take keen interest in
helping out the employees/ trainees during their training period.

Table 8.17: Satisfaction of the training program

Satisfaction Highly Satisfied Neutral Dissatisfied Highly

in training satisfied dissatisfied
No. of 5 40 6 8 1
respondents
Percentage 8.3 66.7 10 13.3 1.6
SOURCE: Field Survey 2011

The above table reveals that 66.7% of the employees are satisfied with training program , 8.3%
are highly satisfied, 10% are neutral, 13.3% are dissatisfied & 1.6 are highly dissatisfied.

Graph
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70 66.7

60

50
40
40

30

20 No. of respondents
10 5 8.3 10 13.3 Percentage
6 8
0
1 1.6
d
sfie ed l
ati sfi tra
ys Sa
ti u ed d
gh
l Ne tisfi fie
Hi ss
a
ati
s
Di iss
d
ly
igh
H

The above analysis displays the fact that in spite of the multiple opinions/ views from the
different employees, the majority of them are satisfied with the training program being
conducted at KSRTC.

Table 8.18: Improvisation in group and individual communication

Group & No. of Percentage

individual respondents
communication
Yes 48 80
No 12 20
SOURCE: Field Survey 2011

In the above table the data shown is that 80% of the employees agree that group & individual
communication has enhanced and while the remaining 20% oppose the same.

Graph

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No. of respondents

12

Yes
No

48

From the above, it can be analyzed that the group & individual communication among the
employees at KSRTC has improvised due to training to a great extent.

Table 8.19: Training enhances personality & brings enthusiasm

Enthusiasm Strongly Agree Neutral Disagree Strongly

at work agree disagree
place
No. of 10 39 5 4 2
respondents
Percentage 16.7 65 8.3 6.7 3.3
SOURCE: Field Survey 2011

The above table reveals the detail regarding the enhancement of the personality & building up
enthusiasm at work place, out of 100% -16.7% strongly agree – 65% agree – 8.3% are of neutral
opinion – 6.7% disagree & 3.3% strongly disagree with the statement.

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Graph

No. of respondents

5
4 10

2 Strongly agree
Agree
Neutral
Disagree
Strongly disagree
39

From the above analysis one can interpret that in spite of the different opinions from various
employees & since majority of them do agree that training has enhanced their personality and
created some amount of enthusiasm at work place, it can be analyzed that training at KSRTC
enhances personality and brings enthusiasm among the individual employee.

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Table 8.20: Existence of well-designed and widely shared training policy

Well designed Strongly Agree Neutral Disagree Strongly

training agree disagree
program
No. of 7 33 5 13 2
respondents
Percentage 11.7 55 8.3 21.7 3.3
SOURCE: Field Survey 2011

The above table show the details regarding the existence of well designed and widely shared
training program to which 60 of the respondents have responded as follows: 7 of them strongly
agree to it, 33 agree, 5 are of neutral opinion, 13 disagree & 2 strongly disagree.

Graph

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No. of respondents

13
7
2 Strongly agree
Agree
Neutral
Disagree
Strongly disagree
5

33

From the above analysis it can be stated that there exists a well designed and widely shared
training program at KSRTC.

FINDINGS

 It is very interesting to know that the qualification of the employees at KSRTC comprise
of all the levels (SSLC, PUC, DEGREE & POST GRADUATION) but the majority of
the respondents are a degree holder.
 80% of the employees consider training as an important entity while the remaining 20%
does not consider it as an important entity.
 40% of the employees perceive that training is essential for an employee and which is
followed by the perception of the other employees viz. 46.7%, 1.7%, 6.7% & 5% who
feel that the training is essential, moderately essential, not very essential & not essential
respectively.
 75% of the employees have undergone training and while the remaining 25% of the
employees have not undergone any kind of training in their career.

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 71.6% of the employees agree with the fact that the management take interest to help out
the trainees during their training session and while the remaining 28.3% opposes the
same.
 66.7% of the employees are satisfied with training program , 8.3% are highly satisfied,
10% are neutral, 13.3% are dissatisfied & 1.6 are highly dissatisfied.
 Among 100%, 83.3% of the employees’ confidence level to work has increased and
where as the 16.7% of the employees are of the opinion that there is no increase in
confidence level due to training.
 80% of the employees agree that group & individual communication has enhanced and
while the remaining 20% oppose the same.
 Training being provided at the organization is whether planned& systematically
administered / when problem occurs / when employee is performing low to which
employees responded yes in the number of 47, 20 &27 respectively and, no respondents
for the statements are 13, 40 & 33 respectively.
 68.3% of the employees agree that the training being given to them has facilitated to cope
up with the changes that take place in the organization & while the other 31.7% of them
does not agree.
 Out of 60 respondents 47 of them agree that their quality of work has increased due to
training and while the remaining 13 oppose it.
 Enhancement of the personality & building up enthusiasm at work place, out of 100%
-16.7% strongly agree – 65% agree – 8.3% are of neutral opinion – 6.7% disagree &
3.3% strongly disagree with the statement.
 41.7% of the employees perceive that higher ups always tend to help their juniors
followed by other’s opinion viz., 16.7% - very often , 36.7% - rarely & 5% - never feel
agree with the statement made.
 55% of the employees agree that they are given adequate time to reflect back and while
the 45% of them oppose the same.
 Existence of well designed and widely shared training program to which 60 of the
respondents have responded as follows: 7 of them strongly agree to it, 33 agree, 5 are of
neutral opinion, 13 disagree & 2 strongly disagree.

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 66.7% of the employees agree that the organizational issues are considered in training
needs and the other 33.3% of the employees oppose to the same.
 Statement of how often the results of training program is monitored and evaluated, out of
60 respondents 6 reveal that it’s done in once in a week, 2 –once in 15 days, 20- once in a
month and 32- once in a quarter
 The necessity of further training to employees to which 60 respondents responded in a
different way i.e., 13- strongly agree, 36- agree, 4- neutral, 6-disagree, 1-strongly
disagree.
 Details related to the training techniques being implemented and regarding which out of
60 respondents 50 of them believe it to be on the job and the rest i.e.,. 10 believe it to be
off the job.
 66.7% of the employees need changes in training and remaining 33.3% reveal it is not
that required and hence they are satisfied with the prevailing training techniques.
 Almost all the employees are of the opinion that they have received some benefits from
the training programs attended till now, like, improvement in skills, job satisfaction,
improved working relationships, updating of knowledge, change of attitude towards their
work and increased staff confidence.
RECOMMENDATIONS

 PLANNING
Planning is an effective tool for training through which the organization can gain cost
effectiveness i.e., by eliminating the un necessary cost on training. With the proper
planning, the training can be made more effective and efficient by accessing the available
resources to maximum.
 FEED BACK
Once completing the training session the feedback has to be collected from the trainees so
as to know how the training session was helpful to them and to the extent to which they
have implemented the same. After gaining the insight about the training session the
organization can value the feedbacks and make the necessary changes.
 COUNSELLING

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The organization must see to it that before providing training to employees or an

employee it has to conduct a counseling session in order to check their ability/ suitability
to the methodology of the training which is best suited for the respective employees/
employee.

 MOTIVATION
It can be observed that motivation is very powerful tool for the training programme since
most of the employees lack motivation to undergo training and even if they undergo
training by force they would not generate any interest out of it which they can implement
it in their daily operations.
 INTERACTION
During the training session there has to be a good communication between the trainees
and the trainer as well as with the management, as During the training session there has
to be a good communication between the trainees and the trainer as well as with the
management, so as to build a bondage which facilitates the trainees and the trainer to
have a free communication as to the pros and cons of the training session.
It is helpful for the management as well to gain an insight about training session
conducted at the organization.
 STANDARDS TO BE SET
Before the training programme commence it is very essential that the standards has to be
set like the concepts to be included in the training , the methodology to be adopted for
training the employees, the number of employees to be focused for training during the
stipulated period of time.
 ADOPTION OF LATEST TECHNOLOGY
It is very essential to cope up with the latest techniques of training as the old techniques
adopted are quite obsolete which would result in boredom for the trainees as a result of
which the trainees would be distracted or disinterested in the training programme being
conducted and hence results in poor performance of the employees.
 TIME CONSTRAINT
It is one of the important constraint to the training programme as it is seen that not much
adequate time would be given for the trainees after completing their training period to

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work on job. Hence, the trainees need to be given adequate time period to reflect back the
knowledge gained through training on the job. Apart from it time being consumed in the
training programme should not be too long as it would result in the boredom of trainees.

CONCLUSIONS

From the study, it can be concluded that Karnataka State Road Transport Corporation, is
providing effective training in their organization and by this the employee’s confidence level to
work has improvised which has made the way for their self development.

As most of the employees at the organization are well educated they would be under the position
of understanding the importance and need of training, hence the training program provided by
the KSRTC is utilized well, and therefore they should not stop at this level but should move to a
higher level of performance and make it better.

Training given to trainees has lead to career development of the employees, increased morale
and has resulted in job satisfaction which in turn leads to increased productivity, achievement,
efficiency, effectiveness, survival & growth of the organization as well as employees.

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The training results have to be monitored and evaluated at the regular intervals of time so as to
examine any lag in performance and rectify the crisis immediately to provide a better and a
feasible solution for the same, which would facilitate an employee to know himself better and the
areas he is lagging in, resulting in his own efforts to overcome the same so as to better his
performance.

It is observed that training in the organization is systematic and well organized. It is found that
employees are satisfied with the same and hence employees implement all the knowledge gained
through training. It is noticed that, management is recognizing the low performers and helping
them to improvise their performance through appropriate training programme and hence the
confidence level of the employees is being gradually increasing.

The most preferred training techniques prevailing at the organization is on the job, which is not
time consuming but it would result in the pressurizing of the trainees and hence the performance
of the employees would gradually be low. Hence, it could be suggested that the organization
should imbibe the latest trends of training so as to boost the morale of the employees which
results in the better performance.

From the above analysis it is observed that higher ups are not helping their juniors after their
training and hence there should be a good communication between the juniors and the
management which could facilitate the fresher to communicate about their crisis and get a
solution regarding the same.

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BIBLIOGRAPHY

Bramely, Peter (2006) “Evaluating Training Effectiveness.” Tata McGurale publication, Indian
6th edition, pp 1-50
Reference day: 24th Dec
Janaki Ram, Learning and Development, , Himalaya publications ,pp 25-45
Reference day: 10th Jan
Raymond Noe, Training and Development, Vikas publications, P 105.
Reference day: 20th Feb

WEBSITES`

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WWW.KSRTC.IN
http://www.scribd.com/doc/11642341/effectiveness-of-training-programme-for-advisors-of-
ICICI-Pru
http://www.4shared.com/get/KMmqHvm/A Study On Effectiveness Of Training.html

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