ABSTRACT:

Training is a process through which a person enhances and develops his efficiency,
capacity and effectiveness at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired behaviour and attitude
towards the work and people. Unless training is provided, the jobs and lives of
employees in organizations are at stake.
It gives people an awareness of the Rules & Procedures to guide their behaviour. It is
an application of knowledge to improve the performance on the Current job or to
prepare one for an intended job.
Organization & individual for their survival & attainment of mutual goals should
develop & progress simultaneously; this can be done mainly through training
technique because training is the most important technique & it is a value addition to
the organization through Human Resource Development for the development of the
employee. The employee she/he been selected, placed & introduced in an organization
should be provided with training facilities in order to adjust & make them suitable for
the Job as no organization can get a candidate who exactly matches with the job &
organizational requirements.
The trained employees are the valuable assets to any organization. Training at BSNL
is given when there is a difference between the job requirements & employees present
specifications. Thus employee training is the most important sub-system, specialized
& one of the fundamental operative functions of Human Resource Development.
Organizational efficiency, productivity, progress & development, also organization
viability, stability & growth to greater extent depend on training. If the required
training is not provided it leads to the performance failure of the employees. Training
enhances the Competence, Commitment, and Creativity & Contribution to the
organization.

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The first step in my study is to find out the effectiveness of training and development
in achieving the goals of the company, to study the different methods of training
followed at BSNL, The basis on which training programmers are planned and
scheduled and how the performance appraisal helps in identifying training needs.
The second step was data collection through various sources I used both primary and
secondary data for the study as both are quiet essential in any type of survey. Primary
data was collected through survey and personal interview, whereas secondary
data made use of certain reports from the HRD department provided the information
as to the total no of employees, schedule of training programs, number of persons
attending it and other such things. The secondary data also included textbooks,
company data, and internet.

The analysis of the questionnaire was carried out through which the purpose of the
study was served. The analysis was done by using statistical tool in which the study
made use of two test that is : frequency test and correlation.
These tests gave the clear idea about the most significant factors which are positively
correlated and those factors which are not so significant and are not positively
correlated. Hence it helped the study to identify the important factors which are quiet
essential for effective training and development in the organization.
This study gives a detailed idea about the employee’s attitude towards the training
program and how the employees apply the knowledge, skills and attitude in job
performance. Therefore through the analysis the study could be interpreted that the
training and development programs are quiet effective but still needs to be improved
on some of the aspects mentioned above.

2
Chapter - 1
Introduction

3
1.1 Introduction:
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare, etc. Human
Resource Management is defined as the set of activities, programs, and functions that
are designed to maximize both organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his entry into an organization until he leaves, come under the horizon of HRM. The
divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these
divisions, one such important division is training and development.
Training And Development is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioural change takes place in structured
format.
William James of Harvard University estimated that employees could retain their jobs
by working at a mere 20-30 percent of their potential. His study led him to believe that
if these same employees were properly motivated, they could work at 80-90 percent of
their capabilities. Behavioural science concepts like motivation and enhanced
productivity could well be used in such improvements in employee output. Training
could be one of the means used to achieve such improvements through the effective
and efficient use of learning resources.

Human resources, are the most valuable assets of any organization, with the
machines, materials and even the money, nothing gets done without man-power. The
effective functioning of any organization requires that employees learn to perform
their jobs at a satisfactory level of proficiency. Here is the role of training. Employee
training tries to improve skills or add to the existing level of the knowledge so that the
employee is better equipped to do his present job or to prepare him for higher position
with increased responsibilities. However individual growth is not an end itself.
4
Organization growth needs to be meshed with the individual’s growth. The concern is
for the organization viability, that it should adapt itself to a changing environment.
Employee growth and development has to be seen in the context of this change. So
training can be defined as:
Training is a systematic development of the knowledge, skills and attitudes required
by employees to perform adequately on a given task or job

The need for improved productivity in organization has become universally accepted
and that it depends on efficient and effective training. However, the need for
organizations to embark on staff development programme for employees has become
obvious. Absence of these programme often manifest tripartite problems of
incompetence, inefficiency and ineffectiveness. So training and development aim at
developing competences such as technical, human, conceptual and managerial for the
furtherance of individual and organization growth which makes it a continuous
process

Training is the process of assisting a person for enchanting his efficiency and
effectiveness at work by improving and updating his professional knowledge by
developing skills relevant to his work and cultivating appropriate behaviour and
attitude towards work and people.

Training could be designed either for improving present at work or for preparing a
person for assuming higher responsibilities in further which would call for additional
knowledge and superior skills. Training is different education particularly formal
education. While education is concerned mainly with enhancement of knowledge,
training aims essentially at increasing knowledge, stimulating attitude and imparting
skills related to a specific job.

It is a continuous and life long process. Training provides an atmosphere of sharing

and synthesizing, with the help of the trainers, the information already available on the
subject. Training is a time bound activity program. Thus there is a separate specialized
discipline of trainers socializing in the field of human activity.

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Meaning:

A business' most important asset is often its people. Training and developing
them can be one of the most important investments a business can make. The right
training can ensure that your business has the right skills to tackle the future. It can
also help attract and retain good quality staff, as well as increasing the job satisfaction
of those presently with you - increasing the chances that they will satisfy your
customers.

Thus Training is the act of increasing the knowledge and skills of employee. It is a
universal truth that the human resources available in an organization have to be
managed more efficiently than the material resources comprising of machines and
money.
Eloquently putting “Training is a systematic development of the knowledge, skills and
attitudes required by employees to perform adequately on a given task or job”.

Definition:

“Training is the act of increasing the knowledge & skills of an employee for doing a
particular job” ▪ Flippo

It is a short term educational process & utilising a systematic & organised procedure
by which employees learn technical knowledge & skills for a definite purpose

Training improves knowledge skill, behaviour & attitude towards the requirements of
the job & organisation.

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Features of Training:

The features of good training programs are as follows:-

a. Clear Purpose:

The objective of the programme should be clearly specified. The training should be
result oriented.

b. Training Needs:

The training needs of employees should be clearly defined. The methods selected for
imparting training should be appropriate and effective.

c. Relevance:

The training programme and its contents must be relevant to the requirements of the
job for which it is intended.

d. Balance between Theory and Practice:

A good training programme should provide a balanced mix of theory and practice the
theoretical framework should be backed by practical application to provide all round
training.

e. Management Support:

Top management must actively support the training programme so that the training
programme may help the employees to yield better results. Once the employees get
the support form management support the perform there job more effectively.

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Training Objectives:
1. To prepare the employee both new & old to meet the present as well as

the changing requirements of the job & the organisation.

2. To prevent obsolescence
3. To help the new entrants the basic knowledge & skills they need for an
intelligent performance of a definite job.
4. To prepare employees for higher level jobs.
5. To develop the potentialities of people for the next level job.
6. To ensure economical output of required quality.
7. To ensure smooth & efficient working of a department.
8. To assists employees to function more effectively in their present

positions by exposing them to the latest concepts, information &

techniques & developing the skills they will need in their particular fields.
9. To promote individual & collective morale, a sense of responsibility, co

operative attitudes & good relationships.

Purpose of Training:
One of the main purposes of training is to prevent industrial accidents. This is done by
creating safety consciousness among workers.

a. When the employees are trained it enables them to achieve the required level of

performance which in turns increases the productivity.

b. Training helps in increasing the knowledge and skills of employee

c. When the employees are trained it becomes easy for them to adapt themselves
according to the changes made in business.

d. Training reduces the cost of supervision. Trained employees needs less

guidance which in turns reduces the needs for supervision.

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Needs of Training:
1. To enable the new recruits to understand work:
A person who is taking up his job for the first time must become familiar with it.
For example, if a fresh graduate is appointed as a clerk in a bank, he must first of
all gain knowledge of work assigned to him.
2. To enable existing employees to update skill and knowledge:
Training is not something needed for the newly recruited staff alone. Even the
existing employees of a concern may require training. Such training enables them
to update their skill and knowledge.
3. To enable an employee who has been promoted to understand his
responsibilities:
Training is essential for an employee who has just been promoted to a higher level
job. With an evaluation in his position in the organization, his responsibilities are
also going to multiply.

4. To enable an employee to become versatile:

Sometimes an employee may have to gain knowledge of several related jobs. It
will not be enough if he is only good in the work he does presently.
Importance of Training:

1. Improvement in Skill and Knowledge:

Such training helps the employees to perform his job much better. This benefits the
enterprise as well.

2. Higher Production and Productivity:

If an enterprise has a team of well trained employees there will be rise in production as
well as increase in productivity. Productivity is the input- output ratio

3. Job Satisfaction:

Trained employees will be able to make better use of the making of their skill. This
increases their level of self-confidence and commitment to work. Such employees are
bound to have higher job satisfaction.
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4. Better use of Resources:

Trained employees will be able to make better use of materials and machines. This
reduces the rate of wastage and spoilage of materials and also breakage of tools and
machines

5. Reduction in Accidents:

Trained employees are aware of safety precautions and so they are alert and cautious.
This is bound to bring down the number of accident in the works place.

6. Reduced Supervision:

Well trained employees do not need much supervision. They can do their work
without having to approach their superior often for guidance.

7. Reduction in Complaints:

‘Only bad workers blame their tools’. An employee who has acquired the necessary
skill and job knowledge would certainly love his job.

8. Adaptability:

Trained workers have the capacity to adapt themselves to any kind of situation. They
are odd in crisis management too. This indeed is beneficial for the organization.

9. Scope for Management by Exception:

With trained workers working under them, it becomes easy for the managers to get
things done by delegating authority. This enables the managers to concentrate more on
important issues confronting the organization.

10. Stability:

“The employees of today are going to be the managers of tomorrow”. The retirement
of key managers may not affect the stability of an organization if it has a team of
trained, efficient and committed employees who are ever ready to take over
management.
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Advantages of Training:
1. Quick Learning: Training helps to reduce the learning time to reach the

acceptable level of performance. The employees need not learn by

observing others & waste a long time, if the formal training program exists
in the organisation. The qualified trainers will help the new employees to
acquire the skills & knowledge to do particular jobs within a short span of
time.
2. Higher Productivity: Training raises the skill of the employees in the
performance of a particular job. It helps to the existing employees to raise
their level of performance on their present job assignment.
3. Less Supervision: If the employees are given adequate training, the need
of supervision is lessened. Training does not eliminate the need of
supervision but it reduces the need of detailed & regular supervision.
4. Economical Operation: It helps to make a better & economical use of
materials
&equipment’s wastage will be low. In addition the rate of accidents &
damages to the machinery & equipment will be kept to the minimum by the
well trained employees.
5. Higher Morale: The objective of training program will mould employee’s

attitude to achieve support for organisational activities & obtain better

cooperation& greater loyalty with the help of training dissatisfaction
complaints absenteeism & turnover can also be reduced among the
employees.
6. Better Management: Manager can make use of training to manage in a

better way. To him training the employees can assists in improving his
planning, organising, directing & controlling.
7. Confidence: Training crates a feeling of confidence in the minds of
workers. It gives safety & security to them at a work place.
8. New Skills: Training develops skills which serve as a valuable personal
asset of the workers.

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 9. Promotion: Training helps for the promotion of the employees in the
organisation.
10. High Earnings: By improving skills training provides a chance of

increasing job knowledge & in turn earns more.

Benefits of Training:
How training benefits the organisation:

1. Leads to improve profitability and more positive attitudes towards

profits orientation.
2. Improves the job knowledge and skills at all levels of the organisation.
3. Improve the morale of the workplace.
4. Helps people identify with organisational goals.
5. Helps create a better corporate image.
6. Improve the relationship between boss and subordinates.
7. Learn from the trainee.
8. Helps prepare guidelines for work.
9. Provide information for future needs in all areas of the organisation.
10. Organisation gets more effective in decision making and problem
solving.

Benefits to the individual which1 in turn ultimately should benefits the

organisation:

1. Helps the individual in making better decisions and effective problem

solving.
2. Helps a person handle stress, tension, frustration and conflict.
3. Provides information for improving leadership knowledge,
communication skills and attitudes.
4. Increase job satisfaction and recognition.

5. Moves a person’s towards personal goals while improving interactive

skills.
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 6. Satisfies personals needs of the trainer.
7. Develops a sense of growth in learning.
8. Helps a person develop speaking and listening skills, also writing skills

when exercise is required.

Purpose of Training:
a. Training is necessary when a person moves from one job to another
(transfer)

b. Training is necessary to make employees mobile & versatile. They can be

placed in various jobs depending on organizational needs.

c. Training is needed to bridge the gap between what the employee wants
and what the job demands.

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1.2 COMPANY PROFILE

Agsar is an interesting mix of old world tradition and new world market
orientation. We are producing high quality paints at affordable prices. And that is the
reason why we have grown to be a force to reckon with in the industry. Agsar was
founded by the five elegant brothers namely Alagappan, Ganeshan, Shenbagam,
Arumugasamy and Rajamanickam. The very first registered head office of Agsar
Paints was set up in Tuticorin, Tamilnadu.Starting out as a small paints and oxide
manufacturer in the name of "Agsar Chemicals in the 1960's, the enterprise got a
major expansion boost and garnered popularity after it getting incorporated as
"AGSAR PAINTS PRIVATE LIMITED" in 1974. With a large state-of-the-art
manufacturing unit in Tuticorin, Tamilnadu, a wide variety of products including
Water Proof Cement Paint, Micro Matt, Distempers, Stainers, Emulsions, Putty,
Primers, Floor Coats, Varnishes, Oxides, POP, Chalk Powder, Water Proof

14
Compounds are marketed through offices in Tuticorin, Madurai, Trichy, Chennai,
Coimbatore, Kochi, Tirupathi, Puducherry, Hosur, Bangalore, Mangalore, Hubli and
Goa. Most of the products wear ISI mark and Governmental Departments like PWD
have recommended the use of these products. Over the last 50 years,

Agsar has constantly updated and reinvented its brand and carved niche for its
enterprise in the Paint and Match Industries. It has been a frontrunner in South India
and is aiming to spread its popularity in the rest of the country. Our company
produces a wide range of innovative products meant for all surfaces and for
residential, commercial and industrial applications. The very latest equipments ensure
high quality products

Our Vision
To be the global leader in the paint industry and to produce much and more eco
friendly products. And by doing so we wish to occupy the pride of place in every
home and in every hearts

Our Mission
Agsar has always strived towards excellence and will forever continue to
achieve its goals by delivering its customers with the best quality products and better
services.

Our Environmental Initiative

Our paramount aim is to develop and supply products which are eco-friendly in
nature. Our products are free from mercury, lead and chromium. We believe that there
is only one universe and all care must be taken to protect it. Recycling of water and
other inputs are well taken care during our process as the scarcity of water increases
15
globally. Current environmental issues and health hazards are something that Agsar
always bears in mind and continues to produce non-toxic and safe products in a green
and responsible manner.

Employee distribution at Agsar Paint Private Limited:

HR policies in Agsar paint

1. Working hours and weekly off’s

2. Dress code
3. Comp off policy
4. Leave policy
5. Payroll and salary advance
6. Separation and exit policy
7. Extra working day are payable

Working hours and weekly off’s in Agsar Paint

1. Total working hours: 48 hours per week

2. Working hours: 8 hours per day
3. Weekly off: one day per week by rotation from Monday to Friday
4. Shifts per day: 6 shifts (24/7 working)
5. Lunch time: 40minutes
6. Tea and coffee break(2): 10 minutes each

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Attendance and Punctuality:

1. Each and every employee shall complete 8 hours of duty, so that their
attendance will be marked present.

2. If an employee repeatedly comes late to work for the company, it will be

noted as poor performance.
3. Any employee who is late for duty beyond 15 minutes more than twice a
week and any employee who goes on an unauthorized leave in a quarter
will not qualify for Performance Linked Pay (PLP) for that particular
quarter.
4. Continued absence for 10 days without prior information, will be

considered as voluntary resignation/Absconding.

Leave Policy

a. Consolidated leave – 25 days in a year.

b. Leave Cycle – January to December.

c. Casual Leave - Not more than 2 days.
d. Sick Leave - Medical Certificate needed for more than 2 days.
e. Annual Leave - Min. 3, Max. 10 working days.
f. Any leaves over 25 days will be considered as LEAVE WITHOUT PAY.
g. Leave carry forward – 15 days a year; 10 days will lapse if unused.
h. Maternity leave of 12 weeks with full pay can be availed by a female
employee if she has been working with the organization for more than 80
days.
i. Paternity leave-3 days -Within 30 days of birth of child.
j. Bereavement Leave-3 days-On demise of close family members.
k. Maternity, Paternity & Bereavement Leave are in addition to
Consolidated Leave (25 days).

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Compensatory Offs

1. In case employee had to work on Weekly Off day/ National Holiday, they
will be given a compensatory off on the day convenient to both the
company and the employee.

2. Comp off should be availed within 60 days from the day it is applicable.
3. The maximum comp offs that can be accumulated are 3.

Payroll Cycle

1. Salary processing is done based on the attendance input(from 27st day of

the previous month to 28th day of the current month).The cards of
employees based in corporate are sensor cards and the attendance of the
employees are recorded (In-time &outtime) by swiping the cards in the
access control machine.
st th
2. Payable period - 1 to 30 of very month.

3. Payment mode is through bank transfer.

4. Any unauthorized absences reflecting for consecutive 3 days or more in
the current month up to 20th, will be intimated to the HR Manager .
Salary of such employees will be kept on HOLD if the Area HRs did not
receive any communication from the Store Managers.

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Benefits of Asgar paint

1. Employee benefits are of two kinds-

a. Statutory (mandatory by law) and company benefits ( provided by the

organization voluntarily without obligation).

b. Company benefits are provided to motivate employees and to generate
a feeling of belonging.
2. The statutory benefits include PF (provident fund) and Gratuity.
3. Company benefits include group medical policy, group personal accident

policy and employee gift

4. Provident Fund

1. Employee and employer contribution: 12% of basic salary.

2. Benefit of provident fund as well as pension scheme.
3. After separation from the company, an employee can transfer the PF
account to the new company or withdraw the amount (only after
completion of 60 days from exit).

ESIC – Medical Benefits

•Under the Employee State Insurance Scheme, employees are entitled to

medical benefits for self and dependants – parents, spouse and children
(for gross salary below 15000). Full medical facilities and care at any ESI
dispensary or ESIC hospital. Employees are covered for consultation fee,
medicine expenses as well as hospitalization.

Gratuity

1. Payable at the time of resignation.

2. Minimum 5 years of service.
3. Gratuity is calculated on the basic pay for the number of years served.

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Group Medical Policy

1. Cash-less treatment in the best hospitals (minimum 24 hours of

hospitalization) without paying cash and thereby reduces the financial

burden of the employees. The maximum sum assured is mentioned in the
offer letter to the employee. No deductions from the employee’s salary
for this benefit. In the event of a claim, the company bears the entire
cost).

2. Cover for spouse, children and parents.

3. Employee covered under ESIC, shall be covered under Group Medical

only after completion of 1 year service from the date of joining

4. Group Medical policy does not cover cost of medicines and consultation

fee for the doctor if there is no hospitalization

Employee Referral Scheme

1. Reward the employees, who help identify and attract suitable and
competent talent, to meet resource requirements at an optimum cost.
2. This program is applicable to all permanent employees of Max Retail,

with the following exceptions:-Directors, VPs, Senior Managers,

Members of HR, and Managers referring employees for their own group
are not eligible.
3. Referral Bonus: amount is Rs. 1500/-paid in 3 quarters

Criteria of Employees in Agsar Paint

1. An individual employee has their own feedback from the quality side.

2. There will be a 100% of feedback given on employee’s performance.

3. An employee must get maximum percentage of feedback (more then
85%).
4. If the employee performance is less than 85% then the employee will be
getting a oral warning, then written letter warning and at last the
employee will be terminated from the job.

20
Services provided By Agsar Paint Private Limited:

Training Planning:
The training opportunities outlined here allow you and your subordinates to
develop knowledge and skills which are consistent with departmental goals and
career plans. As individual training needs are identified, the subordinate should
be an integral part of the planning process.

As part of the planning process, you should perform the following activities:
Step 1: Identify the areas in which training is needed.
Step 2: Determine which courses address those needs.
Step 3: Determine pre-requisites and ensure that they are met.
Step 4: Map out the appropriate sequence of courses to be taken.
Step 5: Document training planned and scheduled.
Step 6: Schedule of training.
1.3 INDUSTRY PROFILE

The Indian Paint Ind ustry is today worth over INR

62,000 crores (U SD 8 billion), and is the fastest-gro wing
major paint economy the world over, with a consistent
double-digit growth over the last 2 decades. It has over
3,000 paint manufacturers, with nearly all global majors
present in the country. It has a near-75% share of
architectural paints and a 25% share of industrial paints,
with an equitab le fast-paced gro wth acro ss all segments,
from Architectural to Po wder, from Automotive to Coil,
from High-Performance to General Industrial, from Refinish
to Wood, and from Packaging to Plastic.
Allied Industry Segments
Besides the core Paint/Coatings segment, Paint India
also represents the interests of the Printing Inks,
Construction Chem icals and Adhesives-Sealants segments
from a sourcing and manufacturing viewpo int, since the raw
materials, production equipment and supply channels h ave a
significant overlap, and none of these segments have
dedicated world-class events for them selves. Similarly,
21
large and important industry segments like P igments,
Resins, Plastic Master Batches and Composites also find
valuab le sourcing avenues at the sho w, extending the
benefits and customer engagement on offer.
Overview of Indian Paint & Coating Industry in 2021

The last two years have not been the best of the times for the Indian (as well as
global) paints & coating industry due to the COVID-19 pandemic. However,
this has not put brakes on the new investments and capacity expansions in the
Indian paints & coating industry. Almost all the major producers have
announced and gone ahead with a slew of investments.

Coatings World examines the state of the Indian paint and coating industry and
new investments and expansions carried out by Indian paint majors in 2021.
An overview of Indian paints & coating industry

Barring the years 2020 and 2021, the Indian paint industry has historically
grown in double digits. The country’s paints and coating industry is poised to
grow at a healthy rate in the medium and long run.
The decorative paint category constitutes almost 75% of the overall market and
includes multiple categories like exterior wall paints, interior wall paints, wood
finishes and enamels, as well as ancillary products like primers, putties, etc. The
industrial paint category constitutes the balance of 25% of the paint market and
includes a broad array of segments like automotive, marine, packaging, powder,
protective and other general industrial coatings.

The Big Four of the paints industry – Asian Paints, Berger Paints, Kansai
Nerolac, and Akzo Nobel India – account for more than 65% of the overall
paints and coating market and 75% of the decorative paints market. The
industrial segment is more fragmented, with these four companies accounting
for 51% of the overall market.

All four major players have been able to surpass the sales revenue of the pre-
COVID era (April-September 2019) during the April-September 2021 period.
Table 1 is a comparison of sales revenue of these four players for a six month
period (April-September) during the last three years. Though, it would be very
early to say that Indian industry has come out of the grip of COVID-19 induced
slowdown, a major part of the total demand in last six months (April-September
2021) was due to pent up demand of 2020 and first three months of the current
year.

22
New investments in Indian paint & coating industry

In addition to capacity expansions and Greenfield plants by existing paints and

coating producers, Indian industry will see major investments by two new
entrants.

The entry of Grasim Industries and JSW Group and expression of interest of
expansions by existing two mid-sized producers (Indigo Paints and Shalimar
Paints) is expected to change dynamics of Indian paint and coating
manufacturing industry by the end of 2023.

Grasim Industries Ltd, one of the largest business conglomerates in the country,
announced its entry in the paints sector in January 2021. Grasim would be
investing USD 666 million (INR 50 billion) over the next three years with the
aim to become the second largest player in the paints industry.
Asian Paints

India’s largest paint & coating producer, Asian Paints has announced in last
week of November to invest USD 128 million (INR 9.60 billion) to expand the
installed capacity at its facility situated at Ankleshwar in the state of Gujarat.

The proposed expansion will increase the installed capacity of paint from 130,000 KL
to 250,000 KL and resins and emulsions from 32,000 MT to 85,000 MT. The
expansion will be carried out on the existing land owned by the company and will be
completed in the next two to three years.

Berger Paints

India’s second largest paint company — in terms of market share — Berger Paints is
setting up its biggest-ever greenfield venture at Sandila Industrial Estate, near Luknow
in the state of Uttar Pradesh with an investment of USD 93 million ( INR 7 billion),
which would be operational during the first quarter of 2022.

Berger paints has recently expanded its installed capacity at Jejuri plant at Pune in the
state of Maharashtra. Earlier, the company had an installed capacity of 9,000 tons per
month of paints and 6,000 tons per month of resins. Post capacity expansion, the
company has added 39,600 tons per annum of paints and 27,000 tons per annum of
resins with an investment of USD 26 millio (INR 2 billion).

23
Kansai Nerolac

Kansai Nerolac is the largest industrial paint and third largest decorative paint
company in India. While strengthening its position in these traditional markets, it
continues to venture into new customer need areas, such as wood coating, adhesives,
construction chemicals in decorative and floor coatings, transportation coatings, coil
coatings, rebar coatings and super durable powders in the industrial coatings segment.
These ventures have helped it expand its product portfolio and offerings.

During the financial year 2020-21, the company increased its installed capacity by
5.5%, taking it to 547 million liters per annum from the existing 518 million liters per
annum.
Kansai Nerolac will be setting up another production plant at Visakhapatnam in the
state of Andhra Pradesh. Currently, the company operates a total of six production
plants, all of which are strategically located near key original equipment
manufacturers (OEMs), thus giving it a strong competitive edge.

1.4 NEED FOR THE STUDY:

Training is the act of increasing the knowledge and skills of an employee

for doing a particular job. It utilizes a systematic and organized procedure by
which employee learns technical knowledge and skills. Training refers to the
teaching and learning activities carried on for the primary purpose of helping
members of an organization.

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

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

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

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

1.5 SCOPE OF THE STUDY:

The development of any organization depends on its employees. For

organizational productivity training and development assumes great
24
significance. Training aims at increasing the knowledge and skills of the
employee whereas organizational development on the other hand refers to
overall improvement of the organization such as its structure, objectives,
policies and procedures including managers and employees. Organizational
development can be achieved by hiring the services of the professional’s
consultants. Training and development programs are often viewed as part of
organizational development.

A better knowledge about these things can facilitate the trainer as well as the
trainee in conducting and benefiting from the training. But training being a very
complex process makes it a bit difficult. So the best way to achieve it is by
studying and analyzing the feedback of employees as well as managers. The
project includes collecting information from staffs of Agsar Paint Private
Limited, analyzing it, interpreting it, and concluding useful suggestions from it.
1.6 Objectives of the Study:

1. To recognize the meaning, nature, scope and features of the training and
development.
2. To know how the training and development program effects on the

employee productivity.
3. To study the employees perception towards organisational training and
development.
4. To study the methods used in training the employees.
5. To determine which kind of training and development programs are
effective in motivation.
6. To study the effectiveness of training and development programs in
Agsar paint.
7. To give the suggestion for the growth and perspective of the company.

25
1.7 Limitations of the Study:
1. Due to restriction to enter into some of the departments at Agsar Paint
Private Limited. I could not cover some of the aspects required for my
study.
2. Interaction with the company executive was limited due to their busy
schedule.
3. The information collected is mainly primary data and the accuracy is

subject to the responses received.

4. The employees of the Agsar Paint and services found it difficult to

answer questions properly due to their busy and heavy workload.

5. Some were reluctant to answer some question thinking that might affect

their job negatively.

6. The primary collection of data was time consuming, as the employees
were busy.
7. The total time allowed by company to do the project was very less.
8. Being a very lengthy and complex process it is difficult to analyze the

details of training and process.

26
1.8 Review of literature

Introduction:

Development refers to those learning opportunities designed to help

employees grow. Development is not primarily skill oriented. Instead; it
provides general knowledge and attitudes which will helpful to employees in
higher positions. Efforts towards development often depend on personal drive
and ambition. Development activities, such as those supplied by management
development programmes, are generally voluntary.

Development is a related process. it covers not only those activities which

improve job performance but also those which bring about growth of the
personality; which helps individuals in the progress towards maturity and
actualization of their potential capacities so they become not only good
employees but better men and women. Training a person for bigger and higher
job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

How to make Training Effective:

a. Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

b. Prepare a training calendar in discussion with the managers concerned.

c. Define the training objectives specifically.

d. Select the efficient faculty

27
Methods of Training:

1.On the Job Methods:

• It is also known as job instruction training

• It is most commonly used method
• Under this method, the individual is placed on a regular job & taught the
skills necessary to perform that job.
• This method is also called “learning by doing”
• In this method trainee learns under the guidance or supervision of the
supervisor or instructor.

a. Job Rotation: Job rotation involves the transfer of trainees from one job
to another and sometimes from one branch to another. The trainee receives job
knowledge & gains experience from his supervisor. The trainee receives full
duties and responsibilities of the rotated position. It is more suitable for lower
level executives.

b. Coaching: In coaching, the superior plays an active role in training the

subordinate. The superior may assign challenging task to the subordinate for the
purpose of training.

The superior may assist and advice the subordinate to complete the assigned
task. In this case, the superior acts as a coach in training the subordinate.

A limitation of this method is that the trainee may not have the freedom or
opportunity to express his own ideas.

c. 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 & skills & allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback, information & corrects the
trainer.

28
D. Committee Assignment: Under this method, a group of trainees are given &
asked to solve an actual organizational problem. The trainees solve the problem
jointly. It develops the team work.

2. Off the Job Method:

• Under this method the trainee learns outside the job and involves himself
in full time learning.

• In this method of training, the trainees is separated from the job situation
& 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.

a. Vestibule Training: In this method, actual work conditions are simulated in

a class room. Material, files, & 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 &semi-skilled jobs. The duration of
this training ranges from days to few weeks. Theory can be related to
practice in this method.
b. Role Playing: It is defined as a method of human interaction that involves

realistic behaviour imaginary situation. This method of training involves

action doing & practice, the participants play the role of certain characters
such as the production manager, mechanical engineer, workers etc. this
method is mostly used for developing inter personal interaction & relations.
c. Lecture Method: This is also called class room training. The special

lectures can be given by the top executive of the organization or by the

specialist in a particular field. The person is generally expert in the particular
field. The trainees generally had the note books to note down the important
points said by the expert.
This method can also be used for the new entrant in the organization or to
deliver the message to large group in that case the cost per trainee is less.

29
d. Conference or Discussion: It is a method in training the clerical,
professional & supervisory personnel. This method involves a group of
people who pose ideas, share facts, ideas, data & draw conclusions all of
which contribute to the improvement of job performance.
In this method it involves two way communications& hence feedback is
provided the participants feel free to speak in small groups.

e. Seminar and Workshops:

Management employees can be trained with the help of seminars and
workshops. In seminars, trainees present their papers on work related
developments. The paper presentations are reviewed by experts. The experts
may give their insights on the topic presented by the trainee.
In workshops there is a good interaction between the trainer and the trainees.
The trainer may present his views on certain developments and then initiate
interactive discussion.
The trainees can get insights due to the views expressed by the trainer and
other trainees.

Steps involved in Training:

Step 1:

Define the chart part of the organization in which the work has to be done. It is
to have a focused approach of the study. It could either be a particular
department, a section, a unit, a specific group or a staff category.

Step 2:

Use various data collection measures to collect both qualitative as well as

quantitative data.

Step 3:

30
Analyze the entire data collected in order to find out causes of problem areas
and priorities areas, which need immediate attention.

Step 4:

Priorities the different training programmers according to the responses

collected.

Step 5:

Record and file the entire data so that it can be used for future reference while
designing training programmers/ training calendar.

Areas of Training:
1. Knowledge: Employee gets knowledge on rules and regulations related
to job, staff & the products or services offered by the company. The aim
is to make the employee fully aware of the business environment.

2. Technical Skills: The employee is trained on specific skill (operating a

machine, handling computers etc).

3. Social Skills: The employee is made to develop a right mental attitude

towards the job, colleagues and the company. He/she is taught to be a
team worker/member.
4. Techniques: It involves application of knowledge and skill to various on-
the-job situations.

31
Systematic Approach to Training:

•Determine
Training needs
Assessment •Identify training
objectives

•Select training
Implementation methods
•Conduct training

• Compare
training
Evaluation outcomes
against criteria

Training Needs Assessment:

1. Determine: the training needs: This involves finding answers to questions

such as , whether training is needed? Where it is needed, which training,

what is the duration

a. Organizational analysis

b. Task or role analysis

c. Person analysis

2. Organizational Analysis: Study of the entire organization in terms of its

objectives, resources, utilization of these resources.
a. Analysis of objectives – study of short term and long term objectives
and the strategies to fulfil the objectives.

b. Resource utilization analysis: contribution of various departments

towards resources utilization.

c. Environmental scanning – the economic, political, socio-cultural and
technological environment is examined.
32
 d. Organization climate analysis – the climate of an organization
speaks about the attitudes of members towards work, company
policies, supervisors, co-workers, etc.

3. Task or Role Analysis:

a. Detailed examination of a job, its components, its various operations
and conditions under which job is performed.

b. The exercise is meant to find out how the various tasks have to

performed, what kind of skills, knowledge, attitudes are needed to

meet the job needs.

c. After collecting the information, appropriate training programmes are

designed.

4. Person Analysis:
a. Focus is on the individual in a given job.

b. Find out if performance is satisfactory and if training is required

c. Find if employee is capable of being trained and the specific areas in

which he has to be trained.

d. Analysis is done by personal observation, performance reviews,

supervisory reports, etc.

Identify Training Objectives:

Basically there are three types of objectives:

1. Regular

2. Problem Solving

3. Innovative

33
 1. Regular :
a. Orientation: Basic training, introduction about the job, how it has to be

performed, time needed to perform.

b. Refresher courses on safety procedures
2. Problem Solving:
a. To reduce complaints, mistakes, errors, accidents.
b. Training in communication to reduce and handle employee grievances

3. Innovative:
a. Anticipating problems before they occur
b. Team building session with the departments.

Evaluation of a Training Programme:

Evaluation helps in controlling & correcting the training programme. It can be

done in 5levels:

1. Reactions: Trainees reactions to the overall training – coverage of topics,

method of presentation, techniques used, doubts were clarified etc.
2. Learning: The trainer’s ability and the trainees abilities can be judged by
the content that is being learnt and how he applies it to the job.
3. Job behaviour: Includes manner and extent to which the trainee has
applied his learning to the job.
4. Organization: This evaluation measures the use of training, learning and
change in job behaviour in the form of increased productivity, quality,
morale, sales turnover and the like.
5. Ultimate value: Measures the ultimate results of training, its
contributions towards achievements of organization goals like growth,
profitability etc.

34
Methods of Evaluation:

1. Questionnaire: A detailed questionnaire can be used to obtain opinions,

reactions, and views of trainees.
2. Tests: Standard tests can be conducted to check how much the trainees
have learnt.
3. Interviews: One to one interview with trainees to know their reactions
regarding training.
4. Human Resource Factors: Evaluation can be done based on employee
satisfaction, which can be determined by decrease in absenteeism,
accidents, grievances, dismissals etc.
5. Studies: Comprehensive studies can be carried out eliciting the opinions

and judgments of trainers, superiors, colleagues etc.

6. Cost benefit Analysis: The cost of training (cost of hiring, tools to learn,
training centres, production stoppage etc) could be compared with its
value (in terms of improved learning, superior performance etc.)
7. Feedback: Identify gaps in the training programmer, correction measures

needs to be taken for improvement.

Introduction:

Development:
Management development is all those activities and programmer when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and ingoing so all likely to
increase his potential for future assignments. Thus, management development is
a combination of various training programmer, though some kind of training is
necessary, it is the overall development of the competency of managerial
personal in the light of the present requirement as well as the future
requirement. Development an activity designed to improve the performance of
existing managers and to provide for a planned growth of managers to meet
future organizational requirements is management development.

35
Definition of Development:

According to Mr. Emoia “Development covers not only those activities which
improve job performance, but those which bring about growth of personality,
help individuals in the progress towards maturity actualization of their potential
capacities, so that they become not only good employees but better men and
women”.

Training needs identification for a company:

Training need identification is a tool utilized to identify what educational
courses or activities should be provided to employees to improve their work
productivity. Here the focus should be placed on needs as opposed to desires of
the employees for a constructive outcome. In order to emphasize the importance
of training need identification we can focus on the following areas:
a. To pinpoint if training will make a difference in productivity and the bottom
line.
b. To decide what specific training each employee needs and what will
improve his or her job performance.
c. To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational
goals.

Identification of training needs, if done properly, provides the basis on which all
other training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity as people's
learning is important to them, and the reputation of the organization is also at
stake. Identification of training needs is important from both the organizational
point of view as well as from an individual's point of view. From an
organization’s point of view it is important because an organization has
objectives that it wants to achieve for the benefit of all stakeholders or members,
including owners, employees, customers, suppliers, and neighbours. These
objectives can be achieved only through harnessing the abilities of its people,
releasing potential and maximizing opportunities for development. Therefore

36
people must know what they need to learn in order to achieve organizational
goals. Similarly if seen from an individual's point of view, people have
aspirations, they want to develop and in order to learn and use new abilities,
people need appropriate opportunities, resources, and conditions. Therefore, to
meet people's aspirations, the organization must provide effective and attractive
learning resources and conditions. And it is also important to see that there is a
suitable match between achieving organizational goals and providing attractive
learning opportunities.
Training and development is a function of human resource management
concerned with organizational activity aimed at bettering the performance of
individuals and groups in organization settings. It has been known by several
names, including "Human Resource Development", "Human Capital
Development" and "Learning and Development". These definitions, of course,
are viewed within the context of organizational learning rather than other
contexts (e.g. personal) of training and development.

Training Process Needs Assessment:

1. Organization Support
2. Organizational Analysis
3. Tasks and KSA Analysis
4. Person Analysis
Instructional Objectives Development of Criteria Training Validity Transfer
Validity Inter organizational Validity Inter organizational Validity Selection and
Design of Instructional Programs Training Use of Evaluation Mod. Lots of time
training is confused with development, both is different in certain respects yet
components of the same system. Development implies opportunities created to
help employees grow. It is more of long term or futuristic in nature as opposed
to training, which focus on the current job. It also is not limited to the job
avenues in the current organization but may focus on other development aspects
also. At Goodyear, for example, employees are expected to mandatorily attend
Traning program on presentation skills however they are also free to choose a
course on
37
‘Perspectives in leadership through literature’. Whereas the presentation skills
program helps them on job, the literature based program may or may not help
them directly.

Similarly many organizations choose certain employees preferentially for

programs to develop them for future positions. This is done on the basis of
existing attitude, skills and abilities, knowledge and performance of the
employee. Most of the leadership programs tend to be of this nature with a
vision of creating and nurturing leaders for tomorrow. The major difference
between training and development therefore is that while training focuses often
on the current employee needs or competency gaps, development concerns itself
with preparing people for future assignments and responsibilities. With
technology creating more deskilled workers and with industrial workers being
replaced by knowledge workers, training and development is at the forefront of
HRD. The onus is now on the human development department to take a
proactive leadership role in responding to training and business needs.

Development refers to those learning opportunities designed to help employees

grow. Development is not primarily skill oriented. Instead; it provides general
knowledge and attitudes which will helpful to employees in higher positions.
Efforts towards development often depend on personal drive and ambition.
Development activities, such as those supplied by management development
programmes, are generally voluntary.

Development is a related process. it covers not only those activities which

improve job performance but also those which bring about growth of the
personality ;which helps individuals in the progress towards maturity and
actualization of their potential capacities so they become not only good
employees but better men and women. Training a person for bigger and higher
job is development. And this may not only imparting specific skills and
knowledge but also inculcating certain personality and mental attitudes.

38
Training and Development Objectives:

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.
Individual Objectives –It help employees in achieving their personal goals,
which in turn, enhances the individual contribution to an organization.
Organizational Objectives –It assist the organization with its primary objective
by bringing individual effectiveness.
Functional Objectives –It maintain the department’s contribution at a level
suitable to the organization’s needs.
Societal Objectives –It ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
Difference between Training and Development:
Training Development

1.Training refers to teaching Development is more general, aims to

specific skills &behaviour provide knowledge & understanding

2.Training is meant for operatives Development is meant for managers

3.Training improves specific skills Development improves total

relating to a job personality of an individual

4.Training is one shot deal It’s a continuous process

5.Scope of training is to individual Scope is for entire work

employees group or organization

6.Its due to initiative This is due to result of internal

taken by management motivation

7.It seeks to meet current It seeks to meet future requirements

requirements of a job

39
 8.Training is reactive process Development is proactive and future
oriented process

Theories of Training and Development

1. Kirkpatrick Evaluation Model:

The Kirkpatrick evaluation model or theory was developed in 1959 by

University of Wisconsin professor emeritus Donald Kirkpatrick. It consists of
four levels of evaluation: reaction of participants; learning, or the knowledge
and skills gained; behaviour, or the ability to apply the new skills; and results, or
the organizational impact. Each level of evaluation builds upon and adds
precision to the previous level.

The reaction:

The reaction level measures how training participants react, including their level
of participation; ease and comfort of experience; and the level of effort required
to make the most of the learning. A reaction evaluation is inexpensive and
simple to administer using interaction with the participants, post-training
surveys and online questionnaires. The evaluation can be done immediately
after the training ends. It is important that participants have a positive reaction
to the training sessions because a negative reaction leads to poor learning.

The learning:

Learning evaluations are usually conducted before and after a training program
to assess the impact the program has had on the learning process. Evaluations
assess whether participants have advanced in knowledge, skills and intellectual
capacity as a result of the training. Learning evaluation tools include self-
assessment using online questionnaires and tests, and formal assessment through
interviews and observations. Learning evaluation is especially relevant for
technical training because technical skill level changes are usually more
quantifiable.

40
Behaviour:

Behaviour evaluation assesses the extent to which training participants apply the
learning in their jobs. The evaluation is usually done over a period of time to
determine if the participants use the new skills and knowledge on the job,
improve their performance and transfer the knowledge to their peers. Tools
include observations, questionnaires, tests and interviews. Behaviour
evaluations take more time and effort than reaction and learning evaluations. It
is important to involve the line managers and immediate supervisors in the
process because they are in the best position to observe and assess participant
behaviour changes.

Results:

Results evaluation determines the success of a training program in operational

and strategic terms, such as increased sales, reduced expenses, improved quality
and reduced cases of workplace injuries. However, it may not always be
possible to correlate improved operational performance with training. For
example, improvements in product quality may be due to better design tools and
more qualified staff, not just a new quality training program. External factors,
such as changes in the economy and the competitive environment, may also
influence operational results.

Factors influencing Training and Development:

a. Top management support

b. Commitment from specialists and generalists
c. Technological advances
d. Organizational complexity
e. Learning principles

41
The Process of Training and Development:

Methods of Training and Development in Agsar Paint:

1. on the Job Methods:

• It is also known as job instruction training
• It is most commonly used method
• Under this method, the individual is placed on a regular job & taught the
skills necessary to perform that job.
• This method is also called “learning by doing”
• In this method trainee learns under the guidance or supervision of the
supervisor or instructor.

A. Coaching: In coaching, the superior plays an active role in training the

subordinate. The superior may assign challenging task to the subordinate for the
purpose of training.

The superior may assist and advice the subordinate to complete the assigned
task. In this case, the superior acts as a coach in training the subordinate.

A limitation of this method is that the trainee may not have the freedom or
opportunity to express his own ideas. This method of training motivates the
employees in Agsar Paint.

42
B. 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 & skills & allows him to do the job. The trainer appraises
the performance of the trainee, provides feedback, information & corrects the
trainer. This method of training motivates the employees in Agsar Paint .

C. Committee Assignment: Under this method, a group of trainees are

given & asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops the team work.

2. off the Job Method:

• Under this method the trainee learns outside the job and involves himself
in full time learning.

• In this method of training, the trainees are separated from the job situation
& 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.

•
a. Vestibule Training:

In this method, actual work conditions are simulated in a class room. Material,
files, & 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 &semi-skilled jobs. The duration of this training ranges from days to
few weeks. Theory can be related to practice in this method.

b. Role Playing:

43
It is defined as a method of human interaction that involves realistic behaviour
imaginary situation. This method of training involves action doing & practice,
the participants play the role of certain characters such as the production
manager, mechanical engineer, workers etc. this method is mostly used for
developing inter personal interaction & relations.

c. Lecture Method:

This is also called class room training. The special lectures can be given by the
top executive of the organization or by the specialist in a particular field. The
person is generally expert in the particular field. The trainees generally had the
note books to note down the important points said by the expert.

This method can also be used for the new entrant in the organization or to
deliver the message to large group in that case the cost per trainee is less. This
method of training motivate the employees in Agsar Paint .

d. Conference or Discussion:

It is a method in training the clerical, professional & supervisory personnel.

This method involves a group of people who pose ideas, share facts, ideas, and
data& draw conclusions all of which contribute to the improvement of job
performance. In this method it involves two way communications& hence
feedback is provided the participants feel free to speak in small groups. This
method of training motivate the employees in Agsar Paint.

e. Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors,
Auditors, and Architects etc. Organization provides this training to newly joined
professionals to gain the professional qualification and it is also given to the
existing professionals

44
 Chapter - 2
METHODOLOGY

45
2.1 Research Methodology:
Research methodology is a way to systematically solve the research problem. It
may be understood as a science of studying how research is done scientifically.
In it we study the various steps that are generally adopted by a researcher in
studying his research problem along with the logic behind them.

Methodology gives us the blueprint of activities to be carried out systematically

in order to complete the study successfully.

 Formulating the Research Problem

 Extensive Literature Review
 Developing the Objectives
 Preparing the Research Design including Sample Design
 Collecting the Data
 Analysis of Data
 Preparation of the Report or Presentation of Results, Formal write

ups of conclusion.
 Generalization and Interpretation and Conclusion

Methodology:
1. Questionnaire: A questionnaire was served to all the employees asking
their opinion about the effectives of training and development programs
at Agsar Paint Private Limited.
2. Personal Interview: A face-to-face talk is carried out with the employees
where I asked several employees about their feelings and opinions on
various aspects of their jobs and organization.
3. Company Data and Reports: Certain reports from the HRD department
provided the information as to the total no of employees, schedule of
training programs, number of persons attending it and other such things,
which indicated the employee performance on the job after attending
these training programs.

46
2.2 Research Design:

A research design is the assignment of conditions for collection and analysis of

data in a manner that aims to combine relevance to the search purpose
formidable problem that follow the fact defining the research is the preparation
in this study the researcher has made use of the descriptive research design this
is used to determine some definitive purpose with the help of structured
questionnaire to further primary information to focus on the accurate description
of the variable present in the problem

2.3 Method Data Collection:

To produce a reliable questionnaire both primary and secondary information
was used. Primary data is the first hand information; the questionnaire was
prepared by me under the guidance of the mentor wherein I used Liker five-
point scale and closed ended questions for measuring attitudes of the employees
for my study.
The questionnaire comprised 20 questions which covered all the aspects of
measuring “the effectiveness of training and development”.

1. Primary Data:
An instrument is used to collect the required information from the employees
and also interacts the employees personally.
Primary data helps us in making observation of employee’s behaviours, talk
gestures which helped me in identifying the attitude of employees towards the
training program and the effectiveness of the training program in the
organization.
Primary Data Sources:

a. Questionnaire
b. Observation
c. Interview

2. Secondary Data:
47
It was collected from the website of the company, and the company personnel,
certain reports from the HR department. The research also took the help of the
books and journal.
Secondary Data:

a. Book
b. Periodicals or journals
c. Research thesis and dissertations
d. Footnotes
e. Encyclopaedias
f. Websites/blogs
Both primary and secondary data served the purpose in measuring the
effectiveness of training and development at Agsar Paint Private Limited. Both
are equally essential for any type of survey.
2.4 Sampling:

Sampling is concerned with the selection of a subset of individuals from within

a population to estimate characteristics of the whole population. Researchers
rarely survey the entire population because the cost of a censuses too high. The
three main advantages of sampling are that the cost is lower, data collection is
faster, and since the data set is smaller it is possible to ensure homogeneity and
to improve the accuracy and quality of the data. In the study researcher has used
probability sampling.

2.5 Sample Size:

The total number of employees in an organization is 400. It would be time

consuming as well as difficult to interview all 400 employees. So for the
purpose of this project report researcher has selected 100 of population for
sampling. The samples were selected using simple random sampling techniques
i.e., every individual in the total population had equal chances of being selected.

Selection of Sample Respondents

48
Simple Random Sampling:

A simple random sample is a subset of individuals(a sample) chosen from a

larger set (a population). Each individual is chosen randomly and entirely by
chance, such that each individual has the same probability of being chosen at
any stage during the sampling process, and each subset of k individuals has the
same probability of being chosen for the sample as any other subset of k
individuals. This process and technique is known as simple random sampling.

2.6 Tools Used for Data Analysis:

For this research researcher has used some of the tools like graphical methods,
bar diagram etc for doing the data analysis.

Period of the Study:

This study was conducted in Agsar Paint Private Limited with a period of 30
days.

2. Initial five days were spent on data collection.

3. Next 6 days were engaged with the employees to have a personal contact
with them.
4. The next 15 days were used to help up in the HR department concerns such
as conducting meetings, applications arranging and informing meeting etc.
5. The last 5 days were used to circulate the questionnaire and collect reply

from employees.
Area Covered:

For this survey I have covered all the departments of the organization - Agsar
Paint Private Limited

49
.

Chapter - 3

FINDINGS AND DISCUSSIONS

50
 3.1 Data Analysis and Interpretation

1. Table 1: Like to attend training program.

Like to attend training No. of Respondents Percentage
program N= 100
Yes 99 99%
No 1 1%
100 100%

Figure 1:

Like to attend training program

1%

YES
NO

99%

Interpretation:

In Table 1 and Figure 1, 99%of the respondents agree that they like to attend
training program and 1% of the respondents does not like to attend training
program for their necessary performance.

51
2. Table 2: Meaning of Training
No. of Percentage
Meaning of Training Respondents
N= 100
Learning 11 11%
Enhancement 2 2%
Sharing Information 5 5%
Knowledge and Skills 82 82%
100 100%

Figure 2:

Meaning of Training
90
82%
80
70
60
50
40
30
20
11%
10 5%
2%
0
Learning Enhancement Sharing Information Knowledge and Skills

Interpretation:

In Table 2 and Figure 2, 82% of the respondents agree that training means it is
knowledge and skills, 11% of the respondents agree that training means
learning, 5% of the respondents agree that training for them is sharing
information and 2 % of the respondents agree that training is enhancement of
their knowledge and skills necessary for their performance.

52
3. Table Training program is essential for both new employees and existing
employees.

No. of
Training program is essential for both new Respondents Percentage
employees and existing employees
N= 100
Yes 89 89%
No 11 11%
100 100%

Figure - 3

Training program is essential for both new

employees and existing employees

11%

YES
NO

89%

Interpretation:

In Table 3 and Figure 3, 89%of the respondents agree that training program is
essential for both new employees and existing employee, 11% of the
respondents does not agree with the statement.

53
4. Table 4: Organization considers training as a part of organizational strategy.

Organization considers training as a No. of

part of organizational strategy Respondents Percentage
N= 100
Agree 56 56%
Strongly agree 26 26%
Neutral 17 17%
Disagree 0 0%
Strongly disagree 1 1%
100 100%

Figure 4:

Organization considers training as a part of

organizational strategy
56%
60
50
40
30 26%
20 17%
10
0
0%
Agree 1%
Strongly agree
Neutral
Disagree
Strongly
disagree

Interpretation:
In Table 4 and Figure 4, 82% of the respondents strongly agree that training is a
part of organizational strategy, 17% of the respondents neutral in their opinion
and 1% of the respondents not agree with this statement.

54
5. Table 5: Training is well planned in your organization.
No. of
Training is well planned in your Respondents Percentage
organization N= 100
Yes 96 96%
No 4 4%
100 100%

Figure 5:

Training is well planned in your organization

4%

YES
NO

96%

Interpretation:

In Table 5 and Figure 5, 96%of the respondents agree that training is well
planned in their organization, 4% of the respondents does not agree that it is
well planned.

55
6. Table 6: Training programs are conducted in your organization often
Training programs are conducted in your No. of Percentage
organization often Respondents
N= 100
Every month 73 73%
Quarterly 19 19%
Half yearly 6 6%
Once in a year 2 2%
100 100%

Figure 6:

Training programs are conducted in your

organization often
80
70
60
50
40
73%
30
20
10 19%
6% 2%
0
Every month Quarterly Half yearly Once in a year

Interpretation:

In Table 6 and Figure 6, 73% of the respondents agree that every month training
programs are conducted in their organization, 19% of the respondents agree that
quarterly required training programs in their organisation. 6% of the
respondents agreed that training is required half yearly, and 2 % of the
respondents agreed that once in a year they conduct training programs to their
employees.
56
7. Table 7: Training program is compulsory for the employees to work better.

No. of
Training program is compulsory for Respondents Percentage
the employees to work better N= 100
Yes 99 99%
No 1 1%
100 100%

Figure 7:

Training program is compulsory for the

employees to work better
1%

YES
NO

99%

Interpretation:

In Table 7 and Figure 7, majority of the respondents agree that training program
is compulsory for the employees to work better.

8. Table 8: Training is helpful in enhancing productivity and performance of

employees.

Training is helpful in enhancing productivity No. of

and performance of employees Respondents Percentage
N= 100

57
Agree 64 64%
Strongly agree 33 33%
Neutral 2 2%
Disagree 0 0%
Strongly disagree 1 1%
100 100%

Figure 8:

Training is helpful in enhancing productivity

and performance of employees

80 64%
60
40 33%

20
0 2%
0%
Agree 1%
Strongly agree
Neutral
Disagree
Strongly
disagree

Interpretation:

In Table 8 and Figure 8, 97% of the respondents agree that training is helpful in
enhancing productivity and performance of an employee, 2% of the respondents
neutral in their opinion and only 1% of the respondent disagree with the
statement.

9. Table9 Method of training is used in your organization.

No. of
Method of training is used in your Respondents Percentage
organization N= 100
Coaching 65 65%

58
Job rotation 3 3%
Conference 17 17%
Role playing 5 5%
Others 10 10%
100 100%

Figure 9:

Others 10%

Role playing 5%

Conference 17%

Job rotation 3%

Coaching 65%

0 10 20 30 40 50 60 70

Interpretation:

In Table 9 and Figure 9, 65% of the respondents agree that coaching is the
method to use training in the organisation. 17% of the respondent’s agree that
they consider conference as their training, 5% of the respondents agree that role
playing is the method which they used for training and rest 3% agree that job
rotation is the method which they use to their employees in the organisation.

10. Table 10: Barriers to training and development in the organization

No. of
Barriers to training and development in the Respondents Percentage
organization N= 100
Lack of interest 48 48%

59
Non availability of skilled trainer 10 10%
Lack of time 1 1%
Finance problem 5 5%
others 36 36%
100 100%

Figure 10:

Barriers to training and development in the

organization
60

50
48%
40
36%
30

20

10 10%
5%
0 1%
Lack of interest Non availability of Lack of time Finance problem others
skilled trainer

Interpretation:
In Table 10 and Figure 10, 48% of the respondents agree that lack of interest is
the barrier for training and development in their organization. 10% of the
respondents agree that barrier may be non availability of skilled labours. 5% of
the respondents may agree that finance is the barrier for training and
development for their organisation and rest of the respondents says it is due to
some other factor.

60
11. Table 11: How long does it take to implement the trained process?
How long does it take to implement the No. of
trained process? Respondents Percentage
N= 100
Less than 1 month 20 20%
2-3 months 77 77%
4-5 months 3 3%
6 months 0 0%
100 100%

Figure 11:

Implement the trained process

6 months 0%

4-5 months 3%

2-3 months 77%

Less than 1 month 20%

0 10 20 30 40 50 60 70 80

Interpretation:

In Table 11 and Figure 11, 77% of the respondents agree that within 2-3 months
they need to implement training process, 20% of the respondents agree that they
need minimum of one month for implementing training. 3% of the respondents

61
agree that they need 4 to 5 months to implement training process in their
organisation.

12. Table12: Training is relevant to the needs of the organization.

No. of
Training is relevant to the needs of the Respondents Percentage
organization
N= 100
Yes 98 98%
No 2 2%
100 100%

Figure 12:

Training is relevant to the needs of the

organization
2%

YES
NO

98%

Interpretation:

In Table 12 and Figure 12, majority of the respondents agree that training is
relevant to needs of the organization.

62
13. Table 13: Training helps to improve employee and employer relationship.

No. of
Training helps to improve employee and Respondents Percentage
employer relationship N= 100
Agree 42 42%
Strongly agree 47 47%
Neutral 10 10%
Disagree 1 1%
Strongly disagree 0 0%
100 100%

Figure 13:

Training helps to improve employee and

employer relationship
50 47%
45 42%
40
35
30
25
20
15
10%
10
5 1% 0%
0
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:
In Table 13 and Figure 13, 89% of the respondents agree that training helps to
improve employee and employer relationship, 10% of the respondents neutral in
their opinion and only 1 % of the respondents disagree with this statement.
63
14. Table 14: Training helps to increase the motivation level of employees.
No. of
Training helps to increase the motivation level Respondents Percentage
of employees N= 100
Agree 30 30%
Strongly agree 68 68%
Neutral 1 1%
Disagree 0 0%
Strongly disagree 1 1%
100 100%

Figure 14:

Training helps to increase the motivation

level of employees
80
68%
70
60
50
40
30%
30
20
10
1% 0% 1%
0
Agree Strongly agree Neutral Disagree Strongly disagree

Interpretation:
In Table 14 and Figure 14, 68% of the respondents strongly agree that training
helps to increase motivational level of the employees. 30% of the respondents
agree that it helps to improve employee and employer relationship, 1% of the

64
respondents neutral in their opinion and only 1% of the respondents strongly
disagree that it does not help to improve employee and employer relationship.

15. Table 15: Training program enable the employees to be accountable and
authoritative in making decision.
Training program enable the employees to be No. of Percentage
accountable and authoritative in making
Respondents
decision.
N= 100
Agree 51 51%
Strongly agree 33 33%
Neutral 15 15%
Disagree 0 0%
Strongly Disagree 1 1%
100 100%

Figure 15:

Training program enable the employees to be

accountable and authoritative in making
decision.
60

50

40

30
51%
20
33%
10
15%
0 0% 1%
Agree Strongly agree Neutral Disagree Strongly Disagree

Interpretation:

65
In Table 15 and Figure 15, 51% of the respondents agree that training program
enable the employees to be accountable and authoritative in making decision.
33% of the respondents strongly agree that training program enable the
employees to be accountable and authoritative 15% of the respondents neutral in
their opinion and only 1% of the respondent strongly disagree with the
statement.
16. Table16: Training method focus on developing team work and leadership
skills

No. of Percentage
Training method focus on developing team
Respondents
work and leadership skills
N= 100
Agree 39 39%
Strongly agree 42 42%
Neutral 4 4%
Disagree 10 10%
Strongly Disagree 5 5%
100 100%

Figure 16:

Training method focus on developing team

work and leadership skills
45
42%
40 39%
35
30
25
20
15
10 10%
5 4% 5%
0
Agree Strongly agree Neutral Disagree Strongly Disagree

66
Interpretation:

In Table 16 and Figure 16, 81% of the respondents agree that training method
focus on developing team work and leadership skills, 15% of the respondents
not agree with the statement.

17. Table 17: Whether instructor response to trainees doubts.

No. of
Whether instructor response to trainees Respondents Percentage
doubts.
N= 100
Agree 54 54%
Strongly agree 42 42%
Neutral 1 1%
Disagree 1 1%
Strongly disagree 2 2%
100 100%

Figure 17:

Whether instructor response to trainees

doubts.

60
54%
50
40 42%

30
20
10
0 1% 1% 2%
Agree Strongly agree Neutral Disagree Strongly disagree

67
Interpretation:
In Table 17 and Figure 17, 96% of the respondents agree that instructor response
to trainees doubts, 3% of the respondents are not agree that instructor will not
response to trainees doubts.

18. Table 18: Employees after training are given preference for new assignments.
No. of
Employees after training are given preference Respondents Percentage
for new assignments.
N= 100
Agree 57 57%
Strongly agree 29 29%
Neutral 12 12%
Disagree 1 1%
Strongly disagree 1 1%
100 100%

68
Figure 17:

Employees after training are given

preference for new assignments.

100%
90%
80%
70%
60%
57% 29% 12% 1% 1%
50%
40%
30%
20%
10%
0%
Agree Strongly agree Neutral Disagree Strongly
disagree

Interpretation:
In Table 18 and Figure 18, 86% of the respondents agree that employees after
training are given preference for new assignments. 12% of the respondents are
neutral in their opinion and 2% of the respondents are not agreeing with the
statement.

19. Table 19: Are you satisfied with the effectiveness of training program
No. of
Are you satisfied with the effectiveness of Respondents Percentage
training program N= 100
Excellent 63 63%
Very good 28 28%
Average 8 8%
Poor 1 1%
100 100%

69
Figure 19:

satisfied with the effectiveness of training

program
70
63%
60

50

40

30 28%
20

10 8%
0 1%
Excellent Very good Average Poor

Interpretation:

In Table 19 and Figure 19, 63% of the respondents agree that effectiveness of
training program is excellent, 28% of the respondents agree that effectiveness of
training program is very good, 8% of the respondents agree that it is average
and 1 % of the respondents agree that it is poor.

70
20. Table 20: Feedback can evaluate the effectiveness of training program
No. of
Feedback can evaluate the effectiveness of Respondents Percentage
training program N= 100
Yes 95 95%
No 5 5%
100 100%

Figure 20:

effectiveness of training program

5%

YES
NO

95%

Interpretation:

In Table 20 and Figure 20, 95% of the respondents agree that feedback can
evaluate the effectiveness of training program and 5% of the respondents are not
agree with this.
71
3.2 Findings:

1. 99%of the respondents agree that they like to attend training program.
2. 82% of the respondents agree that training means it is knowledge and skills.

3. Majority of the respondents agree that training program is essential for both
new employees and existing employee.
4. 82% of the respondents strongly agree that training is a part of
organizational strategy.
5. Majority of the respondents agree that training is well planned in their
organization.
6. 73% of the respondents agree that every month training programs are

conducted in their organization.

7. Majority of the respondents agree that training program is compulsory for

the employees to work better.

8. 97% of the respondents agree that training is helpful in enhancing

productivity and performance of an employee.

9. 65% of the respondents agree that coaching is the method to use training in

the organization.
10. 48% of the respondents agree that lack of interest is the barrier for training

and development in their organization.

11. 77% of the respondents agree that within 2-3 months they need to

implement training process in their organization.

12. Majority of the respondents agree that training is relevant to needs of the
organization.
13. 89% of the respondents agree that training helps to improve employee and

employer relationship
14. 68% of the respondents strongly agree that training helps to increase

motivational level of the employees.

15. 51% of the respondents agree that training program enable the employees to

be accountable and authoritative in making decision.

72
16. 81% of the respondents agree that training method focus on developing

team work and leadership skills.

17. 96% of the respondents agree that instructor response to trainee’s doubts.
18. 86% of the respondents agree that employees after training are given

preference for new assignments.

19. 63% of the respondents agree that effectiveness of training program is
excellent.
20. 95% of the respondents agree that feedback can evaluate the effectiveness
of training program.

Findings from the Organisation:

a. The environment of the organisation must be very friendly which will help

employees in satisfaction of the work and others factors.

b. The organisation has many fresher’s from which they work very

enthusiastically and there can be more productivity.

c. The relationship between the superior and subordinate is very good and this

will bring the organisation and employees to work in a good environment.

d. Organisation provides employee opportunity to the people who are not
properly educated or highly qualified.
e. The organisation gives them proper training and improve them.

73
 Chapter - 4

Conclusion & Suggestions

74
4.1 Suggestions:

1. Employees should decide and determine the training programs that they need
so that they can work more effectively and efficiently, employees should
decide some of the training they would like to undergo.
2. The HR department should conduct briefing and debriefing sessions for

employees for training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and
also after training completion they should take a feedback as to how
effective was the training so that the necessary improvements in training
programs can be considered and implemented.
3. Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, grievance redressal; these will help
to add value and is also essential in today’s business scenario.
4. Performance of every employee undergone training should be evaluated so

as to get Improved quality of training activities, Improve ability of the

trainers to relate inputs to output know their understanding about the training
programme conducted
5. Training program should evaluate the abilities, competencies and potentials

of the trainees for a particular job or work skills.

75
6. It should aim to narrow down the gap between expected level of
performance and the actual level of performance.
7. It should provide new recruits or trainees a scientific pace for imbibing the
knowledge and skills required to discharge their duties and responsibilities
meaningfully and purposefully.
8. The company should conduct training programs at regular intervals, which

helps the employees to enhance their knowledge for their current jobs.
9. The company should design the training program based on the current
requirement, which includes development of technical skills, personality
development, time management, computer knowledge etc.
10. The training session should be made more interactive and participative so
that trainees and trainer are in constant interaction
4.2 Conclusion:

HRM is nothing but managing the human resource, from the date of recruitment
till the retirement and each employee needs some training program to develop
their skills and ability. Today we are living in a competitive world in order to
survive among other factors, it is the employees who make the organisation
reach their desired goal. Identification the training and development needs in the
employees which is very important in the organisation .it will help to achieve
individual goals has well has organisation goals it also help in productivity of
the present employees and also the standard of living of the employees and their
family

When proper training and development is provided from the organisation to the
employees, it helps increase the employee’s interest towards the work and also
the organisation, when training and development is done by the organisation, it
helps to recognize the present level of the employees and what changes are
needed to improve their skills, attitude knowledge, experience and also it is able
to recognize the negativity of the present problems in the programs which are
improving the profits, goodwill.

76
There are lot of problems which are faced by the organisation because of the
lack of training they can be like accidents, injuries fights, work environment,
alcohol and harassment, machineries can also be a major part of failure so
training on all this teams is to be given properly and the organisation should
understand the problems of the employees. Training must be given in factors
which are mostly affected on the employees such has on-the-job programs.

According to the study conducted we can conclude that the overall satisfaction
level of employees in relation to the training programs is moderate.

The employees agree that the training programs help to increase productivity
and achieve the organizational goal.

The employees said that the training programs in the organization are well
planned but they are not satisfied with the duration of the training program and
they are also not satisfied with the evaluation process of training program, they
are not evaluated periodically.

The training programs in the organization strongly focus on the technical and
managerial capabilities but these programs are not given adequate importance
sometimes because of the work pressure.
The employees do not take the training programs seriously, as there are no strict
rules and regulations to attend the training programs.

The employees are not involved in determining the training need analysis. The
training programs are fixed by the top management.

The quality of the training programs is excellent but the employees are not
making the best use of it.

Therefore we can conclude that the training programs in the organization are
excellent but they have been not utilized properly by the employees as the
training programs are not mad compulsory to all the departments. There is a
broader scope to develop and improve its training programs in future in order to
meet the requirements of the global market

77
 Chapter - 5

Annexure and Bibliography

78
 Annexure

Questionnaire

Questionnaire on Training and Development

a. Name:
b. Gender:
c. Occupation:
d. Age of Respondents
a. 25 - 35 Years
b. 35 - 45 Years
c. 45 - 55 Years

1. Do you like to attend the training program?

a. Yes
b. No

2. What do you understand by training?

a. Learning
b. Enhancement
c. Sharing information
d. Knowledge and skills

3. Do you feel training program is essential for both new employees and
existing employees.
a.Yes b.No

4. Do you agree that organization considers training as a part of organizational

strategy?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree
5. Do you agree that training is well planned in your organization?
a. Yes
b. No

79
6. How often the training programs are conducted in your organization?
a. Every month
b. Quarterly
c. Half yearly
d. Once in a year
7. Do you feel training program is compulsory for the employees to work
better? a.Yes
b.No
8. Do you agree that training is helpful in enhancing productivity and
performance of an employee?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

9. What method of training is used in your organization?

a. Coaching
b. Job Rotation
c. Conference
d. Role playing
e. Others

10. What are the barriers to training and development in your organization?
a. Lack of interest
b. Non availability of skilled trainer
c. Lack of time
d. Finance Problem
e. Others

11. How long does it take to implement the trained process?

a. Less than 1 Month
b. 2 - 3 Months
c. 4 - 5 Months
d. 6 Months

12. Whether training is relevant to the needs of the organization?

a. Yes
b. No

80
13. Does training help to improve employee and employer relationship?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

14. Does training helps to increase the motivation level of employees?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree
15. Training program enable the employees to be accountable and authoritative
in making decision?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

16. Does the training method focus on developing team work and leadership
skills?
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

17. Do you agree that instructor responses to trainees doubts?

a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

81
18. Employees who use their training are given preference for new assignments.
a. Agree
b. Strongly Agree
c. Neutral
d. Disagree
e. Strongly Disagree

19. Are you satisfied with the effectiveness of training program?

a. Excellent
b. Very good
c. Average
d. Poor

20. Do you think that the feedback can evaluate the effectiveness of training
program?
A .Yes b .No
References Books:

1. Training and Development – SubbaRao

2. Human Resource Personal Management – K. Ashwatappa
3. Human Resource Management - Gary DesslerWebsites:

a. http://www.mckinseyquarterly.com/ Nov 2004

b. http://www.google.com
c. www.studymode.com
d. www.wikipedia.com
e. www.agsarpaint.in

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