A Study On Training and Development

ABSTRACT
“A STUDY ON SATISFACTION OF TRAINING AND DEVELOPMENT

PROGRAM CONDUCTED AT SHREE VARI MULTIPLAST INDIA(P)LIMITED”
The project title “A study on satisfaction of Training and Development

program” in Shree Vari Multiplast India(p) Limited aims to find out the general
opinion and satisfaction of the candidates on the training program attended by them in
Shree Vari Multiplast India(p) Limited .
The aims of training and development can be teaching candidates new skills
that are relevant to their current job position or refreshing the skills that they already
possess. To have a good training and development program enables firms to develop
individual candidates and the organization itself as training is one of the best forms of
motivation
The research design is descriptive research with the sample size of 150 and
hence the sampling type is stratified random sampling. The primary data is collected
through questionnaire.
The research describes that maximum of the respondents agreed that the
training was very effective and they are very much satisfied with the training program
offered by Shree Vari Multiplast India(p) Limited. From the research it has been
identified that, the training material and the content of the training should be
improved.
Thus the training program conducted in Shree Vari Multiplast India(p) Limited
helps the trainees to develop their potential skills to achieve their given task
effectively and efficiently.
TABLE OF CONTENTS
LIST OF TABLES
TABLE TITLE PAGE NO

NO
5.1.1 Age group of the respondents 31
5.1.2 Years of experience of the respondents 32

5.1.3 Income of the respondents 33
5.1.4 Trainees opinion on training 34
5.1.5 Type of training attended in their organization 35
5.1.6 Trainee’s opinion on the satisfaction of training given in their 36
organization
5.1.7 Employee opinion on the training need suggested by the authority 37
5.1.8 Candidate’s opinion about the duration of the training program by 38

Shree Vari Multiplast India(p) Limited
5.1.9 Type of training in Shree Vari Multiplast India(p) Limited 39
5.1.10 Employees agreement level towards the relevancy & helpfulness of 40
training
5.1.11 Opinion regarding the satisfaction level of training program by 41
5.1.12 Candidates opinion about the job before the training program 42
5.1.13 Candidates opinion about the job after the training program 43
5.1.14 Opinion regarding knowledge and skills acquired through the 44

training program
5.1.15.1 Feedback about the trainer 45
5.1.15.2 Feedback about the course content 46
5.1.15.3 Feedback about the course material 47
5.1.15.4 Feedback about Discussion/Exercise/Case study 48
5.1.15.5 Feedback about the venue arrangements 49
5.1.16 Opinion about the opportunities for giving suggestion 50
5.1.17 Opinion about the recommendation of training to other employees 51
5.1.18 Opinion regarding superior guidance during the training program 52
5.1.19 Opinion regarding the relationship between trainer and trainee 53
5.1.20 Feedback about the training 54
5.1.21.1 Extent of attitude acquired by the respondents - Knowledge 55

5.1.21.2 Extent of attitude acquired by the respondents – Efficiency 56
5.1.21.3 Extent of attitude acquired by the respondents - Skills 57
5.1.21.4 Extent of attitude acquired by the respondents – Communication 58
Skill
5.1.21.5 Extent of attitude acquired by the respondents – Team work 59
5.1.22 Opinion about the effectiveness of training 60

5.2.1 Candidates’ feedback on the various aspects of the training program 61
5.2.2 Candidates’ attitudes acquired from various aspects of the training 62
program
5.3.1 Experience and satisfaction level 63
LIST OF CHARTS
TABLE TITLE PAGE NO
NO
5.1.1 Age group of the respondents 31
5.1.2 Years of experience of the respondents 32

5.1.3 Income of the respondents 33
5.1.4 Trainees opinion on training 34
5.1.5 Type of training attended in their organization 35
5.1.6 Trainee’s opinion on the satisfaction of training given in their 36
organization
5.1.7 Employee opinion on the training need suggested by the authority 37
5.1.8 Candidate’s opinion about the duration of the training program by 38

5.1.9 Type of training in Shree Vari Multiplast India(p) Limited 39
5.1.10 Employees agreement level towards the relevancy & helpfulness of 40
training
5.1.11 Opinion regarding the satisfaction level of training program by 41
5.1.12 Candidates opinion about the job before the training program 42
5.1.13 Candidates opinion about the job after the training program 43
5.1.14 Opinion regarding knowledge and skills acquired through the 44

training program
5.1.15.1 Feedback about the trainer 45
5.1.15.2 Feedback about the course content 46
5.1.15.3 Feedback about the course material 47
5.1.15.4 Feedback about Discussion/Exercise/Case study 48
5.1.15.5 Feedback about the venue arrangements 49
5.1.16 Opinion about the opportunities for giving suggestion 50
5.1.17 Opinion about the recommendation of training to other employees 51
5.1.18 Opinion regarding superior guidance during the training program 52
5.1.19 Opinion regarding the relationship between trainer and trainee 53
5.1.20 Feedback about the training 54
5.1.21.1 Extent of attitude acquired by the respondents - Knowledge 55

5.1.21.2 Extent of attitude acquired by the respondents – Efficiency 56
5.1.21.3 Extent of attitude acquired by the respondents - Skills 57
5.1.21.4 Extent of attitude acquired by the respondents – Communication 58
Skill
5.1.21.5 Extent of attitude acquired by the respondents – Team work 59
5.1.22 Opinion about the effectiveness of training 60

5.2.1 Candidates’ feedback on the various aspects of the training program 61
5.2.2 Candidates’ attitudes acquired from various aspects of the training 62
program
5.3.1 Experience and satisfaction level 63
1. INTRODUCTION
TRAINING:
Employee training is the most important sub-system of Human Resource
Development. After an employee is selected, placed and introduced in an organization
he or she must be provided with training facilities in order to adjust him to the job.
Training can be described as “the acquisition of knowledge, skills, concepts or

attitudes that result in improved performance within the job environment”. Training
analysis looks at each aspect of an operational domain so that the initial skills,
concepts and attitudes of the human elements of a system can be effectively identified
and appropriate training can be specified.
Training analysis as a process often covers:
 Review of current training
 Task analysis (of new or modified system)
 Identification of training gap
 Statement of training requirement
 Assessment of training options
 Cost benefit analysis of training options
Training Analysis is most often used as part of the system development process.
Due to the close tie between the design of the system and the training required, in
most cases it runs alongside the development to capture the training requirements.
Training is an organized process for increasing knowledge and skills of people

for a definite purpose. The purpose of training is to improve the employee’s current
job performance.
An organization that aspires to grow must be in tune with the changing need of
the society. Training reduces the gap by increasing employee’s knowledge, skill,
ability and attitude. For the proper functioning of any business organization, the
management of the organization concerned must employ a training program to groom
its associates with business skill and practical knowledge. In addition to a standard
training program, there must be a certain measure of training performance.
Training makes a very important contribution to the development of the
organizations Human Resource and hence to the achievement of its aims and
objectives. It improves changes and moulds the employee’s knowledge, skill,
behavior and attitude towards the requirement of the job and the organization.
The importance of the training and development are many in number. Primarily
it helps in the optimization of the utilization of human resources that ultimately
provides the candidates as well as the individuals to achieve the goals. It also helps in
improving the human resources technical and behavioral skills which leads in
attaining personal growth of the candidates.
BENEFITS OF TRAINING:
Training enables the employee to attain the following benefits,
1. QUICK LEARNING:
Training helps to reduce the learning time to reach the acceptable level of
performance.
2. HIGHER PRODUCTIVITY:
Training increases the skill of the new employee in his performance of a

particular job.
3. STANDARDISATION OF PROCEDURES:
With the help of training, the best available methods of performing the work
can be standardized and taught to all candidates.
4. LESS SUPERVISION:
Training does not eliminate the need for supervision, but it

reduces the need for detailed and constant supervision.
5. ECONOMICAL OPERATIONS:
Trained personnel will be able to make better and economical use of

materials and equipments.
6. REDUCED ACCIDENTS:
Proper training in both job skills and safety attitudes should contribute
towards a reduction in the accident rate.
7. HIGHER MORALE:
A good training program will mould candidates attitudes towards

organizational activities and generate better co-operation and greater loyalty.
TYPES OF TRAINING:
On the basis of purpose, several types of training programs are offered to the candidates.
They are,
1. INDUCTION OR ORIENTATION TRAINING:
Induction is concerned with introducing or orienting a new employee

to the organization and its procedures, rules and regulations.
2. JOB TRAINING:
Job training is the most common in plant training programs. It

relates to specific job which the worker has to handle. It develops
skills and confidence among the workers.
3. APPRENTICESHIP TRAINING:
This training program tends more towards education than merely

on the vocational training. Under this, both knowledge and skills are
developed.
4. INTERNSHIP TRAINING:
Under this method, an educational or vocational institute enters into arrangement

with an industrial enterprise for providing practical knowledge to its students.
5. REFRESHER TRAINING OR RETRAINING:
Basic purpose of refresher training is to acquaint the existing workforce with the
latest methods of performing their jobs and improve their efficiency further.
6. TRAINING FOR PROMOTION:

The talented candidates may be given adequate training to make them eligible for
promotion to higher jobs in the organization.
7. REMEDIAL TRAINING:
This training is required to remove defective way of doing work and teach them
correct methods and behavior patterns.
8. SAFETY TRAINING:
To prevent industrial accidents, training is necessary. Instructions to use safety

devices can be given.
METHODS OF TRAINING:
There are three different types of methods to train the candidates. They are as
follows.
1. ON THE JOB TRAINING:
2. OFF THE JOB TRAINING.
3. VESTIBULE TRAINING.
ON THE JOB TRAINING
The worker is given training at the work place by his immediate supervisor.
Worker learns in an actual work environment. The different types of on the job training are,
a. COACHING:
Supervisor gives direct instruction and guidance to the trainee. He

demonstrates how to do the job.
b. UNDERSTUDY:
Candidate becomes an assistant to current job holder. He learns by experience

and observation.
c. JOB ROTATION:
Trainee is periodically rotated from job to job. He learns a variety of tasks
and develops a better view of the organization.
d. POSITION ROTATION:
Used by many organizations to develop all round workers.
OFF THE JOB TRAINING:
It requires workers to undergo training for a specific period away from the work
place. Concerned with both knowledge and skills in doing certain jobs. The different types of
off the job training are,
a. SPECIAL LECTURE CUM DISCUSSION:
Some executives of the organization or specialists from vocational and

professional institutes may deliver special lectures.
b. CONFERENCE TRAINING:
A conference is a group meeting conducted according to an organized plan in

which the members seek to develop knowledge and understanding by oral
participation.
c. CASE STUDY:
The trainees are given a problem or case, which is more or less related to the
concepts and principles already taught.
d. ROLEPLAY:
Conflict is artificially created and the trainees are assigned different roles to
play. Trainees are given a description of the situation and role they are to
play.
VESTIBULE TRAINING:
Vestibule training is used to designate training in a class room for semi-skilled jobs,
where large number of candidates must be trained at the same time for the same kind of work.
A vestibule school is established in an industrial plant. An attempt is made to duplicate
as nearly as possible, the actual material, equipment and conditions found in the real
workplace. Qualified instructors are employed. Initial nervousness of the trainees is also
removed.
Trainees do not contribute to production during the training period. Line managers will
blame the instructors if trainee’s performance is poor. Since it is an expensive method, it
cannot be applied in small organizations. It is used to give training to candidates in large
numbers.
2.INDUSTRY ANALYSIS
Plastics are a wide array of semi-synthetic or synthetic organic solids that are
transformed or molded into several useful products. Plastics are usually organic polymers
derived from petrochemicals or sometimes occur naturally and have high molecular weights.
The global plastic market is governed by the end user industry application. Owing to their low
cost, ease of manufacture, availability of raw materials and flexibility of use, plastics have
displaced many conventional materials including wood, paper, metal, ceramic, leather and
glass in the majority of their uses. The increasing demand for sustainable and durable
products in various end-user industries is driving demand for various plastics globally.
The growth of major end use industries (mainly packaging and construction) and versatile
properties of plastics including better heat and pressure resistance, make them more
applicable in various industries. Volatility prices of key raw materials coupled with growing
environmental concerns regarding plastic disposal are expected to hinder market growth over
the forecast period. To overcome such challenges, the industry has shifted its focus towards
developing bio-based alternatives to conventional (petroleum-based) plastics.
Major plastics manufacturers have been forming JV and have been collaborating with
biotechnology companies to synergize their functions to manufacture bio-based plastics.
Moreover, upcoming technologies to recycle plastics for the manufacturing plastics into fabric
for various end user products show immense opportunities for the plastic market. Major
plastics manufacturers from the western hemisphere of the world have to focus on setting up
manufacturing facilities in high-growth regions such as the Middle East and Asia Pacific.
These regions along with providing consistent demand for plastics also help in reducing the
overall cost of manufacturing.
Regulatory support in the form of tax benefits and financial incentives in countries such as
China and India, to increase the FDI flow, has been a key factor in market development in
Asia. In addition, these regions offer low labor cost which further helps in reducing the
overall manufacturing cost for producers. However, this shift has resulted in an overcapacity
of various plastics products which have affected their prices
Manufacturing is the production of merchandise for use or sale using labour

and machines, tools, chemical and biological processing, or formulation. The term may refer
to a range of human activity, from handicraft to high tech, but is most commonly applied
to industrial production, in which raw materials are transformed into finished goods on a large
scale. Such finished goods may be sold to other manufacturers for the production of other,
more complex products, such as aircraft, household appliances, furniture, sports
equipment or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then
sell them to end users and consumers.
Manufacturing engineering or manufacturing process are the steps through which raw
materials are transformed into a final product. The manufacturing process begins with the
product design, and materials specification from which the product is made. These materials
are then modified through manufacturing processes to become the required part.
Modern manufacturing includes all intermediate processes required in the production and
integration of a product's components. Some industries, such
as semiconductor and steel manufacturers use the term fabrication instead.
The manufacturing sector is closely connected with engineering and industrial design.
Examples of major manufacturers in North America include General Motors
Corporation, General Electric, Procter & Gamble, General Dynamics, Boeing, Pfizer,
and Precision Castparts. Examples in Europe include Volkswagen
Group, Siemens, FCA and Michelin. Examples in Asia
include Toyota, Yamaha, Panasonic, Mitsubishi, LG, Samsung and Tata Motors.
History and Development
 In its earliest form, manufacturing was usually carried out by a single

skilled artisan with assistants. Training was by apprenticeship. In much of the pre-
industrial world, the guild system protected the privileges and trade secrets of
urban artisans.
 Before the Industrial Revolution, most manufacturing occurred in rural areas,
where household-based manufacturing served as a supplemental subsistence
strategy to agriculture (and continues to do so in places). Entrepreneurs organized
a number of manufacturing households into a single enterprise through
the putting-out system.
 Toll manufacturing is an arrangement whereby a first firm with specialized
equipment processes raw materials or semi-finished goods for a second firm.
Data Collection Matrix

Perspective Primary research Secondary research
Supply side Manufacturers Company reports and
Raw material suppliers publications
Product distributors and Government publications
wholesalers Independent investigations
Economic and demographic
data
Demand side End-user surveys Case studies
Consumer surveys Reference customers
Mystery shopping
Industry Analysis Matrix

Qualitative analysis Quantitative analysis
Industry landscape and trends Market revenue estimates and forecast up to 202
Market dynamics and key issues Market revenue estimate and forecast up to 2020
Technology landscape by product
Market opportunities Regional market revenue forecast up to 2020, by
Porter’s analysis and PESTEL analysis application
Competitive landscape and product benchmarking
Policy and regulatory scenario
3.COMPANY PROFILE
a) COMPANY ORIGIN
SHREE VARI MULTIPLAST INDIA(P)LIMITED
MANUFACTURING INDUSTRY:
The ornate and Metallic Color Series of Chairs in a range of elegant shades are
trailblazers that stand unrivalled to this day. Stools, Tables, Trolleys and Baby Chairs
also fit pretty in ‘’VV National wide comprehensive range Made from 100 % Virgin
and Tailor made Composition as required by the customer used Latest designed
imported Mould’s.
”VV National” Furniture reflects quality style and functionality that has made it the
leader at home and winner overseas.
Providing technologically superior products and shape focus on lacquered furniture

and other premium range items are key elements of the company’s strategic vision of
excellence for the future.
OVERVIEW
Founded: 1999
Headquaters: Perundurai, TamilNadu
Status: Private, Independent Company
Managing Director: Mr.V.Senthil Murugan
Director: Mr.S.Vivek Karthic
No.of.Employes: 300
Estimated Annual
Revenue: 10 Crores
b) VISION AND MISSION
VISION:
Build VVNational to be the most dependable business partner in the region
through exceptional service and value addition.
Vision 2020
Our vision 2020 is “Growing the business by improving and
optimizing human skills, effective use of technology and creating employment for a
team of 10000 dedicated workforce”.
Vision 2025
Our vision 2025 is “Achieving 300% Growth by synergizing
Innovation Technology and Manpower skills within the VVNational Group resulting
in 15000 jobs”.
MISSION:
MAKE IT HAPPEN
Make VVNational the leader in our chosen markets by creating an
environment to attract and retain a committed team of talented professionals.
PRODUCTS
FURNITURES:
 PREMIUM MONO BLOCK CHAIRS
 MONO BLOCK CHAIRS
 MONO BLOCK CHAIRS WITHOUT ARM
 EXECUTIVE CHAIRS
 CENTER TABLES AND TROLLEYS
 DINNING TABLES
 BABY CHAIRS
 STOOLS
 BATH STOOLS AND PATALS
MATERIAL HANDLING:
 FRUIT AND VEGETABLE CRATE
 MULTI PURPOSE CRATES
 GHAMELA BIG
 GHAMELA SMALL
 MILK CRATES
 JUMBO FISH CRATES
SUBORDINATE OF VV GROUP
VV G RO UP
BEACH MINERAL
TEXTILE
CHEMICAL
IT & MEDIA
STONE AGGREGATES
POLYMER
FOOD & AGRO
CHARITABLE ORGANISATIONS
Industrial Training:
Junior Level Engineering Programs
 Fitting practices and assembly
 Metrology and measuring instruments
 Machining processes
 Workshop calculation & science
 Engineering Drawing
 Welding techniques
 Heat treatment
 Cutting tools
 Electrical & Electronics
 Soldering techniques
 Computer applications
 Quality systems
 Plumbing
 Finance & Accounts
 Soft Skills
Middle Management programs for Manufacturing Industry

 CNC Programming & Machining
 GD &T
 Maintenance of Equipments & machines
 Pneumatics
 Electro Pneumatics
 Hydraulics
 Electro Hydraulics
 PLC
 Micro Controller
 Auto CAD
 Pro –E
 Inventor- 2009
 Tool Design
 Painting
Maintenance Management and Material handling
 Quality systems
 Manufacturing Systems
 Marketing Management
 Human Resource Management
 Financial Management & Accounting
 General and Operational Management
 Vendor Management
 Personal Productivity Skills.
Case Studies
Customized training programs offered at our centre
Case Study 1:
Name of the Company : Ashok Leyland
Name of the Program : Mechatronics
Duration : 20 days
Target Group : Maintenance Personnel
Trained Manpower : 30
Modules Selected:
Electrical and Electronics
PLC
Electro Pneumatics
Electro Hydraulics
CNC
Case Study 2:
Name of the Company : Wabco India Ltd
Name of the Program : General Technical Competency
Duration : 100 days
Target Group : Company Apprentices ( +2 )
No. of Participants Undergoing Training: 20
Modules Selected:
Machining processes
Metrology and Measuring Instruments
Fitting Practice and Assembly
Cutting Tools
Engineering Drawing
Workshop Calculations
Pneumatics & Hydraulics
CNC
Quality Systems and Soft Skills
Case Study 3:
Name of the Company : RANE Group Companies
Name of the Program : Skill Up-gradation Program
Duration : 40 Days
Target Group : Fresh Diploma Holders
Modules Selected
Machining processes
Cutting Tools
Pneumatics
Hydraulics
CNC
Quality Systems
Soft Skills
Case Study 4:
Name of the Company : NOKIA India Limited
Name of the Program : Electro–Pneumatics & PLC
Duration : 5 days / module
Target Group : Technicians
Modules Selected
Pneumatics
Electro Pneumatics
PLC
Case Study 5:
Name of the Company : Sundaram Clayton - Padi
Duration : 16 Days
Target Group : Higher Secondary Pass (+2)
Modules Selected
Machining processes
Measuring Instruments
Engineering Drawing
Workshop Calculations & Science
CNC Programming
CNC Machining
Case Study 6:
Name of the Company : Saint Gobain Ltd - Bhutan
Name of the Program : General Technical Competency Training
Duration : 24 days
Target Group : Team Leaders
Modules Selected
Industrial Safety
Engineering Drawing
Maintenance of Equipments
Metrology and Measuring Instruments
Material Handling Equipments
PLC
Quality Concepts
Soft Skills
Case Study 7:
Name of the Company : WIL – Wardha, Nagpur
Duration : 54 Days
Target Group : Higher Secondary Pass (+2)
Modules Selected
Measuring Instruments
Engineering Drawing
Workshop Calculations
Welding Techniques
Quality Systems
Soft Skills
Machining processes
Case Study 8:
Name of the Company : Visteon India Limited
Name of the Program : Team Member - Training Program
Duration : 10 days
Target Group : ITI Technicians
Modules Selected
Basics of Physics
Engineering Drawing
Engineering Materials
Pneumatics and Hydraulics
Design of Jigs and Fixtures
Welding
Plastics and Moulding Methods
Soft Skills
Case Study 9
Name of the Company : Lucas TVS
Name of the Program : Skill Up-gradation Program
Duration : 30 days
Target Group : Graduate Engineers
Modules Selected
Machining processes
Cutting Tools
Pneumatics
Electro Pneumatics
Hydraulics
4. REVIEW OF LITERATURE
William James (1998, P.18) of Harvard University reports that employee could
retain their jobs by working at mere 20-30 percent of their potential. His research led him to
believe that if these same candidates were properly motivated, they could work at 80-90
percent of their capabilities. Behavioral science concepts like motivation and enhanced
productivity could well be used for such improvement through the effective and efficient use
of learning resources.
Jack Welch (1999, P.21) Companies can't promise lifetime employment, but by
constant training and education we may be able to guarantee lifetime employability.
Organization and individual should develop and progress simultaneously for their survival
and attainment of mutual goals. So every modern management has to develop the
organization through human resource development. Employee training is the important sub-
system of human resource development. Employee training is a specialized function and is
one of the fundamental operative functions for human resources management.
C. K. Prahalad (1997 P.8) says that mentoring requires special skills, but it does
not require hierarchical position. After an employee is selected, placed and introduced he
or she must be provided with by training facilities. Training is the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is a short-term
educational process and utilizing a systematic and organized procedure by which
candidates learn technical knowledge and skills for a definite purpose.
Beach (1996 P.14) define the training as “The organized procedure by which
people learn knowledge and /or skill for a definite purpose”. In other words, training
improves changes and moulds the employee’s knowledge, skill behavior and aptitude and
attitude towards the requirements of the job and the organization. Training refer to the
teaching and learning activities carried on for the primary purpose of helping members of an
organization to acquire and apply the knowledge, skill, abilities and attitudes needs by a
particular job and organization.
Robert Haas (1994 P.17) suggest that “You can't train anybody to do anything
that he or she doesn't fundamentally believe in”. Training needs are identified on the basis of
organizational analysis, job analysis and man analysis. Training program, training methods
and course content are to be planned on the basis of training needs. Training needs are those
aspects necessary to perform the job in an organization in which employee is lacking
attitude/aptitude, knowledge, and skill.
Training needs = Job and organizational requirement  Employee specifications
Robert Louis Stevenson says it was a world almost without a feature; an empty sky, and
empty earth; front and back the line of railway stretched from horizon to horizon, like a cue
across a billiard-board.
RESEARCH PAPERS:
TRAINING AND DEVELOPING A WORK FORCE
Singara (edition 2001): This paper is a guide to companies when executing the training of a
new work force. The researcher shows how job training is crucial for the workers as well as
for the corporations. He indicates that companies are paying more attention to the training and
development then to recruiting. There are many changes that are being made to the process of
training and developing a new work force mainly towards developing existing skills and
acquiring new ones. The paper examines several factors that affect this process such as:
government intervention, wages, diversity, globalization...and much more
EMPLOYEE TRAINING AND DEVELOPMENT
Veerabathra (Edition 2002): This paper looks at employee training as a means of improving
an organization and making it more cost-effective. It defines the different types of training,
including technical, literal, video, and other types of training used to fulfill the needs of both
employer and employee.
EFFECTIVE TRAINING
Akshara (Edition 2003): An effective training system would integrate several different
processes in order to achieve the objective of a proper training. The first step in any sort of
training would be identifying the desired level of knowledge in a measurable form. The next
step would be listing out the various qualifications or competencies necessary for taking part
in any training system to produce the desired results. After this the trainee would have to
undertake the necessary research steps by sourcing materials and other requirements for the
training method to function at its best.
TRAINING
Chamy (Edition 2004): This paper reports on a study to verify whether training can help
organizations and uses a questionnaire to collect empirical data. The author points out that the
survey will help identify specific benefits and trends because organizations, like people, have
their own individuality and style, and no blue print can be considered a universal fit for all
organizations. The paper relates that replacing a skilled and trained employee can be very
expensive for an organization in terms of time and money; therefore, organizations are
increasingly using training and higher education options in their benefits packages to obtain
and retain talent in the organization.
TRAINING AND DEVELOPMENT
Gulathi (Edition 2005): This paper is about employee training and development. It uses a
five-step process to develop the appropriate training program that includes training needs
assessment; creation of training materials; the training medium (internal, external); the
implementation, and an evaluation plan to determine the effectiveness of the training.
EMPLOYEE TRAINING
Ashwanthi (Edition 2006): This paper looks at the methods of and motivation for employee
training in the service industries, such as hotels and restaurants. The paper begins with an
exhaustive overview of the term training, including a detailed recitation of Carter
McNamara's six-point rationale for training in "Employee Training and Development:
Reasons and Benefits." The author also provides background information about the
importance of good trainers and training techniques.
BOOKS:
Training is more about knowing where we stand at present and to have a vision of
where we are going to be in the future. It is when we have set goals and don’t know how to
proceed; it is when we want something in life to achieve and don’t know how to reach there
and it is what we are dreaming for and how we have to acquire the knowledge to live up to
our dreams.
Thus providing training opportunities is a key to promote an organization, which will

support an individual for his lifelong learning, and to work efficiently in their respective
departments.
DEFINITIONS:
 G.SUBRAMANYAM defined training as,
"The trainees shall acquire new manipulative skills, technical knowledge, problem
solving ability or attitude so that they are better adjusted to their work environment to achieve
the organizational and individual goals".
 C.B.MEMORIA defined training as,
"Training is a process of learning a sequence of programmed behavior. It is

application of knowledge. It gives people an awareness of the rules and procedures to guide
their behavior .it attempts to improve their performance on the current job or prepare them for
an intended job."
4.6 LIMITATIONS OF THE STUDY:

The limitations of the study are as follows:
 The data collected cannot be compared with other company.

 The study was conducted at smaller scale due to the company’s policy.
 The findings are only the result of the survey and so it is not applicable for
future.
 benefits
 Organizational chart helps build and design the organization
structure to meet the business' objectives.
 Organizational chart can guide the employees to know their
rights and responsibilities.
 Organizational chart help divide the functions of a company,
enterprise or department.
 It also shows the relationships between the organization's staff
members.
 With organizational chart, it's easy to find whether the officer's
workload is too heavy.
 It's easy to find whether the unrelated persons undertake the
work of several loose, no relationship.
 Find out whether an employee is incompetent in this work at
important positions.
 Make everyone clear within their organizations and improve
employee performance.
 Other departments are also able to understand and enhance the
coordination of the organization.
 It's easy to see the promotion channels open.
 Some managers can use the organizational chart tool to analysis
budget, design work team and generate reports.
 Organizational chart often outline employee tasks and which
manager is responsible f
5. DATA ANALYSIS AND INTERPRETATION
5.1 PERCENTAGE ANALYSIS
Table No: 5.1.1

Age group of the respondents
No of Percentage
S.No Age Respondents (%)
1 25-30 years 124 83
2 31-35 years 23 15
3 36-40 years 3 2
Above 40
4 years 0 0
Total 150 100
Chart No: 5.1.1

Age group of the respondents
Inference:
The above table depicts that the maximum number of respondents, 83%
belongs to the age of 25 to 30 years , 15% of the respondents belong to the age
group of 31 to 35 years and 2% belong to the age of 36 to 40 years.
Table No: 5.1.2

Year of experience of the respondents:
No of Percentage
S.No Experiences Respondents (%)
1 < 5 years 111 74
2 5 - 10 years 17 11.3
3 10 - 15 years 21 14
4 Above 15 1 0.7
Total 150 100
Chart No: 5.1.2

Year of experience of the respondents:
Inferences:
The above table depicts that the maximum number of respondents, 74%
belongs to the below 5 years of experience and 11.3% of the respondents belong
to the 5 to 10 years of experiences and 14% of the respondents belong to the 10 to
15 years .
Table No: 5.1.3

Income of the Respondents
No of Percentage
S.No Income Respondents (%)
1 < 10000 104 69.3
10000
2 -20000 32 21.3
20000 -
3 30000 14 9.3
4 Above 30000 0 0
Total 150 100
Chart No: 5.1.3

Income of the Respondents
Inference:
The above table clearly shows that 69.3 % of the respondents earns an income
of below 10000, 21.3 % of the respondents earns an income of 10000 to 20000
and 9.3% of the respondents earns an income of 20000 to 30000.
Table No: 5.1.4
Trainee’s opinion on Training:
No of Percentage
S.No Options Respondents (%)
1 Yes 82 54.66
2 No 68 45.34
Total 150 100
Chart No: 5.1.4

Trainee’s opinion on Training:
Inference:
The above table clearly shows that 54.66% of the respondents have undergone
training in their organization and 45.34% of the respondents did not attend
training in their organization.
Table No: 5.1.5
Type of training attended in their organization :
No of Percentage
On the
1 Job 11 7.33
Off the
2 job 19 12.67
3 Both 53 35.33
4 None 67 44.6666667
Total 150 100
Chart No: 5.1.5

Type of training attended in their organization:
Inference:
The above table shows that 44.66% of the respondents did not attend any type
of training , 35.33% have attended both on the job & off the job, 12.66% have
attended off the job training and 7.33% have attended on the job type of training.
Table No: 5.1.6

Trainee’s opinion on the satisfaction of training given in their organization:
No of Percentage
Highly
1 satisfied 21 14
2 Satisfied 60 40
3 Neutral 69 46
4 Dissatisfied 0 0
Highly
5 dissatisfied 0 0
Total 150 100
Chart No: 5.1.6

Trainee’s opinion on the satisfaction of Training given in their organization:
Inference:
The above table shows that 14% of the respondents are highly satisfied, 40%
of the respondents are satisfied and 46% of the candidates stand neutral.
Table No: 5.1.7

Employee opinion on the training need suggested by the authority:
No of Percentage
1 Superior 0 0
2 Company 150 100
3 Others 0 0
Total 150 100
Chart No: 5.1.7

Employee opinion on the training need suggested by the authority:
Inference:
The above table shows that 100% of the respondents are suggested by their
company for the need of training in Shree Vari Multiplast India(p)Limited.
Table No: 5.1.8
Candidates’ opinion about the duration of the training program by TVS TS:
No of Percentage
1 Too long 27 18
2 Too short 16 11
3 Just enough 107 71
L Total 150 100
Chart No: 5.1.8

Candidates’ opinion about the duration of the training program by TVS TS
Inference:
The above table clearly shows that 18% of the respondents feel that the
duration is just enough , 11% of the respondents feel that the duration is too short
and 71 % of the respondents feel that the duration is too long.
Table No: 5.1.9
Type of training in TVS TS:
No of Percentage
On the
1 job 0 0
Off the
2 job 150 100
Total 150 100
Chart No: 5.1.9

Type of training in TVS TS:
Inference:
The above table shows that 100% of the respondents are attending off the job
method of training in Shree Vari Multiplast India(p)Limited.
Table No: 5.1.10
Employees agreement level towards the relevancy and helpfulness of training:
No of Percentage
Strongly
1 agree 78 52
2 Agree 67 44.7
3 Neutral 4 2.6
4 Disagree 0 0
Strongly
5 disagree 1 0.7
Total 150 100
Chart No: 5.1.10

Employees agreement level towards the relevancy and helpfulness of training:
Inference:
The above table clearly shows that 52% of the respondents strongly agree,
44.7% of the respondents agree, 2.6% of the respondents neither agree nor
disagree and 0.7% strongly disagree that the training program was more relevant
and helpful.
Table No: 5.1.11

Opinion regarding the satisfaction level of the existing training program by TVS TS:
No of Percentage
Highly
1 satisfied 77 51.3
2 Satisfied 72 48
3 Neutral 0 0
4 Dissatisfied 1 0.7
Highly
5 dissatisfied 0 0
Total 150 100
Chart No: 5.1.11

Opinion regarding the satisfaction level of the existing training program by TVS TS:
Inference:
The above table clearly shows that 51.3% of the respondents are highly
satisfied , 48 % of the respondents are satisfied and 0.7% are dissatisfied with the
existing training program.
Table No: 5.1.12

Candidate’s opinion about the job before the training program:
No of Percentage
1 Very easy 5 3.3
Easy to large
2 extent 10 6.7
Easy to some
3 extent 56 37
4 Not so easy 49 33
5 Difficult 30 20
Total 150 100
Chart No: 5.1.12

Candidate’s opinion about the job before the training program:
Inference:
The above table clearly shows that 37% of the respondents feel that the job is
easy to some extent,33 % of the respondents feels that the job is not so easy, 20%
of the respondents feels that the job is difficult and only 6.7% of the respondents
feel that the job is easy to large extent before the training program.
Table No: 5.1.13

Candidate’s opinion about the job after the training program:
No of Percentage
1 Very easy 66 44
Easy to large
2 extent 59 39
Easy to some
3 extent 25 17
4 Not so easy 0 0
5 Difficult 0 0
Total 150 100
Chart No: 5.1.13

Candidate’s opinion about the job after the training program:
Inference:
The above table clearly shows that 37% of the respondents feel that the job is
very easy,39 % of the respondents feels that the job is easy to large extent, 17% of
the respondents feels that the job is easy to some extent after the training program.
Table No: 5.1.14

Opinion regarding knowledge and skills acquired through the training program:
No of Percentage
1 To full extent 35 23.3
To a very large
2 extent 59 39.3
3 To large extent 45 30
4 To some extent 11 7.33
5 Not at all 0 0
Total 150 100
Chart No: 5.1.14

Opinion regarding knowledge and skills acquired through the training program:
Inference:
The above table clearly shows that 39.3 % of the respondents acquired
knowledge and skills to a very large extent, 30% of the respondents acquires to a
large extent, 23.3 %of the respondents acquired to a full extent and only 7.33% of
the respondents acquired knowledge and skill to some extent.
Table No: 5.1.15

Feedback about the aspects of training:
Table No: 5.1.15.1

Feedback about the trainer
Training No of Percentage
S.No Faculty Respondents (%)
Very
1 Good 100 67
2 Good 50 33
3 Average 0 0
4 Bad 0 0
5 Very bad 0 0
Total 150 100
Chart No: 5.1.15.1
Feedback about the Trainer
Inference:
The above table shows that 67% of the respondents feel that the trainer was
very good and 33% of the respondents feel the training faculty are good.
Table No: 5.1.15.2

Feedback about the Course content:
Course No of Percentage
S.No content Respondents (%)
Very
1 Good 62 41.34
2 Good 83 55.33
3 Average 5 3.33
4 Bad 0 0
5 Very bad 0 0
Total 150 100
Chart No: 5.1.15.2

Feedback about the Course content:
Inference:
The above table shows that 41.34% of the respondents feel that the course
contents are very good , 55.33% of the respondents feel the course contents are
good and 3.33% are average.
Table No: 5.1.15.3

Feedback about the course material:
Course No of Percentage
S.No Material Respondents (%)
Very
1 Good 59 39.33
2 Good 76 50.67
3 Average 15 10
4 Bad 0 0
5 Very bad 0 0
Total 150 100
Chart No: 5.1.15.3

Feedback about the course material:
Inference:
The above table shows that 39.33% of the respondents feel that the course
material are very good , 50.67% of the respondents feel the course material are
good and 10% are average.
Table No: 5.1.15.4

Feedback about Discussion/ Exercise/ Case study:
No of Percentage
S.No Discussions Respondents (%)
1 Very Good 70 46.67
2 Good 66 44
3 Average 14 9.33
4 Bad 0 0
5 Very bad 0 0
Total 150 100
Chart No: 5.1.15.4

Feedback about Discussion/ Exercise/ Case study:
Inference:
The above table shows that 46.67% of the respondents feel that the discussion
& exercise are very good , 44% of the respondents feel the discussion & exercise
are good and 3.33% are average.
Table No: 5.1.15.5

Feedback about the Venue Arrangements:
No of Percentage
S.No Arrangements Respondents (%)
2 Good 72 48
3 Average 20 13.33
4 Bad 0 0
5 Very bad 0 0
Total 150 100
Chart No: 5.1.15.5

Feedback about the Venue Arrangements:
Inference:
The above table shows that 48% of the respondents feel the arrangements are
good , 38.67% are very good and 13.33% of arrangements are average.
Table No: 5.1.16

Opinion about the Opportunities giving for suggestion:
No of Percentage
1 Yes 150 100
2 No 0 0
Total 150 100
Chart No: 5.1.16

Opinion about the Opportunities for suggestion:
Inference:
The above table shows that 100% of the respondents are given opportunities
during the training for giving suggestions.
Table No: 5.1.17

Opinion about the recommendation of training to the other employees:
No of Percentage
1 Yes 148 98.67
2 No 2 1.33
Total 150 100
Chart No: 5.1.17

Opinion about the recommendation of training to the other employees:
Inference:
The above table show that 98.67% of the respondents will recommend this
training for others and 1.33% only will not recommend this training to others.
Table No: 5.1.18

Opinion regarding superior guidance during the training program.
No of Percentage
1 Strongly agree 51 34
2 Agree 99 66
3 Disagree 0 0
4 Strongly disagree 0 0
Neither agree nor
5 disagree 0 0
Total 150 100
Chart No: 5.1.18
Opinion regarding superior guidance during the training program
Inference:
The above table shows that 66% of the respondents agrees that they get guidance
from their superiors during the training and 34% did not get guidance from their
superior.
Table No: 5.1.19

Opinion regarding the relationship between trainer and trainee
No of Percentage
2 Agree 56 37
3 Disagree 0 0
Neither agree nor
5 disagree 0 0
Total 150 100
Chart No: 5.1.19

Opinion regarding the relationship between trainer and trainee
Inference:
The above table shows that 63% of the respondents strongly agree the
relationship is good between trainer & trainee and 37% just agree the relationship
is good between trainer & trainee.
Table No: 5.1.20

Feedback about the training:
No of Percentage
2 Good 77 51.33
3 Average 2 1.3
4 Poor 0 0
5 Very poor 0 0
Total 150 100
Chart No: 5.1.20

Feedback about the training:
Inferences:
The above table show that 51.33% of the respondents feel good about the training
and 47.33% of the respondents feel very good about the training.
Table No: 5.1.21.1

Opinion of the candidates about the following attributes:
Extent of attitude acquired by the respondents - Knowledge:
No of Percentage
1 To full extent 57 38
To a very large
2 extent 63 42
4 To some extent 0 0
5 Not at all 0 0
Total 150 100
Chart No: 5.1.21.1

Knowledge:
Inference
The above table shows that 42% respondents gains knowledge to a large
extents , 38% of the respondents gains knowledge to full extents and 20% of the
respondents gains to large extents.
Table No: 5.1.21.2

Extent of attitude acquired by the respondents - Efficiency:
No of Percentage
1 To full extent 39 26
To a very large
2 extent 73 48.67
3 To large extent 38 25.33
5 Not at all 0 0
Total 150 100
Chart No: 5.1.21.2

Efficiency:
Inference
The above table shows that 48.67% respondents gains efficiency to a large
extents , 26% of the respondents gains efficiency to full extents and 25.33% of the
respondents gains to large extents.
Table No: 5.1.21.3

Extent of attitude acquired by the respondents - Skills
No of Percentage
To a very large
2 extent 63 42
5 Not at all 0 0
Total 150 100
Chart No: 5.1.21.3

Skills
Inference
The above table shows that 42% respondents gains skills to a large extents ,
32.67% of the respondents gains skills to full extents and 23.33% of the
respondents gains to large extents
Table No: 5.1.21.4

Extent of attitude acquired by the respondents - Communication Skill:
No of Percentage
To a very large
2 extent 60 40
4 To some extent 1 0.67
5 Not at all 0 0
Total 150 100
Chart No: 5.1.21.4

Communication Skill:
Inference:
The above table shows that 40% respondents has developed communication
skill to a very large extents ,39.33% of the respondents has developed
communication to full extents and 20% of the respondents gains to large extents
Table No: 5.1.21.5

Extent of attitude acquired by the respondents - Team Work:
No of Percentage
To a very large
2 extent 63 42
5 Not at all 0 0
Total 150 100
Chart No: 5.1.21.5

Team Work:
Inference:
The above table shows that 42% respondents has developed team work skill
to a very large extents ,39.33% of the respondents has developed team work skill
to full extents and 16.67% of the respondents developed to large extents
Table No: 5.1.22

Opinion about the effectiveness of training:
No of Percentage
2 Agree 84 56
3 Disagree 0 0
Neither agree nor
5 disagree 0 0
Total 150 100
Chart No: 5.1.22

Opinion about the effectiveness of training:
Inference:
The above table shows that 56% of the respondents agree the training should
be more effective and 44% of the respondents strongly the training should be
more effective from the present level.
5.2 WEIGHTED AVERAGE METHOD

5.2.1 CANDIDATES’ FEEDBACK ON THE VARIOUS ASPECTS OF THE
TRAINING PROGRAM
Very Very
Description good Good Average Bad bad
Training faculty 100 50 0 0 0
Course content 62 83 5 0 0
Course material 59 76 15 0 0
Discussions/Exercise/Case
study 70 66 14 0 0
Arrangements done for 58 72 20 0 0
training
Very good = 5
Good =4
Average =3
Bad =2
Very bad =1
CALCULATION:
Training faculty = [(100*5)+(50*4)+(0*3)+(0*2)+(0*1)]/150
= 4. 67
Course content = [(62*5)+(83*4)+(5*3)+(0*2)+(0*1)]/150
= 4.38
Course material = [(59*5)+(76*4)+(15*3)+(0*2)+(0*1)]/150
= 4.29
Discussion = [(70*5)+(66*4)+(14*3)+(0*2)+(0*1)]/150
= 4.37
Arrangements = [(58*5)+(72*4)+(20*3)+(0*2)+(0*1)]/150
= 4.25
Description Weighted Average Rank
Training faculty 4.66 1
Course content 4.38 2
Course material 4.29 4

Discussions/Exercise/Case
study 4.37 3
Arrangements done for
training 4.25 5
Interpretation:
From the above weighted average table it has been inferred that the majority
of the respondents have given first preference to the Training Faculty, the second
preference is given to Course content, the third preference is given to the Discussion,
Exercise , Case study and fourth & fifth preference given to the course material &
Arrangements done for the training respectively.
5.2.2 CANDIDATES OBTAINED FROM TRAINING PROGRAM:

Full Very large Large Some Not at
Description extent extent extent extent all
Knowledge 57 63 30 0 0
Efficiency 39 73 38 0 0
Skills 49 63 35 0 0
Communication
skills 59 60 31 0 0
Team work 59 63 26 2 0
Very good = 5
Good =4
Average =3
Bad =2
Very bad =1
Calculation:
Knowledge = [(57*5)+(63*4)+(30*3)+(0*2)+(0*1)]/150
= 4.18
Efficiency = [(39*5)+(73*4)+(38*3)+(0*2)+(0*1)]/15
= 4.00
Skills = [(49*5)+(63*4)+(35*3)+(0*2)+(0*1)]/15
= 4.013
Communication skill = [(59*5)+(60*4)+(31*3)+(0*2)+(0*1)]/15
= 4.186
Team Work = [(59*5)+(63*4)+(26*3)+(2*2)+(0*1)]/15
=4.19
Description Weighted Average Rank
Knowledge 4.18 3
Efficiency 4.00 5
Skills 4.01 4
Communication
skills 4.186 2
Team work 4.19 1
INTERPRETATION:
From the above weighted average table it has been inferred that the majority
of the respondents have given first preference to the Team work , the second and third
preference is given to the communication skill and Knowledge , whereas the fourth
and fifth preference given to the Skill and Efficiency respectively.
5.3 CHI - SQUARE ANALYSIS
5.3.1EXPERIENCE AND SATISFACTION LEVEL:
Highly Satisfied Neither Dis Highly Total

satisfied satisfied nor satisfied Dissatisfied
dissatisfied
<5years 10 12 7 0 0 29
5-10yrs 12 38 6 0 0 56
10-15 8 22 5 0 0 35
Above 11 14 5 0 0 30
5yrs
Total 41 86 23 0 0 150
Hypothesis:
Null Hypothesis (Ho):
There is no significant association between the experience and satisfaction level

of training program conducted in Shree Vari Multiplast India(p) Limited.
Alternative Hypothesis (H1):
There is a significant association between the experience and satisfaction level

of training program conducted in Shree Vari Multiplast India(p) Limited
.
Observed Expected (O – E) (O - E) 2 (O - E) 2 /E
Frequency (O) Frequency (E)
10 7.927 2.073 18.467 2.329
12 16.627 -4.627 21.409 1.288
7 4.447 2.553 6.518 1.466
0 0 0 0 0
0 0 0 0 0
12 15.307 -3.307 10.936 0.714
38 32.107 5.893 34.727 1.082
6 8.587 -2.587 6.692 0.779
0 0 0 0 0
0 0 0 0 0
8 9.567 -1.567 2.455 0.257
22 20.067 1.933 3.736 0.186
5 5.367 -0.367 0.135 0.025
0 0 0 0 0
0 0 0 0 0
11 8.2 2.8 7.84 0.956
14 17.2 -3.2 10.24 0.595
5 4.6 0.4 0.16 0.035
0 0 0 0 0
0 0 0 0 0
Calculated χ2 value 9.712
Degree of freedom :( c-1) (r-1) = (5-1) (4-1) =12 d. f at 5% level of significance

Tabular Value = 21.026
Tabulated value is greater than the calculated value.
RESULT:
Since the tabulated value is greater than calculated value we accept null
hypothesis. That is there is no significant association between the experience and
satisfaction level of training program conducted in Shree Vari Multiplast India(p)
Limited.
5.4 KARL – PEARSON’S COEFFICIENT OF CORRELATION:
OBJECTIVE:
To identify the relationship between relevance & helpfulness of training and
satisfaction on training.
Strongly Strongly
Attributes
Agree Agree Neutral Disagree disagree Total
Relevancy of
Training(X) 78 67 4 0 1 150
Satisfaction on Training
(Y) 77 72 0 1 0 150
X Y (X-X) Y-Y (X-X)(Y- (X-X)2 (Y-Y)2

Y)
78 77 -48 -47 2256 2304 2209
67 72 -37 -42 1554 1369 1764
4 0 26 0 0 676 0
0 1 0 29 0 0 841
1 0 29 0 0 841 0
150 150 -30 -60 3810 5190 4814
X= ∑x/n = 150/5=30
Y= ∑y/n= 150/5=30
∑(x-x) (y-y)
Ϭxy =------------------------
√∑(x-x) 2 √∑(y-y) 2
= 3810/ √5190*√4814
= 3810/4995.36
r = 0.763
Inference:
The coefficient of correlation inferred that r = 0.763 is positive correlated, thus
there is relationship between relevance & helpfulness of training and satisfaction on
training.
6. FINDINGS:
 From the study it is inferred that the maximum number of respondents, 83%
belongs to the age of 25 to 30 years , 15% of the respondents belong to the age
group of 31 to 35 years and 2% belong to the age of 36 to 40 years.
 From the study it has been found that the maximum number of respondents,
74% belongs to the below 5 years of experience and 11.3% of the respondents
belong to the 5 to 10 years of experiences and 14% of the respondents belong
to the 10 to 15 years .
 The study demonstrates that maximum of the respondents are satisfied and
few of the candidates stand neutral.
 From the study it is inferred that maximum of the respondents feel that the
duration is too long.
 The study shows that 48% of the respondents feel the arrangements are good ,
38.67% are very good and 13.33% of arrangements are average.
 From the study it is inferred that more than 50 % of the respondents feel good
about the training and less than half of the total respondents feel very good
about the training.
 The study demonstrate that maximum of the respondents agree the training
should be more effective and mast of the respondents strongly the training
should be more effective from the present level.
 From the study it is inferred that 63% of the respondents strongly agree the
relationship is good between trainer & trainee and 37% just agree the
relationship is good between trainer & trainee.
7. SUGGESTIONS:
 There should be more personality based programs it helps the individual in

overall development.
 To familiarize workers about the concept of leadership introduces to him
leadership traits and their application.
 Subject methods should be discussed thoroughly, in detail and both
sextensively and intensively.
 Homogenous groups should be formed for training so that they can easily and
quickly understand each other’s problems.
8. CONCLUSION:
Training and Development helps in optimizing the utilization of human

resource and it helps to provide an opportunity and broad structure for the
development of human resource technically and behavioral skills in an organization.
It also helps the employee in attaining personal growth and increasing the job
knowledge and skill of employees at each level. Further helps the employee to
achieve organizational goals as well as their individual goals.
The trainee who attended training program in Shree Vari MultiPlast India(p)
limited was highly satisfied. The institution should not stop with the existing level of
satisfaction because the growth of any organization depends on continuous
improvement. By doing this the company can attain long term success, increase in
revenue and to develop further.
9. ANNEXURE
BIBLOGRAPHY
Mamoria C.B:“Personnel Management” Himalaya Publishing House,

Mumbai 2002.
Subba Rao P: “Personnel / Human Resource Management” Konark
Publication Pvt, Ltd. Delhi 1998
Tripathi .P.C: “Human Resource Development” Sultan Chand & Sons,
Delhi, 2003.
C.R. Kothari : “Research Methodology” New age edition, 2002
WEBSITE:
www.vvnational.com
www.citehr.com
www.scribd.com
QUESTIONNAIRE
Name: ______________________________________________
Emp No: __________________
Age: 25-30 31-35 36-40 >40
Experience: < 5 Years 5-10 Years 10-15years >5 Years
Income: Rs.10000 Rs.20000 Rs.30000 Rs.40000
Name of the Organization:
1. Have you undergone any training in your organization?

Yes No
2. Duration of the training ___________________________
3. Mention the satisfaction level of the training given by your organization
Highly satisfied Satisfied Neutral Dissatisfied
Highly dissatisfied
4. Please mention the method of training given in your Organization.
On the job Off the job
Job rotation Vestibule
Coaching Role playing
Job instruction Conference
Training through step by step Discussion
Committee assignment Instruction
6. Who suggested the need of the training in Shree Vari Multiplast India(P) Limited?
Superior Company Others
7. What do you feel about duration of the training?
Too long Too short Just enough
8. The training was more relevant and helpful
Strongly agree Agree Neutral Disagree
Strongly disagree
9. Give your satisfaction level on the existing training .
Highly satisfied Satisfied Neutral
Dissatisfied Highly dissatisfied
10. How did you feel the job before the training ?
Very easy Easy to large extent Easy to some extent
Not so easy Difficult
11. How did you feel the job after the training ?
Very easy Easy to large extent Easy to some extent
Not so easy Difficult
12. To what extent you have acquired the knowledge and skills through the training ?
To the full extent To a very large extent To a large extent
To some extent Not at all
13. Please give your sincere feedback on the following aspects of the training
S.No Description Very Good Average Bad Very
good bad
1 Training Faculty
2 Course content
3 Course materials
4 Discussions/Exercise/Case
study
5 Arrangements done for
training
14. I get guidance from my superior while training
Strongly agree Agree Disagree Strongly disagree
Neither agree nor disagree
15. Trainer maintains a good relationship with Trainee
Strongly agree Agree Disagree Strongly disagree

16. I get opportunities to give suggestions/express the views about the training that I
have undergone
Yes No
17. I will recommend this training to others in my organization

Yes No
18. To what extent you have acquired the following attributes due to the training
Attributes Full Very large Large Some Not at all
extent extent extent extent
Knowledge
Efficiency
Skills
Communication
Skills
Team work
Confidence
19. Overall feedback about the training
Very good Good Average Not good
20. I found the training to be more effective

Strongly Agree Agree Disagree Strongly disagree
21. Any other suggestion/comments?

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ABSTRACT

“A STUDY ON SATISFACTION OF TRAINING AND DEVELOPMENT

The project title “A study on satisfaction of Training and Development

TABLE TITLE PAGE NO

5.1.2 Years of experience of the respondents 32

5.1.8 Candidate’s opinion about the duration of the training program by 38

5.1.14 Opinion regarding knowledge and skills acquired through the 44

5.1.21.1 Extent of attitude acquired by the respondents - Knowledge 55

5.1.22 Opinion about the effectiveness of training 60

5.1.2 Years of experience of the respondents 32

5.1.8 Candidate’s opinion about the duration of the training program by 38

5.1.14 Opinion regarding knowledge and skills acquired through the 44

5.1.21.1 Extent of attitude acquired by the respondents - Knowledge 55

5.1.22 Opinion about the effectiveness of training 60

Training can be described as “the acquisition of knowledge, skills, concepts or

Training analysis as a process often covers:

 Review of current training

 Task analysis (of new or modified system)

 Identification of training gap

 Statement of training requirement

 Assessment of training options

 Cost benefit analysis of training options

Training is an organized process for increasing knowledge and skills of people

Training increases the skill of the new employee in his performance of a

Training does not eliminate the need for supervision, but it

Trained personnel will be able to make better and economical use of

A good training program will mould candidates attitudes towards

1. INDUCTION OR ORIENTATION TRAINING:

Induction is concerned with introducing or orienting a new employee

Job training is the most common in plant training programs. It

This training program tends more towards education than merely

Under this method, an educational or vocational institute enters into arrangement

5. REFRESHER TRAINING OR RETRAINING:

6. TRAINING FOR PROMOTION:

To prevent industrial accidents, training is necessary. Instructions to use safety

1. ON THE JOB TRAINING:

2. OFF THE JOB TRAINING.

ON THE JOB TRAINING

Supervisor gives direct instruction and guidance to the trainee. He

Candidate becomes an assistant to current job holder. He learns by experience

Used by many organizations to develop all round workers.

OFF THE JOB TRAINING:

Some executives of the organization or specialists from vocational and

A conference is a group meeting conducted according to an organized plan in

Manufacturing is the production of merchandise for use or sale using labour

History and Development

 In its earliest form, manufacturing was usually carried out by a single

Data Collection Matrix

Industry Analysis Matrix

Providing technologically superior products and shape focus on lacquered furniture

FOOD & AGRO

Middle Management programs for Manufacturing Industry

Customized training programs offered at our centre

TRAINING AND DEVELOPING A WORK FORCE

EMPLOYEE TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

Thus providing training opportunities is a key to promote an organization, which will

"Training is a process of learning a sequence of programmed behavior. It is

4.6 LIMITATIONS OF THE STUDY:

 The data collected cannot be compared with other company.

Table No: 5.1.1

Chart No: 5.1.1

Table No: 5.1.2