Description
Effective manpower management focusing on apprentices
EXECUTIVE SUMMARY
The project was undertaken to evaluate the training needs and to analyze the level of satisfaction of the employees with respect to training. It was decided to check on the level of satisfaction of the employees with respect to training, to increase the effectiveness of training to face the future challenges in the changing scenario. The project was done in 5 phases, which included • • • • • Formation of objectives. Designing the questionnaire. Collection of data Analysis of data. Interpretation in the report.
INTRODUCTION
The
project
deals
with
the
study
on
the
“EFFECTIVENESS OF TRAINING PROGRAMME” in HM-RSD. Training is a form of learning a sequence of programmed behavior. It is affiliation 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. It also moulds the employee’s attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. Training heightens the morale of the employees. For it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduce the rate of turn over. Further, trained employees make a better and economical use of materials and equipment; therefore wastage and spoilage are lessened, and the need for constant supervision is reduced.
Employee training and development is not only an activity that is desirable but also an activity an organization must consist resources of, if it is to maintain a viable and knowledgeable work force.
COMPANY PROFILE
Hindustan Motors Limited is one of the Birla group companies, which made a small beginning at port okha in 1942. The works was then shifted to Uttar Para on the right bank of Hoogly, a few kilometers to the north of Calcutta. In 1944-45, the company entered into collaboration with Nuffield
Organization. Of England to build the Indian model of Morris-10 car. Since
then, different models came into existence viz., Hindustan -10, Hindustan14, Baby Hindustan, Hindustan Land Master, Hindustan Travelers, Hindustan Ambassador, Ambassador OHV, Ambassador Mark 1 to dMark 4, Ambassador Nova & Contessa Classic.
RSD HISTORY:
Remote services division (RSD) is a division of Hindustan Motors Limited, the flagship Company of the well- known G.P-C.K. Birla group. RSD was established as a business unit in early 2002, to provide CAD/CAM and Endto-End engineering services drawing upon decades of domine knowledge and experience available in Hindustan Motors Limited in Automotive, Offhighway, construction and heavy machinery Engineering.
PRODUCT INFORMATION:
RSD specializes in offering and bringing to table comprehensive design services in CAD, CAM, CAE and CPC. Multiple software platforms like Unigrahics, Catia V4 / V5, I- DEAS, pro / Engineer, solid / Surface modeling, mesh generation etc. RSD is expertise in Reverse Engineering &
prototyping, Core product development, analysis, value Engineering & value analysis, change authorization and engineering, tool path Generation, Precision Drafting, Conversion from paper to CAD
FACILITIES:
RSD has a state of the art facility staffed with well- qualified and fully trained engineers who have the relevant expertise in leading edge, state of the art software and design processes. Further, RSD has a quality system in line with ISO 9001:2000 RSD has an Offshore Development Center operating in Chennai in the southern part of India and has formal recognition from the Software Technology Parks of India. The center has dedicated full time connectivity for communication and sharing of information with customers.
RSD is committed to providing quality services that meet customer’s requirements. RSD recognizes the criticality of customer intellectual property and is committed to maintain confidentiality of customer data through comprehensive agreements and in built security in systems.
COMPETITORS:
The major competitors of Remote Services Division are SATYAM, WIPRO, and HARITHA
DEALERS:
RSD has a strategic relationship with Gonzalez Engineering in USA to promote specialized state of art services in design of manufacturing tooling for the automotive industry. Besides the main office in Chennai, RSD also has an office in Farmington Hills in Michigan USA and business development executives in USA and Europe
OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE:Is to study and analyze the effectiveness of the training program provided to the employees of HM- RSD.
SECONDARY OBJECTIVE:-
? ? ? ?
To study the satisfaction level over training activities. To ascertain how far the training programme is useful to improve carrier prospects of individual employee in the organization. To examine the training needs of the employees at RSD. Suggestive measures to entrance the standards of the training programme to face the future challenges in the changing scenario.
SCOPE OF THE STUDY
? ? ? ? The present study concentrates on the following areas with in the reasonable time. To identify the basic problems in training program. To find out the level of satisfaction of the employees towards the training programme. To know the areas where training is required.
LIMITATIONS OF THE STUDY
Any research study will be restricted in scope by certain inherent limitations that are participated by the choice of the research design, sampling procedure and respondent selection. This study has the following limitations: ? ? Even though the survey was conducted among the employees of HML-RSD may not reflect the real opinion of the employees Since the study was restricted to HML-RSD, majorities of findings are applicable only to this company and cannot be generalized.
? ?
Time is always a constraint. The samples may behave or give opinions differently at different situations or times because of their psychological temperament. This will affect the survey.
REVIEW OF LITERATURE - I
TRAINING AND DEVELOPMENT:
Training could be one of the means used to achieve such improvements through the effective & efficient use of learning resources. Employee training tries to improve skills, or add to the existing level of knowledge so that the employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. The effective functioning of any organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Organizations need to provide opportunities for the continuous development of employees not only on their present jobs, but also to develop their capabilities for other jobs for which they might later be considered. Training could be one of the means to achieve such improvements through the effective and efficient use of learning resources.
The TRAINING & DEVELOPMENT process is a complex mixture of activities intended to improve the performance of individuals & groups with in the organization. Some organizations especially those that carry out complex & specialized operations and are confronted with rapid changes in technology, are heavily committed to TRAINING& DEVELOPMENT. The systems that are used frequently in this process include skill development programs, coaching & training seminars.
OBJECTIVE OF TRAINING:
? ? ? ? ? ? To train the employees in the company culture pattern. To train the employees to increase the quantity and quality of output Job adjustment and high morale. To reduce supervision, wastage & accidents. To aid in promotions & transfers. Appeal to many senses.
DEMOSTRATION VALUE:
Complete demonstration of job requirements is a kind of training that enables the trainee to grasp the meaning of ideas, concepts or procedures visually.
DEVELOPING INTEREST:
To hold and arose the interest in the training situation and work.
TRAINING AND DEVELOPMENT PROCESS :
*REID & BARRINGTON used the term “THE TRAINING PROCESS” to describe the logical sequence covering pre-planning, planning, implementation and evaluation, in six stages.
THE FLOW CHART MODEL.
Identification of training needs Setting learning objectives Determining a learning strategy Designing & planning training Training Assessing results In this approach, the major focus is on the early stages of the training process i.e. before the actual commencement of the training& development program.
THE SYSTEMATIC TRAINING CYCLE:
This has 4 stages A, B, C and E. That is known as the Area of Competence.
Identification of training needs Evaluation of Training Delivery of Training Selection & Design of program.
D - Assessment
and progress of
Individual.
REVIEW OF LITERATURE II
EVALUATING THE EFFECTIENESS OF TRAINING PROCESS : Evaluation of training is one of the most critical steps in the process. Evaluation can take many forms, so it is important to clarify these at the outset as well as identify the principle purpose to which it is put. According to Davies – Evaluation has been defined as “Any Attempt to obtain information (feed back) on the effects of a training program and to assess the value of the training in the light of that information. PURPOSE OF EVALUATION: Bramely & Newby put forward five major reasons for conducting an evaluation of training effectiveness ? ? ? ? It provides feed back for the trainers & trainees It enables organizations to establish whether or not training offers a more cost – effective & relevant solutions to the problems. It serves a valuable research purpose It can be used as a form of organizational intervention, which triggers re -appraisal of existing approaches, criteria and policies relating to training.
LEVELS OF EVALUATION:
According to KRIK PATRICK, there are four levels of evaluation namely Reaction Level, Immediate Level, Intermediate Level and Ultimate Level. REACTION LEVEL is one of the most commonly used during or at the end of course, and it is also known as ‘SMILE SHEET’. Since it assess the performance of trainers. Secondly, there is the IMMEDIATE LEVEL of evaluation, which attempts to measure directly the extent to which training objectives have been achieved, in terms of knowledge, skills & attitudes. The third level is the INTERMEDIATE LEVEL. This refers to the impact of training on job performance and how effectively learning has been transferred back in to the work place. Finally, there is ULTIMATE LEVEL evaluation, which attempts to assess the impact of Training on departmental or organizational performance.
TRAINING IN ITS ORGANISATIONAL CONTEXT:
The Training Function should contribute to the organizational goals by increasing the effectiveness of the work being carried out in particular parts of the organization.
This contribution can be seen to have two main aspects
? ?
Maintaining the present skills pool Preparing employees for new challenges
Maintaining the skills pool:
One important responsibility of trainers in most organizations is the provision of induction and initial training. A wide range of methods is available for this purpose and the evaluative questions are most likely to be about the suitability of the process used for the particular organization.
Preparing for new challenges:
The questions about how well the Training Function is contributing to the maintenance of the skills pool essentially cover “what are you doing and how well are you doing?” When thinking about the new challenges for the organization. The questions become difficult.
PRINCIPLES OF LEARNING:
The most important objective of HRD is to create a learning environment in the organization. So that each member of the organization continually learns and acquires new competencies (knowledge, attitudes and skills).
In order to make the learning environment effective certain principles need to be followed. ? ? They are
Knowledge of skills Motivation
? ? ? ? ?
Reinforcement Supporting climate & practice Part versus whole learning Transfer of learning pedagogy Vs Andragogy
LINK BETWEEN TRAINING OUTCOMES & ORGANISATIONAL NEEDS:
The relationship of intended training outcomes to organizational goal is critical to the success of training. To the extent that training goals are compatible with the responsive to strategic needs, training value increases. When training aims at goals that are not directly related to strategic objectives, the valve of training is diminished. It is also essential that key participants in the training process perceive the link between training outcomes and business goals. If they do not perceive the linkage, they will not support the training activities. They must be shown how, where and why new learning will be used on the job to influence the critical aspects of business.
RESEARCH METHODOLOGY
Research methodology comprises defining and re – defining problems, formulating hypothesis or suggested solutions; collecting organizing and evaluating data, making deductions and reaching conclusions; and at last,
carefully testing the conclusions to determine whether they fit the formulating hypotheses. Research methodology has got various dimensions. The scope of the research not only includes research methods but also consider the logic behind the method, which are used in the context of research study.
DATA COLLECTION
Data is the information collected through various sources. While deciding about the method of data collection to be used for the study, the two types of data namely, Primary and secondary should be taken in to consideration. PRIMARY DATA are those, which are collected afresh and for the first time, and thus happen to be original in character. The SECONDARY DATA, on the other hand, are those which have already been collected by some one else. The various sources of secondary data are, ? ? ? World Wide Web. Employee’s news letter. Organization brochures, pamphlets & records.
The primary data was collected by administering a structured questionnaire to the respondents and by the personal interviews with the managers. For the
study, rating scale method is used to measure the level of satisfaction with regard to training in this study.
SAMPLING DESIGN:-
a) working in HML-RSD. b)
POPULATION: The permanent employees
SAMPLING SIZE: Sample size – 50 Only 50 employees were taken for the study.
c) sampling was used for the
SAMPLING PROCEDURE: Convenience
research in order to collect the data from the employees.
STATISTICAL TECHNIQUES:
The statistical tools applied in this study are as follows. ? ? ? Percentage Test for proportion Likert’s scale or Summated scales
Percentage refers to a special kind of ratio. It is used in making comparison between two or more series of data. Percentage is used to describe relationships
TEST FOR PROPORTIONS
Hypothesis testing addresses the important question of how to choose among alternative proportions while controlling and minimizing the risk of wrong decisions. Depending upon the nature of the research study, the need for a hypothesis will be explained. For instance, in studies concerned with the basic objective of finding out or explaining the relationship between two or more variables, hitherto unexplained or to be tested to prove, a hypothesis is certainly required. Hence, hypothesis is useful in the process of research though formulating it need not be a pre-condition for conducting research.
Testing Hypothesis:
Test of hypothesis could be explained through the following stages: ? ? ? In the first stage, based on hunch or sample data a null hypothesis [Ho] is Formed. The relevant technique for testing the null hypothesis is selected. The level of significance is determined. That is, the level of accuracy that the researcher desires to achieve in the process of testing the null hypothesis is specified. ? Degree of freedom is also determined. This refers to the extent to
which the sampling process is free from bias or prejudice. Depending upon the technique and the size of sample, the degree of freedom will be determined. After subjecting the data to the selected statistical technique, the calculated value would be obtained. This is compared with the table value, of the selected technique to arrive at a conclusion. If the calculated value exceeds the table value, then the null hypothesis is rejected. When the calculated value is less than the table value, then the null hypothesis is accepted implying that the difference is only to sampling process significant. TEST FOR A SPECIFIED PROPORTION A random sample of size n>30 with sample proportion p are drawn from a large population. We want to test the hypothesis that the populations proportion P has a specified value Po. Procedure for testing Ho : P=Po H1 : P= Po (two tail test) For a large n, the sampling distribution is approximately normal and the test statistic is given by Z = p –Po/ S.E of p The S.E of p is given by ?PoQo/n when Ho is true.
Inference:
If the calculated value of ?Z? > 1.96, Ho is rejected at 5% level If ?Z? > 1.96, Ho is rejected at 5% level. If ?Z? <2.58, Ho is accepted at 1% level If ?Z? >2.58, Ho is rejected at 1% level
Note: One tail test (right tail test or left tail test ) can be described exactly on the same lines as in the case of specified mean.
Summated Scales Or Likert’S- type Scales:
Summated Scales or Likerts type scales are developed by utilizing the item analysis approach wherein a particular item is evaluated on the basis of how well it discriminates between those persons whose total score is high and those whose score is low. Thus summated scales consist of a number of statements, which express either a favorable or unfavorable attitude towards the given object to which the respondent is asked to react. The respondent indicates his agreement or disagreement with each statement in the instrument. Each score is given a numerical score, indicating its favorableness or unfavorable ness, and the scores are totaled to measure the respondent’s attitude. In a Likerts scale, the respondent is asked to respond to each of the statements in terms of several
degrees, usually 3, 5, or 7-degree scale can be used. In this study we have chosen 3-degree scale. Illustrated as under: Very much-satisfied 3 Satisfied 2 Not satisfied 1
This way the instrument yields a total score for each respondent, which would then measure the respondent’s favorableness towards the given point of view.
TABULATION Table 1
Table showing the respondents opinion relativity towards the objectives of the training programme and their desired results Objectives vs. Desired results
Relativity Very much Just right Not up to the level Total Respondents 15 30 5 50 Percentage 30% 60% 10% 100%
The above statistical analysis reveals that the majority 60% of the respondents have opinioned just right for the relativity of the training programme objectives with the desired results. Only when the objectives of the training programme reach participants the training programme could be considered successful.
Table 2
Table showing respondents opinion relativity of training Programme
Methodologies VS. Objectives Relativity Very much Just right Not up to the level Total Respondents 30 12 8 50 Percentage 60% 24% 16% 100%
The above statistical analysis shows that the majority 60% of the respondents opinioned very much for the relativity of the training programme methodologies with the objectives. The training programme methodology should try to convey the concepts and the purpose in a clear manner to the participants.
Table 3
Table showing respondent’s opinion about chance for expressing the views
Expressing views Greater extent Some extent Total Respondents 38 12 50 Percentage 76% 24% 100%
The above statistical analysis shows that the majority 76% of the respondents could able to express their views in the training programme and a considerable 24% proportion of the respondents have opinioned that they could able to express their views to some extent in the training programme.
Table 4
Table showing the respondents opinion about chance of doubt clarification
Doubt clarification Respondents Percentage
Greater extent Some extent Total
26 24 50
52% 48% 100%
It is inferred from the above percentage analysis that the majority 52% of the respondents could able to get their doubts cleared in the training programme. But a good number of respondents have opinioned that their doubts were cleared to some extent only. Thus the extent of the doubts that has been cleared will improve the operational efficiency of the employees.
Table 5
Table showing the respondents opinion about trainers motivation
Trainer’s motivation Very high extent Moderate Not at all Total Respondents 25 18 7 50 Percentage 50% 36% 14% 100%
Besides being an efficient trainer it is also his responsibility for motivating the participants to pack themselves some new concepts from the training programme. The trainer should take the contents of the training programme in an interesting manner that motivates participants to a very great extent. The above statistical analysis reveals that majority 50% of the respondents are satisfied to a very high extent with the training programme, Which shows that the trainers are giving the training in an interesting way.
Table 6
Table showing the respondents opinion on organization of training programme
Organization Very good Good Respondents 12 22 Percentage 24% 44%
Not good Total
16 50
32% 100%
A well defined problem is half solved. Likewise training programme should be well organized. From the above percentage analysis it is being made clear that the majority 24% of the respondents have a good opinion about the organization of training programme, but very much considerable proportion 32% of the respondents has the opinion that the organizing of training programme is not good.
Table 7
Table showing the respondents opinion on execution of employee’s feedback
Implementation Great extent Some extent Not at all Total Respondents 8 30 12 50 Percentage 16% 60% 24% 100%
The above analysis shows that the majority 60% of the respondents opinioned that their expectation given in the feedback were implemented to some extent by the management. The management should take necessary steps in fulfilling the expectations given in the feedback from employee’s. Only then the employees will show real interest in attending the training programme in the future.
Table 8
Table showing the respondents opinion on periodic evaluation & improvement of training program.
Opinion Great extent Some extent Not at all Total Respondents 12 24 12 50 Percentage 24% 48% 28% 100%
The above statistical analysis makes it clear that the majority 48% of the respondents have answered that the HR Department has planned only to some extent about the evaluation & improvement of training programme.The proper evaluation & improvement of the training will ensure the effectiveness of any training programme.
ANALYSIS I
Test For Proportion
The overall quality of the training programme is excellent or good is equal to 50% P=½ Q=1–P =1–½ = ½ P1 = 12/50 =0 .24 P2 = 28/50 =0 .56 Ho – There is no significant difference between the excellent or good on the overall quality of the training. H1 – There is significant difference between the excellent or good on the overall quality of the training. Z = P1 - P2 / ? (P*Q) * (1/n1 +1/n2) = 0.24 - 0.56 / ?(1/2*1/2) * (1\50+1/50) = -0.32 / 0.1 = -3.2 Therefore Z Value is –3.2 Tabulated Value of Z at 5%LOS is 1.96 Therefore Z Calculated Value –3.2 < Z Tabulated Value 1.96 Ho IS Accepted
DECISION:
n = 50 (Total Sample Size)
There is no significant difference between the excellent or good on the overall quality of the training.
Test For Proportion:
The Trainers Motivate to great extent or Moderate during the training programme is equal to 50%. P=½ n = 50 (Total Sample Size) Q=1–P =1–½ = ½ P1 = 25/50 = 0.5 P2 = 18/50 =0 .36 Ho – There is no significant difference between whether the trainers motivate to great extent or moderate during the training programme. H1 – There is significant difference between the trainers motivate to great extent or moderate during the training programme. Z = P1 - P2 / ? (P*Q) * (1/n1 +1/n2) = 0.5 - 0.36 / ?(1/2*1/2) * (1/50 + 1/50) = 0.14 / 0.1 = 1.4 Therefore Z Value is 1.4 Tabulated Value of Z at 5%LOS is 1.96 Therefore Z Calculated Value 1.4 > Z Tabulated Value 1.96 Ho IS Rejected
Decision:
There is no significant difference between whether the trainers motivate to great extent or moderate during the training programme.
ANALYSIS II
Likerts – Type Scale:
Table showing the overall quality of the training programme. Scale 3 2 1 12 3 Calculation Highly adequate = 3*50 =150 Adequate In adequate = 2*50 = 100 = 1*50 = 50 Opinion Excellent Good Not up to level 28 2 No. Of Respondents 12 28 10 50 10 1
= 12(3) + 28(2) + 10(1) =36 + 56 + 10 =102
Decision:
As the calculated value crosses 100 marks, it is clearly evident that the employees have a favorable opinion towards the overall quality of the training programme is good.
Table showing the opinion regarding the organizing of training programme for the employees. Scale Opinion No. Of Respondents
3 2 1 12 3
Very good Good Not good 22 2
12 22 16 50 16 1
Calculation:
Highly adequate = 3*50 =150 Adequate In adequate = 2*50 = 100 = 1*50 = 50
= 12(3) + 22(2) + 16(1) =36 + 44 + 16 =96
Decision:
As the calculated value reaches 100 marks, we can conclude that the organizing of training programme for the employee is good.
FINDINGS
Training aspects with which the employees are satisfied -:
•
Majority of the respondents are satisfied to some extent with their awareness and fulfillment of objective and the satisfaction of the need for the training programme.
• •
Majority of the engineers feel that the training programee has considerably improved their performance. From the studies it was found that the methods and techniques used for the training programme positively helped the employees to fulfill their requirements of the training.
•
Majority of the respondents are satisfied to great extent regarding their openness for expressing point of views & doubts clarification during training programee.
• • • programee. • •
Considerable proportions of respondents are satisfied with the trainer’s motivation during training programee. Majority of the engineers are satisfied to great extent with training programee in enhancing of knowledge & skill levels. Considerable proportions of the engineers are satisfied with periodical evaluation and implementation of the training Majority of the respondents are satisfied to some extent with the execution of employee feed back. Majority of the engineers are satisfied only to some extent with the over all quality of the training programee.
Training aspects with which the employees are dissatisfied-: • The employees are not satisfied with the training followup sessions and most of the employees feel that the knowledge of the
trainer and the feedback got from the trainer is not sufficient to make any further improvement. • extent. • • programee. • • programee. Employees are not satisfied with the practical exposure of the training programee. Employees are not satisfied with the duration of training Employees are dissatisfied with the periodical evaluation and implementation of necessary inputs on their performance. Employees are dissatisfied with organization of training Majority of the employees feels that the training programee provided does not influence the work directly to a great
SUGGESTIONS
Response from the employees shows that their exists a minimum amount of dissatisfaction amongst the employees. The suggestions provided below are based on the analysis alone the study. • • • RSD should conduct more training sessions periodically for the employees to train the employees to face the future challenges. The follow-up sessions of the training programee should be introduced on a regular basis with updating of trainers knowledge. The engineers are given more practical exposure in order to improve their practical knowledge soon after the training programmes are conducted.
RSD should conduct training programme with regular intervals & not as a continuous session. The continuous session makes engineers overloaded and leads to disinterest.
CONCLUSION
An effective training would help to increase quality service to help the organization to fulfill its further personnel needs to improve organization climate and improve personal growth.
The training programme should be thus planned so that it is related to the trainee’s previous experience & background. This background should be used as a foundation for new development & new behavior. This study will form the basis for any further research in this field in future.
ANNEXURES
OBJECTIVE VS DESIRED RESULT
70% 60% 50% 40% 30% 20% 10% 0% 60% 30% 10%
PERCENTAGE
Very much
Just right OPINION
Not up to the level
METHODOLOGIES WITH OBJECTIVES
Not up to the level OPINION Just right Very much 0% 20% 40% 16% 24% 60% 60% 80%
PERCENTAGE
OPINION ABOUT CHANCE FOR EXPRESSING THEH VIEWS
24% Greater extent Some extent 76%
OPINION ABOUT CHANCE OF DOUBT CLARIFICATION
55% PERCENTA 50% GE 45% 52% 48% Greater extent Some extent
OPINION
OPINION ABOUT TRAINERS MOTIVATION
60% PERCENTA 40% 50% 36% 20% 14% GE 0% Very Not at all high extent OPINION
OPINION ON ORGANIZATION OF TRAINING PROGRAMME
60% PERCENTA 40% GE 20% 0% 44% 24% Very good Good OPINION
32% Not good
OPINION ON EXECUTION OF EMPLOYEES FEEDBACK
PERCENTAGE 80% 60% 40% 20% 0% Great extent Some extent OPINION Not at all
Series1
OPINION ON PERIODIC EVALUATION OF IMPROVEMENT OF TRAINING PROGRAMME
Not at all 28% Great extent 24%
Some extent 48%
QUESTIONNAIRE
EFFECTIVENEESS OF TRAINING PROGRAMME
Name: (voluntary) Department: Designation: Experience:
I seek an instant response on the following aspects of training programme. 1) Objectives of the training programmes achieved the desired results Very much Just right Not up to the level
2) Are the training programmes relevant to your present job Very much Some extent Not at all
3) Methodologies and techniques use, commensurate with the needs and objective of training programmes Very much Just right Not up to level
4) Openness for expressing your point of views during the training programmes Great extent Some extent 5) Clarification of your doubts during the training programmes Great extent Some extent 6) Do the trainers motivate you to learn during the training programmes Great extent Moderate Not at all 7) Your satisfaction level with duration of the training programmes
Highly satisfied
Satisfied
Dissatisfied
8) Are the training programmes appropriate in enhancing of your knowledge and skill levels. Great extent Some extent Not at all 9) Organization for training programmes Very good Good Not good
10) Periodical evaluation and improvement of training programmes Great extent Some extent Not at all 11) Feed back being used for implementation Great extent Some extent Not at all
12) Overall quality of the training programmes Excellent Good
Not up to level
Do you think there should be any changes in the present training programme, if so pen down your suggestions. _____________________________________________________________ ___________________________________
BIBLIOGRAPHY
1)
BAM BERGER RETER &MESHOULAM ILAN HR Strategies, Sage publications, NEW DELHI.
2) 3) 4) 5)
PRICE ALAN, Principles of HRM, black well business co, LONDON French Wender, HRM, AIPD Chennai. N.RAMASWAMI, The management of HR, T.R. Publication, Chennai. C.R KOTHARI, research methodology.
BONAFIDE CERTIFICATE
We Certify that the Project Report entitled “ EFFECTIVE MANPOWER MANAGEMENT FOCUSING ON APPRENTICES ” Submitted for the degree of Master of Business Administration by Mr. M.SENTHIL KUMAR [Reg.No.EO3MMG1089] IS THE BONAFIDE RECORD OF Project Work carried out by him during the period from 03/01/2005 to 31/03/2005 under
the guidance and supervision of Prof. V. GANESHAN and, that this work has not formed the basis for the award of any degree, diploma, associateship,fellowship or other titles in this university of Institution of Higher Learning.
GUIDE Date:
Head of Department Date:
DECLARATION
I declare that the Project Report entitled “ EFFECTIVE MANPOWER MANAGEMENT FOCUSING ON APPRENTICES IN LUCAS-TVS Ltd ” submitted by me for the degree of Master of Business Administration is the record of work carried out by me during the period in Lucas-TVS Pvt. Ltd. from 03/01/2005 to 31/03/2005 under the guidance of Prof. V. GANESHAN
and
has
not
formed
the
basis
for
the
award
of
any
degree,diploma,associateship,fellowship,titles in this or any other similar institution of Higher learning.
Student Date: Signature of the Guide
A Critical Study on Effective Manpower Management Focusing on Apprentices in Lucas-TVS Ltd.
Project Report Submitted by
M.SENTHIL KUMAR [EO3MMG1089] In Partial fulfillment of the degree Of Master of Business Administration In HR / FINANCE
Under the Guidance of Mr.V.GANESHAN MAY 2005
Dr .MGR Educational and Research Institute (Deemed University) NH 4,Periyar EVR Road Maduravoyal, Chennai-600 095.
A Critical Study on Effective Manpower Management Focusing on Apprentices in Lucas-TVS Ltd.
Project Report Submitted by
M.SENTHIL KUMAR [EO3MMG1089] In Partial fulfillment of the degree Of Master of Business Administration In HR / FINANCE
Under the Guidance of Mr.V.GANESHAN MAY 2005 Dr .MGR Educational and Research Institute (Deemed University) NH 4,Periyar EVR Road Maduravoyal, Chennai-600 095.
ACKNOWLEDGEMENT I would like to express my sincere gratitude to our esteemed college Principal Mr. successful completion. I also sincerely thank Prof. V.GANESAN Head of the department of Management studies for his continuous guidance and support offered during the entire project. I express my sincere thanks to Mr.S.RAMALINGAM Project Co-ordinator for his valuable guidance to complete my project work. Iexpress my sincere thanks to Mr. KVR.KISHORE BABU Asst.Manager HR for giving me an opportunity to undertake this project & motivating me to put forth my best efforts during the project. I am deeply indebted to Mr.R.VISWANATHAN central documentation HR Department for his continuous guidance, motivation & & the management for providing me this opportunity to undertake this project and guiding me towards its
evincing a personal interest that ensured the project was on its right course & for making this a memorable learning experience. My special thanks to Mr.G.ANANTHANARAYANAN Welfare -HR for his timely help & guidance, which enable me in successful completion of the project work. Finally I thank each and everyone who has been directly and indirectly helped me for the successful completion of my project.
doc_865365261.doc
Effective manpower management focusing on apprentices
EXECUTIVE SUMMARY
The project was undertaken to evaluate the training needs and to analyze the level of satisfaction of the employees with respect to training. It was decided to check on the level of satisfaction of the employees with respect to training, to increase the effectiveness of training to face the future challenges in the changing scenario. The project was done in 5 phases, which included • • • • • Formation of objectives. Designing the questionnaire. Collection of data Analysis of data. Interpretation in the report.
INTRODUCTION
The
project
deals
with
the
study
on
the
“EFFECTIVENESS OF TRAINING PROGRAMME” in HM-RSD. Training is a form of learning a sequence of programmed behavior. It is affiliation 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. It also moulds the employee’s attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. Training heightens the morale of the employees. For it helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduce the rate of turn over. Further, trained employees make a better and economical use of materials and equipment; therefore wastage and spoilage are lessened, and the need for constant supervision is reduced.
Employee training and development is not only an activity that is desirable but also an activity an organization must consist resources of, if it is to maintain a viable and knowledgeable work force.
COMPANY PROFILE
Hindustan Motors Limited is one of the Birla group companies, which made a small beginning at port okha in 1942. The works was then shifted to Uttar Para on the right bank of Hoogly, a few kilometers to the north of Calcutta. In 1944-45, the company entered into collaboration with Nuffield
Organization. Of England to build the Indian model of Morris-10 car. Since
then, different models came into existence viz., Hindustan -10, Hindustan14, Baby Hindustan, Hindustan Land Master, Hindustan Travelers, Hindustan Ambassador, Ambassador OHV, Ambassador Mark 1 to dMark 4, Ambassador Nova & Contessa Classic.
RSD HISTORY:
Remote services division (RSD) is a division of Hindustan Motors Limited, the flagship Company of the well- known G.P-C.K. Birla group. RSD was established as a business unit in early 2002, to provide CAD/CAM and Endto-End engineering services drawing upon decades of domine knowledge and experience available in Hindustan Motors Limited in Automotive, Offhighway, construction and heavy machinery Engineering.
PRODUCT INFORMATION:
RSD specializes in offering and bringing to table comprehensive design services in CAD, CAM, CAE and CPC. Multiple software platforms like Unigrahics, Catia V4 / V5, I- DEAS, pro / Engineer, solid / Surface modeling, mesh generation etc. RSD is expertise in Reverse Engineering &
prototyping, Core product development, analysis, value Engineering & value analysis, change authorization and engineering, tool path Generation, Precision Drafting, Conversion from paper to CAD
FACILITIES:
RSD has a state of the art facility staffed with well- qualified and fully trained engineers who have the relevant expertise in leading edge, state of the art software and design processes. Further, RSD has a quality system in line with ISO 9001:2000 RSD has an Offshore Development Center operating in Chennai in the southern part of India and has formal recognition from the Software Technology Parks of India. The center has dedicated full time connectivity for communication and sharing of information with customers.
RSD is committed to providing quality services that meet customer’s requirements. RSD recognizes the criticality of customer intellectual property and is committed to maintain confidentiality of customer data through comprehensive agreements and in built security in systems.
COMPETITORS:
The major competitors of Remote Services Division are SATYAM, WIPRO, and HARITHA
DEALERS:
RSD has a strategic relationship with Gonzalez Engineering in USA to promote specialized state of art services in design of manufacturing tooling for the automotive industry. Besides the main office in Chennai, RSD also has an office in Farmington Hills in Michigan USA and business development executives in USA and Europe
OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE:Is to study and analyze the effectiveness of the training program provided to the employees of HM- RSD.
SECONDARY OBJECTIVE:-
? ? ? ?
To study the satisfaction level over training activities. To ascertain how far the training programme is useful to improve carrier prospects of individual employee in the organization. To examine the training needs of the employees at RSD. Suggestive measures to entrance the standards of the training programme to face the future challenges in the changing scenario.
SCOPE OF THE STUDY
? ? ? ? The present study concentrates on the following areas with in the reasonable time. To identify the basic problems in training program. To find out the level of satisfaction of the employees towards the training programme. To know the areas where training is required.
LIMITATIONS OF THE STUDY
Any research study will be restricted in scope by certain inherent limitations that are participated by the choice of the research design, sampling procedure and respondent selection. This study has the following limitations: ? ? Even though the survey was conducted among the employees of HML-RSD may not reflect the real opinion of the employees Since the study was restricted to HML-RSD, majorities of findings are applicable only to this company and cannot be generalized.
? ?
Time is always a constraint. The samples may behave or give opinions differently at different situations or times because of their psychological temperament. This will affect the survey.
REVIEW OF LITERATURE - I
TRAINING AND DEVELOPMENT:
Training could be one of the means used to achieve such improvements through the effective & efficient use of learning resources. Employee training tries to improve skills, or add to the existing level of knowledge so that the employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. The effective functioning of any organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Organizations need to provide opportunities for the continuous development of employees not only on their present jobs, but also to develop their capabilities for other jobs for which they might later be considered. Training could be one of the means to achieve such improvements through the effective and efficient use of learning resources.
The TRAINING & DEVELOPMENT process is a complex mixture of activities intended to improve the performance of individuals & groups with in the organization. Some organizations especially those that carry out complex & specialized operations and are confronted with rapid changes in technology, are heavily committed to TRAINING& DEVELOPMENT. The systems that are used frequently in this process include skill development programs, coaching & training seminars.
OBJECTIVE OF TRAINING:
? ? ? ? ? ? To train the employees in the company culture pattern. To train the employees to increase the quantity and quality of output Job adjustment and high morale. To reduce supervision, wastage & accidents. To aid in promotions & transfers. Appeal to many senses.
DEMOSTRATION VALUE:
Complete demonstration of job requirements is a kind of training that enables the trainee to grasp the meaning of ideas, concepts or procedures visually.
DEVELOPING INTEREST:
To hold and arose the interest in the training situation and work.
TRAINING AND DEVELOPMENT PROCESS :
*REID & BARRINGTON used the term “THE TRAINING PROCESS” to describe the logical sequence covering pre-planning, planning, implementation and evaluation, in six stages.
THE FLOW CHART MODEL.
Identification of training needs Setting learning objectives Determining a learning strategy Designing & planning training Training Assessing results In this approach, the major focus is on the early stages of the training process i.e. before the actual commencement of the training& development program.
THE SYSTEMATIC TRAINING CYCLE:
This has 4 stages A, B, C and E. That is known as the Area of Competence.
Identification of training needs Evaluation of Training Delivery of Training Selection & Design of program.
D - Assessment
and progress of
Individual.
REVIEW OF LITERATURE II
EVALUATING THE EFFECTIENESS OF TRAINING PROCESS : Evaluation of training is one of the most critical steps in the process. Evaluation can take many forms, so it is important to clarify these at the outset as well as identify the principle purpose to which it is put. According to Davies – Evaluation has been defined as “Any Attempt to obtain information (feed back) on the effects of a training program and to assess the value of the training in the light of that information. PURPOSE OF EVALUATION: Bramely & Newby put forward five major reasons for conducting an evaluation of training effectiveness ? ? ? ? It provides feed back for the trainers & trainees It enables organizations to establish whether or not training offers a more cost – effective & relevant solutions to the problems. It serves a valuable research purpose It can be used as a form of organizational intervention, which triggers re -appraisal of existing approaches, criteria and policies relating to training.
LEVELS OF EVALUATION:
According to KRIK PATRICK, there are four levels of evaluation namely Reaction Level, Immediate Level, Intermediate Level and Ultimate Level. REACTION LEVEL is one of the most commonly used during or at the end of course, and it is also known as ‘SMILE SHEET’. Since it assess the performance of trainers. Secondly, there is the IMMEDIATE LEVEL of evaluation, which attempts to measure directly the extent to which training objectives have been achieved, in terms of knowledge, skills & attitudes. The third level is the INTERMEDIATE LEVEL. This refers to the impact of training on job performance and how effectively learning has been transferred back in to the work place. Finally, there is ULTIMATE LEVEL evaluation, which attempts to assess the impact of Training on departmental or organizational performance.
TRAINING IN ITS ORGANISATIONAL CONTEXT:
The Training Function should contribute to the organizational goals by increasing the effectiveness of the work being carried out in particular parts of the organization.
This contribution can be seen to have two main aspects
? ?
Maintaining the present skills pool Preparing employees for new challenges
Maintaining the skills pool:
One important responsibility of trainers in most organizations is the provision of induction and initial training. A wide range of methods is available for this purpose and the evaluative questions are most likely to be about the suitability of the process used for the particular organization.
Preparing for new challenges:
The questions about how well the Training Function is contributing to the maintenance of the skills pool essentially cover “what are you doing and how well are you doing?” When thinking about the new challenges for the organization. The questions become difficult.
PRINCIPLES OF LEARNING:
The most important objective of HRD is to create a learning environment in the organization. So that each member of the organization continually learns and acquires new competencies (knowledge, attitudes and skills).
In order to make the learning environment effective certain principles need to be followed. ? ? They are
Knowledge of skills Motivation
? ? ? ? ?
Reinforcement Supporting climate & practice Part versus whole learning Transfer of learning pedagogy Vs Andragogy
LINK BETWEEN TRAINING OUTCOMES & ORGANISATIONAL NEEDS:
The relationship of intended training outcomes to organizational goal is critical to the success of training. To the extent that training goals are compatible with the responsive to strategic needs, training value increases. When training aims at goals that are not directly related to strategic objectives, the valve of training is diminished. It is also essential that key participants in the training process perceive the link between training outcomes and business goals. If they do not perceive the linkage, they will not support the training activities. They must be shown how, where and why new learning will be used on the job to influence the critical aspects of business.
RESEARCH METHODOLOGY
Research methodology comprises defining and re – defining problems, formulating hypothesis or suggested solutions; collecting organizing and evaluating data, making deductions and reaching conclusions; and at last,
carefully testing the conclusions to determine whether they fit the formulating hypotheses. Research methodology has got various dimensions. The scope of the research not only includes research methods but also consider the logic behind the method, which are used in the context of research study.
DATA COLLECTION
Data is the information collected through various sources. While deciding about the method of data collection to be used for the study, the two types of data namely, Primary and secondary should be taken in to consideration. PRIMARY DATA are those, which are collected afresh and for the first time, and thus happen to be original in character. The SECONDARY DATA, on the other hand, are those which have already been collected by some one else. The various sources of secondary data are, ? ? ? World Wide Web. Employee’s news letter. Organization brochures, pamphlets & records.
The primary data was collected by administering a structured questionnaire to the respondents and by the personal interviews with the managers. For the
study, rating scale method is used to measure the level of satisfaction with regard to training in this study.
SAMPLING DESIGN:-
a) working in HML-RSD. b)
POPULATION: The permanent employees
SAMPLING SIZE: Sample size – 50 Only 50 employees were taken for the study.
c) sampling was used for the
SAMPLING PROCEDURE: Convenience
research in order to collect the data from the employees.
STATISTICAL TECHNIQUES:
The statistical tools applied in this study are as follows. ? ? ? Percentage Test for proportion Likert’s scale or Summated scales
Percentage refers to a special kind of ratio. It is used in making comparison between two or more series of data. Percentage is used to describe relationships
TEST FOR PROPORTIONS
Hypothesis testing addresses the important question of how to choose among alternative proportions while controlling and minimizing the risk of wrong decisions. Depending upon the nature of the research study, the need for a hypothesis will be explained. For instance, in studies concerned with the basic objective of finding out or explaining the relationship between two or more variables, hitherto unexplained or to be tested to prove, a hypothesis is certainly required. Hence, hypothesis is useful in the process of research though formulating it need not be a pre-condition for conducting research.
Testing Hypothesis:
Test of hypothesis could be explained through the following stages: ? ? ? In the first stage, based on hunch or sample data a null hypothesis [Ho] is Formed. The relevant technique for testing the null hypothesis is selected. The level of significance is determined. That is, the level of accuracy that the researcher desires to achieve in the process of testing the null hypothesis is specified. ? Degree of freedom is also determined. This refers to the extent to
which the sampling process is free from bias or prejudice. Depending upon the technique and the size of sample, the degree of freedom will be determined. After subjecting the data to the selected statistical technique, the calculated value would be obtained. This is compared with the table value, of the selected technique to arrive at a conclusion. If the calculated value exceeds the table value, then the null hypothesis is rejected. When the calculated value is less than the table value, then the null hypothesis is accepted implying that the difference is only to sampling process significant. TEST FOR A SPECIFIED PROPORTION A random sample of size n>30 with sample proportion p are drawn from a large population. We want to test the hypothesis that the populations proportion P has a specified value Po. Procedure for testing Ho : P=Po H1 : P= Po (two tail test) For a large n, the sampling distribution is approximately normal and the test statistic is given by Z = p –Po/ S.E of p The S.E of p is given by ?PoQo/n when Ho is true.
Inference:
If the calculated value of ?Z? > 1.96, Ho is rejected at 5% level If ?Z? > 1.96, Ho is rejected at 5% level. If ?Z? <2.58, Ho is accepted at 1% level If ?Z? >2.58, Ho is rejected at 1% level
Note: One tail test (right tail test or left tail test ) can be described exactly on the same lines as in the case of specified mean.
Summated Scales Or Likert’S- type Scales:
Summated Scales or Likerts type scales are developed by utilizing the item analysis approach wherein a particular item is evaluated on the basis of how well it discriminates between those persons whose total score is high and those whose score is low. Thus summated scales consist of a number of statements, which express either a favorable or unfavorable attitude towards the given object to which the respondent is asked to react. The respondent indicates his agreement or disagreement with each statement in the instrument. Each score is given a numerical score, indicating its favorableness or unfavorable ness, and the scores are totaled to measure the respondent’s attitude. In a Likerts scale, the respondent is asked to respond to each of the statements in terms of several
degrees, usually 3, 5, or 7-degree scale can be used. In this study we have chosen 3-degree scale. Illustrated as under: Very much-satisfied 3 Satisfied 2 Not satisfied 1
This way the instrument yields a total score for each respondent, which would then measure the respondent’s favorableness towards the given point of view.
TABULATION Table 1
Table showing the respondents opinion relativity towards the objectives of the training programme and their desired results Objectives vs. Desired results
Relativity Very much Just right Not up to the level Total Respondents 15 30 5 50 Percentage 30% 60% 10% 100%
The above statistical analysis reveals that the majority 60% of the respondents have opinioned just right for the relativity of the training programme objectives with the desired results. Only when the objectives of the training programme reach participants the training programme could be considered successful.
Table 2
Table showing respondents opinion relativity of training Programme
Methodologies VS. Objectives Relativity Very much Just right Not up to the level Total Respondents 30 12 8 50 Percentage 60% 24% 16% 100%
The above statistical analysis shows that the majority 60% of the respondents opinioned very much for the relativity of the training programme methodologies with the objectives. The training programme methodology should try to convey the concepts and the purpose in a clear manner to the participants.
Table 3
Table showing respondent’s opinion about chance for expressing the views
Expressing views Greater extent Some extent Total Respondents 38 12 50 Percentage 76% 24% 100%
The above statistical analysis shows that the majority 76% of the respondents could able to express their views in the training programme and a considerable 24% proportion of the respondents have opinioned that they could able to express their views to some extent in the training programme.
Table 4
Table showing the respondents opinion about chance of doubt clarification
Doubt clarification Respondents Percentage
Greater extent Some extent Total
26 24 50
52% 48% 100%
It is inferred from the above percentage analysis that the majority 52% of the respondents could able to get their doubts cleared in the training programme. But a good number of respondents have opinioned that their doubts were cleared to some extent only. Thus the extent of the doubts that has been cleared will improve the operational efficiency of the employees.
Table 5
Table showing the respondents opinion about trainers motivation
Trainer’s motivation Very high extent Moderate Not at all Total Respondents 25 18 7 50 Percentage 50% 36% 14% 100%
Besides being an efficient trainer it is also his responsibility for motivating the participants to pack themselves some new concepts from the training programme. The trainer should take the contents of the training programme in an interesting manner that motivates participants to a very great extent. The above statistical analysis reveals that majority 50% of the respondents are satisfied to a very high extent with the training programme, Which shows that the trainers are giving the training in an interesting way.
Table 6
Table showing the respondents opinion on organization of training programme
Organization Very good Good Respondents 12 22 Percentage 24% 44%
Not good Total
16 50
32% 100%
A well defined problem is half solved. Likewise training programme should be well organized. From the above percentage analysis it is being made clear that the majority 24% of the respondents have a good opinion about the organization of training programme, but very much considerable proportion 32% of the respondents has the opinion that the organizing of training programme is not good.
Table 7
Table showing the respondents opinion on execution of employee’s feedback
Implementation Great extent Some extent Not at all Total Respondents 8 30 12 50 Percentage 16% 60% 24% 100%
The above analysis shows that the majority 60% of the respondents opinioned that their expectation given in the feedback were implemented to some extent by the management. The management should take necessary steps in fulfilling the expectations given in the feedback from employee’s. Only then the employees will show real interest in attending the training programme in the future.
Table 8
Table showing the respondents opinion on periodic evaluation & improvement of training program.
Opinion Great extent Some extent Not at all Total Respondents 12 24 12 50 Percentage 24% 48% 28% 100%
The above statistical analysis makes it clear that the majority 48% of the respondents have answered that the HR Department has planned only to some extent about the evaluation & improvement of training programme.The proper evaluation & improvement of the training will ensure the effectiveness of any training programme.
ANALYSIS I
Test For Proportion
The overall quality of the training programme is excellent or good is equal to 50% P=½ Q=1–P =1–½ = ½ P1 = 12/50 =0 .24 P2 = 28/50 =0 .56 Ho – There is no significant difference between the excellent or good on the overall quality of the training. H1 – There is significant difference between the excellent or good on the overall quality of the training. Z = P1 - P2 / ? (P*Q) * (1/n1 +1/n2) = 0.24 - 0.56 / ?(1/2*1/2) * (1\50+1/50) = -0.32 / 0.1 = -3.2 Therefore Z Value is –3.2 Tabulated Value of Z at 5%LOS is 1.96 Therefore Z Calculated Value –3.2 < Z Tabulated Value 1.96 Ho IS Accepted
DECISION:
n = 50 (Total Sample Size)
There is no significant difference between the excellent or good on the overall quality of the training.
Test For Proportion:
The Trainers Motivate to great extent or Moderate during the training programme is equal to 50%. P=½ n = 50 (Total Sample Size) Q=1–P =1–½ = ½ P1 = 25/50 = 0.5 P2 = 18/50 =0 .36 Ho – There is no significant difference between whether the trainers motivate to great extent or moderate during the training programme. H1 – There is significant difference between the trainers motivate to great extent or moderate during the training programme. Z = P1 - P2 / ? (P*Q) * (1/n1 +1/n2) = 0.5 - 0.36 / ?(1/2*1/2) * (1/50 + 1/50) = 0.14 / 0.1 = 1.4 Therefore Z Value is 1.4 Tabulated Value of Z at 5%LOS is 1.96 Therefore Z Calculated Value 1.4 > Z Tabulated Value 1.96 Ho IS Rejected
Decision:
There is no significant difference between whether the trainers motivate to great extent or moderate during the training programme.
ANALYSIS II
Likerts – Type Scale:
Table showing the overall quality of the training programme. Scale 3 2 1 12 3 Calculation Highly adequate = 3*50 =150 Adequate In adequate = 2*50 = 100 = 1*50 = 50 Opinion Excellent Good Not up to level 28 2 No. Of Respondents 12 28 10 50 10 1
= 12(3) + 28(2) + 10(1) =36 + 56 + 10 =102
Decision:
As the calculated value crosses 100 marks, it is clearly evident that the employees have a favorable opinion towards the overall quality of the training programme is good.
Table showing the opinion regarding the organizing of training programme for the employees. Scale Opinion No. Of Respondents
3 2 1 12 3
Very good Good Not good 22 2
12 22 16 50 16 1
Calculation:
Highly adequate = 3*50 =150 Adequate In adequate = 2*50 = 100 = 1*50 = 50
= 12(3) + 22(2) + 16(1) =36 + 44 + 16 =96
Decision:
As the calculated value reaches 100 marks, we can conclude that the organizing of training programme for the employee is good.
FINDINGS
Training aspects with which the employees are satisfied -:
•
Majority of the respondents are satisfied to some extent with their awareness and fulfillment of objective and the satisfaction of the need for the training programme.
• •
Majority of the engineers feel that the training programee has considerably improved their performance. From the studies it was found that the methods and techniques used for the training programme positively helped the employees to fulfill their requirements of the training.
•
Majority of the respondents are satisfied to great extent regarding their openness for expressing point of views & doubts clarification during training programee.
• • • programee. • •
Considerable proportions of respondents are satisfied with the trainer’s motivation during training programee. Majority of the engineers are satisfied to great extent with training programee in enhancing of knowledge & skill levels. Considerable proportions of the engineers are satisfied with periodical evaluation and implementation of the training Majority of the respondents are satisfied to some extent with the execution of employee feed back. Majority of the engineers are satisfied only to some extent with the over all quality of the training programee.
Training aspects with which the employees are dissatisfied-: • The employees are not satisfied with the training followup sessions and most of the employees feel that the knowledge of the
trainer and the feedback got from the trainer is not sufficient to make any further improvement. • extent. • • programee. • • programee. Employees are not satisfied with the practical exposure of the training programee. Employees are not satisfied with the duration of training Employees are dissatisfied with the periodical evaluation and implementation of necessary inputs on their performance. Employees are dissatisfied with organization of training Majority of the employees feels that the training programee provided does not influence the work directly to a great
SUGGESTIONS
Response from the employees shows that their exists a minimum amount of dissatisfaction amongst the employees. The suggestions provided below are based on the analysis alone the study. • • • RSD should conduct more training sessions periodically for the employees to train the employees to face the future challenges. The follow-up sessions of the training programee should be introduced on a regular basis with updating of trainers knowledge. The engineers are given more practical exposure in order to improve their practical knowledge soon after the training programmes are conducted.
RSD should conduct training programme with regular intervals & not as a continuous session. The continuous session makes engineers overloaded and leads to disinterest.
CONCLUSION
An effective training would help to increase quality service to help the organization to fulfill its further personnel needs to improve organization climate and improve personal growth.
The training programme should be thus planned so that it is related to the trainee’s previous experience & background. This background should be used as a foundation for new development & new behavior. This study will form the basis for any further research in this field in future.
ANNEXURES
OBJECTIVE VS DESIRED RESULT
70% 60% 50% 40% 30% 20% 10% 0% 60% 30% 10%
PERCENTAGE
Very much
Just right OPINION
Not up to the level
METHODOLOGIES WITH OBJECTIVES
Not up to the level OPINION Just right Very much 0% 20% 40% 16% 24% 60% 60% 80%
PERCENTAGE
OPINION ABOUT CHANCE FOR EXPRESSING THEH VIEWS
24% Greater extent Some extent 76%
OPINION ABOUT CHANCE OF DOUBT CLARIFICATION
55% PERCENTA 50% GE 45% 52% 48% Greater extent Some extent
OPINION
OPINION ABOUT TRAINERS MOTIVATION
60% PERCENTA 40% 50% 36% 20% 14% GE 0% Very Not at all high extent OPINION
OPINION ON ORGANIZATION OF TRAINING PROGRAMME
60% PERCENTA 40% GE 20% 0% 44% 24% Very good Good OPINION
32% Not good
OPINION ON EXECUTION OF EMPLOYEES FEEDBACK
PERCENTAGE 80% 60% 40% 20% 0% Great extent Some extent OPINION Not at all
Series1
OPINION ON PERIODIC EVALUATION OF IMPROVEMENT OF TRAINING PROGRAMME
Not at all 28% Great extent 24%
Some extent 48%
QUESTIONNAIRE
EFFECTIVENEESS OF TRAINING PROGRAMME
Name: (voluntary) Department: Designation: Experience:
I seek an instant response on the following aspects of training programme. 1) Objectives of the training programmes achieved the desired results Very much Just right Not up to the level
2) Are the training programmes relevant to your present job Very much Some extent Not at all
3) Methodologies and techniques use, commensurate with the needs and objective of training programmes Very much Just right Not up to level
4) Openness for expressing your point of views during the training programmes Great extent Some extent 5) Clarification of your doubts during the training programmes Great extent Some extent 6) Do the trainers motivate you to learn during the training programmes Great extent Moderate Not at all 7) Your satisfaction level with duration of the training programmes
Highly satisfied
Satisfied
Dissatisfied
8) Are the training programmes appropriate in enhancing of your knowledge and skill levels. Great extent Some extent Not at all 9) Organization for training programmes Very good Good Not good
10) Periodical evaluation and improvement of training programmes Great extent Some extent Not at all 11) Feed back being used for implementation Great extent Some extent Not at all
12) Overall quality of the training programmes Excellent Good
Not up to level
Do you think there should be any changes in the present training programme, if so pen down your suggestions. _____________________________________________________________ ___________________________________
BIBLIOGRAPHY
1)
BAM BERGER RETER &MESHOULAM ILAN HR Strategies, Sage publications, NEW DELHI.
2) 3) 4) 5)
PRICE ALAN, Principles of HRM, black well business co, LONDON French Wender, HRM, AIPD Chennai. N.RAMASWAMI, The management of HR, T.R. Publication, Chennai. C.R KOTHARI, research methodology.
BONAFIDE CERTIFICATE
We Certify that the Project Report entitled “ EFFECTIVE MANPOWER MANAGEMENT FOCUSING ON APPRENTICES ” Submitted for the degree of Master of Business Administration by Mr. M.SENTHIL KUMAR [Reg.No.EO3MMG1089] IS THE BONAFIDE RECORD OF Project Work carried out by him during the period from 03/01/2005 to 31/03/2005 under
the guidance and supervision of Prof. V. GANESHAN and, that this work has not formed the basis for the award of any degree, diploma, associateship,fellowship or other titles in this university of Institution of Higher Learning.
GUIDE Date:
Head of Department Date:
DECLARATION
I declare that the Project Report entitled “ EFFECTIVE MANPOWER MANAGEMENT FOCUSING ON APPRENTICES IN LUCAS-TVS Ltd ” submitted by me for the degree of Master of Business Administration is the record of work carried out by me during the period in Lucas-TVS Pvt. Ltd. from 03/01/2005 to 31/03/2005 under the guidance of Prof. V. GANESHAN
and
has
not
formed
the
basis
for
the
award
of
any
degree,diploma,associateship,fellowship,titles in this or any other similar institution of Higher learning.
Student Date: Signature of the Guide
A Critical Study on Effective Manpower Management Focusing on Apprentices in Lucas-TVS Ltd.
Project Report Submitted by
M.SENTHIL KUMAR [EO3MMG1089] In Partial fulfillment of the degree Of Master of Business Administration In HR / FINANCE
Under the Guidance of Mr.V.GANESHAN MAY 2005
Dr .MGR Educational and Research Institute (Deemed University) NH 4,Periyar EVR Road Maduravoyal, Chennai-600 095.
A Critical Study on Effective Manpower Management Focusing on Apprentices in Lucas-TVS Ltd.
Project Report Submitted by
M.SENTHIL KUMAR [EO3MMG1089] In Partial fulfillment of the degree Of Master of Business Administration In HR / FINANCE
Under the Guidance of Mr.V.GANESHAN MAY 2005 Dr .MGR Educational and Research Institute (Deemed University) NH 4,Periyar EVR Road Maduravoyal, Chennai-600 095.
ACKNOWLEDGEMENT I would like to express my sincere gratitude to our esteemed college Principal Mr. successful completion. I also sincerely thank Prof. V.GANESAN Head of the department of Management studies for his continuous guidance and support offered during the entire project. I express my sincere thanks to Mr.S.RAMALINGAM Project Co-ordinator for his valuable guidance to complete my project work. Iexpress my sincere thanks to Mr. KVR.KISHORE BABU Asst.Manager HR for giving me an opportunity to undertake this project & motivating me to put forth my best efforts during the project. I am deeply indebted to Mr.R.VISWANATHAN central documentation HR Department for his continuous guidance, motivation & & the management for providing me this opportunity to undertake this project and guiding me towards its
evincing a personal interest that ensured the project was on its right course & for making this a memorable learning experience. My special thanks to Mr.G.ANANTHANARAYANAN Welfare -HR for his timely help & guidance, which enable me in successful completion of the project work. Finally I thank each and everyone who has been directly and indirectly helped me for the successful completion of my project.
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