Project in Vguard
this is a
project done on the trainind and development of vguard
DECLARATION
I, ABHIJITH C, Student of Amrita School Of Arts And Sciences, Mysore would like to declare that the project report entitled, “A STUDY ON TRAINING AND DEVELOPMENT PRACTICES OF V-GUARD INDUSTRIES LTD.,” in partial fulfillment of BACHELOR OF BUSINESS MANAGEMENT degree course of AMRITA VISHWA VIDYAPEETHAM UNIVERSITY, Ettimadai is my original work.
I declare that this report has not been submitted in full of part there of any institute or University for the award of any degree or diploma.
Date: 23/07/2011 [ABHIJITH C]
Place: Mysore [Reg. No.:MY.BU.U3BBM09001]
ACKNOWLEDGEMENT
While presenting the report of my project, I have great pleasure in acknowledging the help rendered and guidance given to me by various people during the course of our project.
I would like to thank, Mrs.Vidhya C Pai, the Principal of Amrita School of Arts & Sciences, Mysore for giving me the opportunity to do the project.
I choose this moment to acknowledge Mrs. Sunayana N, the HOD who monitored my progress and arranged all the facilities.
I would like to express my sincere thanks and gratitude towards Mrs. Jyothi, the project mentor for her generous guidance, constant inspiration and vigilant supervision helped me in the completion of this project.
I would express my sincere gratitude to Mr. John Mathew Sebastian, HR Manager, who gave me permission and support throughout my project, work in V-GUARD INDUSTRIES. I also extend my gratitude also to all other staffs and employees for their valuable advice and support for the preparation of this project.
Abhijith C
TABLE OF CONTENTS
| | | |
|SL. NO. |CONTENTS |PAGE NO. |
|1. |Introduction |5 |
|2. |Topic, Reason and Scope for the study, Problem Formulation |8 |
|3. |Literature Review |11 |
|4. |Company Analysis |23 |
|5. |Research Design, Methodologies, Sources of Data Collection and Limitation |32 |
|6. |Data analysis, Interpretation and Presentation |35 |
|7. |Findings, Suggestions and Conclusion |50 |
|8. |Bibliography and References |54 |
|9. |Appendix |56 |
Chapter-1
INTRODUCTION
INTRODUCTION:
This is a project study on the Training and Development Practices in HRM conducted in one of the leading electrical/electro mechanical industry in India, V-Guard Industries Ltd. It was done from the corporate office at Vennala, Kochi, Kerala.
HRM is paramount importance for success of any organization. HRM is the wealth of an organization which can help it achieving its goals. HRM concerned with the human beings in an org. It reflect a new outlook which views orgs man power as its resource and assets HR is the total knowledge, abilities, skills, talents, and aptitude, of an orgs work force. HRM is the process of management which develops and manages the human element of enterprise. It is not only the management of skills but also the attitude and aspiration of people.
Training is the formal and systematic modification of behaviors through learning which occurs as a result of education, instruction, development and planned experience. Development is any learning activity, which is directed towards future needs rather than present needs, and which is concerned more with career growth than immediate performance. In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is - it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his/her skills and knowledge.
Importance of Training and Development:
i) It is implied when work deficiency is caused by a lack of ability rather than a lack of motivation to perform.
ii) The individuals involved have the aptitude and motivation need to learn to do the job better
iii) Supervisors and peers are supportive of the desired behaviors
Purpose of training:
The aim of training is to help the organization achieve its purpose by adding value to its key resource – the people it employs. The purpose of training is to:
i) To increase productivity, quality and efficiency
ii) To promote versatility and adaptability to new methods
iii) To reduce the number of accidents
iv) To reduce labors turnover
v) To increase job satisfaction displaying itself in lower labor turn-over and less absenteeism.
Advantages of training:
• Leads to improved profitability and/or more positive attitudes toward profits orientation.
• Improves the job knowledge and skills at all levels of the organization.
• Improves the morale of the workforce.
• Helps people identify with organizational goals.
• Improves the relationship between boss and subordinate
• Aids in understanding and carrying out organizational policies.
• Organization gets more effective decision-making and problem solving.
• Helps keep costs down in many areas, e.g. production, personnel. Administration, etc.
• Develops a sense of responsibility to the organization for being competent and knowledgeable
Disadvantages of training:
• Can be a financial drain on resources; expensive development and testing, expensive to operate.
• Often takes people away from their job for varying periods of time.
• Equips staff to leave for a better job.
Chapter-2
TOPIC, REASONS & SCOPE FOR THE STUDY
TOPIC:
Study on Training and development practices in Human Resource Department.
REASONS FOR THE STUDY:
The study undertaken at V-GUARD INDUSTRIES LTD is aimed to explore the level of knowledge into areas of Human Resource Management. The main motive with the study is to gain a practical knowledge on the HRM in large organizations.
• To familiarize with the large business organizations.
• To know how HR is utilized and managed in an organization.
• To familiarize the training and development practices in an organization.
• To study on the training needs and satisfaction of the employees and to find the best method of training.
SCOPE OF THE STUDY:
• Practical knowledge and general understanding on the topic that would help me in my future career.
• To have an understanding on smooth functioning of an organization.
PROBLEM FORMULATION:
Every organization needs to have well-trained and experienced people to perform the work and to survive in this competitive environment. Training and Development is necessary to raise the skill levels and increase the versatility and adaptability of employees. Training and Development is a process of learning a sequence of programmed behavior. It is application of knowledge; it gives people an awareness of rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.
In simple terms, training and development refer to the imparting skills, abilities and knowledge to an employee. More clearly, training and development may be understood as an attempt to improve current or future employees ability to perform through learning usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency computed as follows: Training Need= Standard Performance - Actual Performance
Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality. Training a person for a bigger and higher job is development, this process includes not only imparting skills but also certain mental and personality attributes.
The success of any training or development program can be quantified by the amount of learning that occurs and is transferred to the job. Often, unplanned and uncoordinated training efforts significantly reduce the learning that could have occurred. Without a well-designed, systematic approach to training, what is learned may not be what is best for the organization.
Chapter-3
LITERATURE REVIEW
LITERATURE REVIEW
Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the whole scenario has changed. Training has become an integral part of HR activities. Training is now considered as more of retention tool than a cost. Training is essential in every level and stages of the organization.
Inputs in Training
Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distinct future. The main purpose of a training program is to make the trainee equipped with the skills and knowledge necessary to perform a certain task efficiently. An effective training program must hold the following inputs:-
Skills: - A worker needs skills to and uses other equipment with least damage and scrap. Usually operators need basic skills or motor skills. While, Employees particularly supervisors and executives need interpersonal skills. This also involves decision making and problem solving skills by improving employee’s abilities to define and structure problem, collect and analyze information, generate alternatives and make an optimal decision.
Education: - the purpose of education is to teach theoretical concept and develop a sense of reasoning and judgment. Education is more important for managers and executives rather than for lower level workers.
Ethics: - There is need for imparting greater ethical orientation to a training and development program. Training enlightens the employees in the organization about the need for ethical behavior and the ethical practices to be followed. If the production, finance or marketing personnel indulge in unethical practice, the fault rests on HR manager.
Attitudinal changes: - Attitude represents feelings and beliefs of individual towards others. Training and Development helps to change the attitude by making them more committed to the work or motivating for better performance etc.
Training programs has an effective impact on company’s overall performance. Employee training and development is not only an activity that is a necessity but also an activity that an organization must commit resources to if it has to maintain a viable and a knowledgeable workforce. Training and Development programs involves huge costs and time, therefore the whole program need to be planned and designed well for the effectiveness of the whole program and to get the real benefit from the training program for both individual and the organization. The whole training process contains the following phases:
FIG.3.1
ASSESSMENT IMPLEMENTATION EVALUATION
1) Assessment Phase
In the assessment phase, planners determine the need for training and specify the objectives of the training effort. The identification of training needs is primarily based on the skills that are required to perform the organization's tasks. Determining organizational training needs is the diagnostic phase of setting training objectives. Technology changes fast and generates new demands and new skills.
Need assessment occurs at two levels, individual and group. An individual’s performance deficiency may be due to KSA deficiency, incongruence between performance and reward, inadequate feedback or system obstacles. When shortage in abilities and skill is the cause training become necessary. Any change in the organization strategy necessitates training of group of employees.
Managers can identify training needs by considering three sources:-
Organizational Analysis
The first way to diagnose training needs is through organizational analysis which considers the organization as a system. An important part of the company's strategic human resource planning is the identification of the knowledge skills, and abilities (KSAs) that will be needed by employers in the future for performing his job. Sources of information for an organizational-level needs analysis may include the following:
• Grievances
• Accident records
• Observations
• Exit interviews
• Complaints from customers.
• Equipment utilization figures
• Training committee observations
• Waste/scrap/quality control data
Task Analysis
The second way to diagnose training needs is through analysis of the tasks performed in the organization. To do this analysis, it is necessary to know the job requirements of the organization. Job descriptions and job specifications provide information on the performances expected and skills necessary for employees to accomplish the required work. By comparing the requirements of jobs with the knowledge, skills, and abilities of employees, training needs are identified.
Individual Analyses
The third means of diagnosing training needs focuses on individuals and how they perform their jobs. The use of performance appraisal data in making these individual analyses is the most common approach. A training needs survey can be done in the form of questionnaires or interviews with supervisors and employees on an individual or group basis. The purpose is to gather information on problems perceived by the individuals.
The following sources are useful for individual analyses:
• Questionnaires
• Job knowledge tools
• Skill tests
• Attitude surveys
• Records of critical incidents
• Data from assessment centers
• Role-playing results
Establishing Training Objectives and Priorities
Once training needs have been identified using the various analysis, the next phase is to identify instructional objectives. Needs assessment help to prepare a blueprint that describes the objective to be achieved by trainee upon the completion of the training program. The success and the effectiveness of training can be measured in terms of the objectives set.
Objectives for training can be set in any area by using one of the following four dimensions:
i) Quantity of work: resulting from training (for example, number of words per minute typed or number of applications processed per day)
ii) Quality of work: after training (for example, dollar cost of rework, scrap loss, errors)
iii) Timeliness of work: after training (for example, schedules met or budget reports turned in on time)
iv) Cost savings: as a result of training (for example, deviation from budget, sales expense, or cost of downtime).
2) The Implementation Phase
Once the training need has been identified, and the objectives has been set, next comes the phase of designing the program. This basically means deciding on the actual content as well as on how to deliver the training program. This involves addressing certain issues such as:
➢ Who participates in the program? ➢ Who are trainers? ➢ What methods and techniques are to be used for training? ➢ What should be the level of training? ➢ Where is the program conducted?
Who are the trainees?
Training should be selected on the basis of self-nomination, recommendation of the supervisor or HR Dept. itself.
Who are the trainers?
Training and development program may be conducted by several people including the following: • Immediate supervisors. • Coworkers. • Members of the HR staff. • Specialist in other parts of the company. • Outside consultants. • Industry Association. • Faculty members at universities.
Methods and Techniques for Training:
There are various methods that employers use for training program. Training techniques represent the medium of imparting skills and knowledge to employees. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. The training methods are classified mainly in two groups:- 1) On the Job Training 2) Off the Job Training
1) On the job Training: Every employee is provided with some on-the-job training when he joins the organization. This is the most widely used methods of employee training as it provides the essential skills required to perform his job. On the job training means having a person learn a job by actually doing it. In-house training is the daily responsibility of supervisors and employees. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.
Types of On the job Training: Some of the on the job training methods given to employees while doing a job are: • Coaching • Mentoring • Job Rotation • Job Instruction Training • Apprenticeship Training
2) Off the job training:
Off the job training involves employees taking training courses away from their place of work. This is often also referred to as "formal training". The trainer is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the training is not distracted by job requirements, he can focus his entire concentration on learning the job rather than spending his time in performing it. Off the job training courses might be run by the business' training department or by external providers.
Off the job training methods are as follows:- • Vestibule Training:
In this method, actual work condition is stimulated in a classroom, employees are trained on the equipment’s they are employed but the training is conducted away from the place of work. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training.
• Lecture Method
It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Less time is needed for the trainer to prepare than other methods. The lecture method is a direct method and can be used for large group of trainees.
• Role Playing This method was developed by Moreno, a Venetian psychiatrist. Here a real-life situation is simulated by a group of trainees in whom each takes up the roles and defends their roles. It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play role of certain characteristics. They get an opportunity to practice people skills. It is possible to experiment with many different approaches to a situation without alienating any actual customers. This system includes limitation as lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.
• Programmed Instruction This is training where training is offered without the intervention of the trainer. Information is provided to the trainees in block, either in a book form or through a teaching machine. After reading each block of a machine the learner must answer a question about it. If the answers are correct, the learner proceeds to the next block, if not he repeats the same. The main advantage of PI is that it is self-paced- trainees can progress through the program at their own speed. One of the disadvantage is that the scope for learning is less, compared to other methods of training.
• Case Study: Christopher Langdell first developed this method in I880s. Under this method several empirical studies are done. The case study is based upon the belief that managerial competence can best be attained through the study, contemplation, and discussion of concrete cases. It is a written description of actual situation in business which provokes, in the reader, the need to decide what is going on, what the situation really is or what the problems are, and what can and should be done.
Implementation of the training program:
Once the training program has been designed, it needs to be implemented. Implementation is beset with certain problems. Firstly, most managers are action oriented and frequently say they are too busy to engage in training efforts. Secondly, availability of trainer is problem. The scheduling of training involves several important considerations. For example, it should be arranged at a time convenient for the learners and when interruptions can be minimized. Training and development requires a high degree of creativity than any other personnel specialty.
Programmed implementation involves action of the following lines:
1. Deciding the location and organizing training and other facilities.
2. Scheduling the training program.
3. Conducting the program
4. Monitoring the progress of trainees.
Every training programme should be pilot tested before initial use. This allows the programme to be tested against training objectives. Pilot testing should involve not only the trainers but a representative sample of the prospective learners as well.
3) Evaluation Phase
The last stage in training and development is evaluation of results. Since huge sum of money are spent on training and development, how far the program has been useful must be judged/ determined. The process of training evaluation has been defined as “any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.” Evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.
Levels of Evaluation
It is best to consider how training is to be evaluated before it begins. Donald L Kirkpatrick identified four levels at which training can-be evaluated. The ease of evaluating training becomes increasingly more difficult as training is evaluated using reaction, learning, behavior, and results measures. But the value of the training increases as it can be shown to affect behavior and results instead of reaction and learning-level evaluations.
Techniques Of evaluation:
Several techniques of evaluation are being used in firms. It may be stated that the usefulness of the method is inversely proportional to the same with which the evaluation can be done. Some of the techniques used for training evaluation are:
Control and Experimental:
In this approach, two groups control and experimental are randomly selected, one to receive training (experimental) and the other not to receive training (control). Measures are taken of the relevant indicators of success (e.g. pieces produced per hour, wires attaché etc.) before and after training for both groups. If the gains demonstrated by the experimental group are better than those by control group, then the training program is labeled as successful.
Questionnaire:
One simple method is to send questionnaires to the trainees after completion of the program to obtain their opinion about the programs worth. Their opinion could also be obtained through interviews. A variation of this method is this to measure knowledge skills that employees possess at the commencement and completion of training. If the measurement reveals the results are satisfactory, than the training may be treated as successful.
Time-Series Analysis:
In this method measurements are taken before the training program begins and are continued during and after the program is completed. These results are plotted on a graph to determine whether the changes have occurred and remain as a result of the training effort.
Cost- Benefit Analysis:
In order to conduct a thorough training evaluation of a training program, it is important to assess the costs and benefit associate with the program. Some of the costs should be measured such as need assessment costs, salaries of training department staffs, purchase of equipment’s etc. The benefit to be compared to the cost is rupee payback associated with the improvements in trainee’s performance, their behavioral changes, and the longevity of the period during which the benefit will last.
Chapter-4
COMPANY ANALYSIS
INDUSTRY PROFILE
AN OVERVIEW OF ELECTRONIC INDUSTRY
Electronics is a wide ranging industry, with its traditional markets changing s its moves into other sector. UK has particular strength in electronic chip design across the wide spectrum of disciplines, which is recognized globally, and has successfully focused on software and design innovation. As of 2006, UK invests 1.9% of its GDP in software.
The main sub groups are:
➢ Machinery components, e.g. micro processors
➢ Electro communication equipment
➢ Consumer electronics
➢ Medical equipment
➢ Instrumentation
➢ Process control-used in engineering and statistics
➢ Optical and photographic equipment.
PROSPECTS OF THE INDIAN ELECTRICAL/ELECTRONIC INDUSTRY
Like every other industrial sector in India, the Indian electronic industry is too is slowly emerging from out of its protective cover. For far too long has Indian industry remained shackled and consequently inward looking. Over the past fifty years there was no exposure to global players and competition, with the result that the industry grew up in a sheltered environment, dependent on the government for everything, from licenses to protection to tariffs. Each of these interventions was aimed at securing protection for oneself and ensuring growth of once own organization at the cost of industry and nation at large. Lack of global competition encouraged a “cost plus” approach, where every conceivable cost increase was passed on to the customer. There was thus no motivation to reduce the cost.
Since last decade India has witnessed what global players have achieved and what they are capable of achieving. We are becoming aware of competition on our turf. In this scenario, every company complaints of increased competition, lower order books and shrinking margins. The Indian electrical/electronic industry is of course further besieged by the fact that there is a dearth of business on account of lack of investment in the power infrastructure.
FUTURE PROSPECTS
The domestic market in India is itself large, and one most firstly satisfy this market with products that meet the international quality standards. With increasing globalization, every international player is now operating in India, providing goods and services complying with international quality. Once we deliver high quality goods and services within the domestic market, accessing the international market for export should not pose a serious challenge. The electrical/electronics industry in India is growing to its full potential in the coming years and no doubt that India will soon come to be recognized for quality products and services which in turn, will bring this industry to a position of true leadership. Indian electrical industry has grown because of governments thrust on it and also due to overall economic growth. It has also reached a stage where the industry has demonstrated its capabilities. The industry has seen a growth of 20% and should continue at the same level for the next few years.
FACTORS GOVERNING GROWTH IN THIS INDUSTRY
Every industry thrives on some supporting factors. In this connection, there are few factors governing the growth of electrical and electronic industry:
• Research and development played an important role to the increased productivity and higher value added electrical and electronic products.
• Foreign investment accelerated growth in production and export as well. To expand their business, foreign companies have done huge investments which lead developing country in establishing production units.
• Global industries like medical, telecommunications, industrial and automotive industries have been cordially supported by electrical and electronic industry.
• Increase in income changed living standard of the common mass. As a result, it increased the demand of electronics especially consumer electronics products globally.
• Electric and electronic industry is highly fragmented which comprises of many small and medium enterprise resulting into a huge industry.
• Asia pacific region is emerging as the most spinning space for the consumer electronics industry, as the market remain still unreached.
• Innovation has played importantly in this industry. It led to a consistent demand for newer and faster products and applications.
COMPANY PROFILE
Started in 1977 with two employees and a burning passion by the dream of a man, Sri Kochouseph Chittilappilly is now a force to reckon with in the Indian electric and electronic goods panorama. Our untiring commitment for performance, cutting edge technology, innovative design and dependable service standards have led to unrivalled product quality and a trusted brand image. In 1977, Kochouseph Chittilappilly began a small manufacturing unit for voltage stabilizers with a vision and a capital of Rs 1,00,000 borrowed from his father. He soon established V-Guard Industries as a household name. V-Guard became the synonym for voltage stabilizers across South India. The company soon extended their range of products to include Pumps & Motors, Electric Water Heaters, Solar Water Heaters, Cables, UPS’s, and Ceiling Fans.
The Company was converted into a private limited company in November 15, 2001 and subsequently got converted into a public limited company on August 1, 2007 and received a fresh certificate of incorporation in the name of 'V-Guard Industries Limited'. Products marketed under the brand name V-GUARD' are Electronic Voltage Stabilizers, Monobloc, Jet, Submersible pumps and Electric Motors, Insulated Electrical Cables (House Wiring & Industrial), Electric Storage & Instant Water Heaters, Solar Water Heaters, UPS for computers, Electric Fans and the company also busy with Generation of power through wind mills. It has a network of sixteen branches including our head office located in Cochin, 105 distributors, 75 service centers, 7000 retailers and spread 12 states across the country, V-Guard, with its array of products for the home, has a consumer base exceeding 40 million. The company has care on manufacture products that meets international quality standards and provide trouble-free performance. The Company have Electro-Controls Division is a state-of-the-art facility for the production of stabilizer cabinets, the fully automated, ISO 9001 certified Electrical Cable Division located at Coimbatore facility that manufactures electrical cables starting from 0.25sqmm size to 10sqmm size and the Solar Water Heater plant uses international manufacturing technologies with high quality standards. The company received Vyavasaya Jyothi Award from the Ernakulam Chamber of Commerce for the year 1996 and also Industry Excellence Award for Medium Scale Industries from The Institution of Engineering (India), Cochin for the year 1998. Kochouseph Chittilappilly ventured into the leisure industry in the year 2000, established Veega Land' one of the most attractive amusement parks in the country, with a spectacular range of rides and entertainment, located at Pallikara in Kochi. Veega Land has lent a new dimension to the tourism scenario in Kerala. Veega Land is the first amusement park in the country to be awarded the ISO 14001 - 2004 Certification for environment friendliness and conservation of natural resources. The company won the Kerala State Tourism Award for the year 2001 - 02 for being the most eco-friendly tourism project through its group company Veega Land. As a successful result the V-Guard Group has set up their second and India's biggest amusement park Wonder La' in Bangalore. V-Star Creations a subsidiary of V-Guard manufactures designer in garments and lingerie. V-Guard recently ventured into states of Maharashtra, Haryana, Madhya Pradesh, Orissa, Himachal Pradesh, Chattisgarh, Uttar Pradesh and Gujarat. Under in expansion the company plans to set up a factory in Coimbatore, for producing L.T.Power Cables and another unit in Himachal Pradesh or in Uttaranchal for producing domestic cable. In 2008, the company entered in capital market with IPO of 80,00,000 of equity shares of Rs. 10 each.
MILESTONES ON V-GUARD’S SUCCESS
| | |
|1977 |Sri. Kochouseph Chittilappilly sets up Premier Electronics with an investment of Rs.1 lakh and 2 employees. 2 |
| |refrigerator stabilizers were manufactured each day. |
|1980 |Launched AC stabilizers. |
|1982 |Started another unit called “Universal Electronics”. |
|1983 |Started “Supreme Electronics”. |
|1986 |Started “Prompt India”. Expanded operation outside Kerala. |
|1987 |Launched Servo-Controlled stabilizers. |
|1989 |‘Prompt India’ converted into ‘V-Guard’ Industries. |
|1992 |Launched V-Guard pumps and started new branch office in Andhra Pradesh. |
|1996 |V-Guard Industries became a Public Limited Company. Launched water heaters and wiring cables. |
|1997 |Launched Aquatron, for overhead water tanks. |
|1998 |Launched UPS (Online & Offline). |
|1999 |Launched Digital stabilizers, Diversified into Electric Cable business with V-Guard Cable manufacturing unit at |
| |Coimbatore. |
|2000 |Turnover crosses INR 1000million mark. |
|2001 |Launched Compressor pumps. Company is converted into Private Limited for better maneuverability. |
|2002 |Launched V-guard Solar Water Heaters. |
|2005 |Launched Solar Water Heaters with Evacuated Glass Tube Collector Technology. |
|2006 |Launched V-Guard Fans. |
|2007 |Turn over crossed INR 2400 million Mark. V-Guard Industries became a Public Limited Company. |
|2008 |Listed in BSE & NSE. Launched Inverters & LT Cables. |
|2009 |Opened manufacturing facility for Water Heaters and Fan at Kala Amb, HP. |
|2010 |Turn over crossed 4600 million Mark. |
VISION AND MISSION
Vision:
“LET US ENDEAVOUR TO MAKE V-GUARD A TRUSTED HOUSEHOLD NAME”.
Mission:
• To offer a range of products at affordable prices, through optimum utilization of resources.
• To make our products meet international quality standards and provide excellent performance.
• To use innovative designs, which support timely and efficient post sale service.
• To continuously add values to our products through technical collaboration.
• To perpetually evaluate and improve customer care.
PROMOTERS
• Mr. Kochouseph Chittilappilly
• Ms. Sheela Kochouseph
BOARD OF DIRECTORS
• Managing Director: Mr. Kochouseph Chittilappilly
• Chairman: Mr. P.G.R. Prasad
• Executive Director: Mr. Mithun Chittilappilly
• Independent Directors: Mr.C.J. George
Mr. A.K. Nair
ORGANISATIONAL STRUCTURE
[pic]
PRODUCT PROFILE
Electronic Voltage Stabilizers
V-Guard is the largest selling brand of electronic voltage stabilizers across India. The product is marked to 19 states in India and almost 90% of the turnover is flowing into the firm from South India. Presently TV Stabilizers, Refrigerator Stabilizers, AC Stabilizers and Digital Stabilizers are being marketed mainly. Recently the firm has also tested developed Mainline Stabilizer.
Electronic Cables
Electronic Cables started in 1999 is ISO 9001:2008 certified unit enjoying a very good market share in South India. There is a manufacturing plant located at Coimbatore in Tamil Nadu. Now the plant is running at three shift operation.
Pumps
V-Guard pumps are made according to ISI standards and specifications using high-quality components, meet high performance standards. They are known for their sturdiness, durability and dependability.
UPS
Online UPS and Offline UPS, the trusted companion of computers, driven by high end features like advanced PWM-MOSFET Technology with PID Control, Zero Power Drain Technology to prevent Deep Discharge of battery, OFF-MODE battery charging and intelligent software shutdown to provide high quality in power management.
Electric Water Heaters
Instant type, Storage Type and Gas Geysers are available. Geysers are manufactured in the-state-of-the-art production set up and it comes with ISI mark and Penta Protection System (PPS). Its outer body is made of rust proof, shock proof ABS. The total turnover of the section is 43 Crores.
Solar Water Heaters
A truly international quality product manufactured at the use the highly efficient Evacuated Tube Collector system enabling optimal utilization of solar energy. The PUF insulated stainless steel storage tank prevents heat loss.
Electric Fans
Ceiling Fan, Exhaust, Table, Pedestal, Wall Mounting models are available. V-Guard fans are sleek and elegant, provide excellent air circulation. Double ball bearings ensure they keep whirling smoothly for years. The hub and blades have a powder coated finish and rust resistant.
Chapter-5
RESEARCH DESIGN, METHODOLOGIES, SOURCE OF DATA COLLECTION AND LIMITATIONS
RESEARCH DESIGN
Every research is done to gain some knowledge. Collecting right information and presenting them properly is necessary for a proper research. A research without a pre-plan will be like a traveller who doesn’t know the way to his target. A proper research plan is necessary for doing research with a proper understanding of how it is to be done and what is to be done at every stage. Research design gives a clear path to our objective without getting distracted and to be focused on our research.
A researcher needs to have a well-established research design to distinguish between relevant and irrelevant information. Without a research plan the research will be time consuming and complex. Research plan helps to collect relevant information relating to the research problem and use proper data collection techniques.
In this research, mainly descriptive and exploratory type of research design has been used.
METHODOLOGIES:
The modus operandi included constant interaction with the manager and staffs. The study includes the survey with the aid of questionnaire. The secondary data were collected by referring to company’s website, official booklets, magazines etc.
SOURCE OF DATA:
Both the primary and secondary data are used to complete the project.
PRIMARY DATA
Primary data are those data collected by the investigator directly from the respondents. Primary data for this study was collected directly from managers and staffs by means of questionnaire and discussions and direct observations. Secondly the sampling technique (Simple Random Sampling) was also applied.
SEONDARY DATA
Secondary data are those data collected by the investigator indirectly. For this study these data were collected from journals, brochures, magazines and websites.
SAMPLING PLAN
Simple Random Sampling is the technique applied in this research in which each and every unit of population has an equal chance of being selected into the samples. The sample size taken for the study from various departments is 50 employees.
LIMITATIONS OF THE STUDY:
• Some data were collected from secondary sources since the study was conducted in corporate office with busy schedules.
• The questionnaire has many limitation compared to personal interview.
• The responses given by the respondents may be biased.
• The research is mainly meant for academic purpose only and there is no commercial benefit for the research.
Chapter-6
DATA ANALYSIS, INTERPRETATION AND PRESENTATION
RESPONSE OF QUESTIONNAIRE
1) How is training needs determined in the organization?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|Performance Appraisal data |25 |50 |
|Supervisor Observation |22 |44 |
| Peer feedback |0 |0 |
|Interview |0 |0 |
|Questionnaire |3 |6 |
|TOTAL |50 |100% |
[pic]
INFERENCE: From the above observations, it is clear that majority (50%) of the respondent feels that Performance Appraisal Data is the key source of determining the training needs in the organization. Other 44% support Supervisor Observation and 6% consider Questionnaire as the factor for identifying the needs of training.
2) Does your current job make proper utilization of your skills and knowledge?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |12 |24 |
|B) Agree |30 |60 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100 |
[pic]
INFERENCE: The above information shows that 60% of respondent agrees that their skills and knowledge are being used optimally for the current job. 24% of the respondent has strongly agreed the same and 16% of the respondent feels that their skills and knowledge are not being utilized properly.
3) How often do you feel the training has to be done?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Monthly |14 |28 |
|B) Quarterly |34 |68 |
|C) Half-yearly |2 |4 |
| D) Annually |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information shows that 68% of respondent feels that the training has to be carried out quarterly. Around 28% wish for the training every month. Hardly very few of the respondents feel to have the training half-yearly i.e. 4%.
4) Are the skills possessed by you sufficient in the existing system?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |10 |20 |
|B) Agree |33 |66 |
|C) Disagree |5 |10 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above observation indicates that 66% of the employees agree that the skills possessed by them are sufficient in the existing system. The same statement is being supported by 20% of respondent strongly. But 10% of respondent dis agree with the same and 4% of respondent has got complete opposition with the statement that their possessed skills are enough for the present prevailing system.
5) Are you clear with the training policies of the organization?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |5 |10 |
|B) Agree |28 |56 |
|C) Disagree |17 |34 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above table shows that around 56% of respondent agree that they are clear with the training policies of the organization. 10% respondent feels very confident with their knowledge in the training policies. But 34% of respondent are not found clear with the organizational training policies.
6) Do you feel that the training programs are achieving the objectives of providing training?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |13 |26 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information shows that majority of respondent agrees that the training program is achieving its goals and objectives. 26% of the respondent strongly agrees with this. But however 16% of employees disagree with this as they feels that the goals are not achieved supported by 4% of respondents very strongly.
7) Does the training program help in increasing your skills and knowledge?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |10 |20 |
|B) Agree |31 |62 |
|C) Disagree |7 |14 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
[pic]
INFERENCE: It is clear from the above information that 62% of respondent agrees that their skills and knowledge get advanced with the training and it is being strongly supported by 20% of the respondent. But 14% of respondent feels that their skills and knowledge are not being increased by training process and this has been supported strongly by 4% of the respondent.
8) Is the training program helpful in increasing your communication and interpersonal skills?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |15 |30 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information signifies that majority (54%) of respondent agrees that the training process help them in increasing communication and interpersonal skills which has being strongly agreed by 30% of the respondent too. But 16% of the respondent feels that training is not so helpful.
9) Is the training program in the organization of sufficient duration?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |2 |4 |
|B) Agree |35 |70 |
|C) Disagree |11 |22 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
[pic]
INFERENCE: From the above observation, it is clear that majority (70%) of respondent is satisfied with training duration. This has being supported strongly by 4% of respondent. 22% feels unsatisfied with the training duration with a strong support of 4% of respondent for the same.
10) Is the training program helpful in increasing promotional opportunities?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |7 |14 |
|B) Agree |27 |54 |
|C) Disagree |16 |32 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information indicates that 54% of respondent agrees that training helps in increasing promotional opportunities which is being strongly supported by 14% among the respondent. However 32% of respondent disagrees that training will support promotional opportunities.
11) Is your supervisor/trainer capable enough to solve your grievances?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |13 |26 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
[pic]
INFERENCE: Above observation shows that 54% of the respondent agree that they feel confident that their trainer can solve their problems. 26% of the respondent has strongly agreed the same. But 16% of respondent disagreed that the trainer can solve their grievances. This is supported strongly by 4% of the respondent.
12) Do you feel free to say your problems to your trainer?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |12 |24 |
|B) Agree |30 |60 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information shows that 60% of respondent agrees that they are able to convey their problems freely to the trainer. This has been supported by 24% respondent very strongly. However 16% of the respondents fail to convey their problems to their trainer.
13) Does the management provide you training as and when required?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |5 |10 |
|B) Agree |22 |44 |
|C) Disagree |20 |40 |
| D) Strongly Disagree |3 |6 |
|TOTAL |50 |100% |
[pic]
INFERENCE: As per the requirement of training, 44% of respondent agree that trainings are provided at the proper time. This is being strongly supported by 10% of respondent. However 40% of respondent disagree that the trainings are provided as and when required. 6% of respondent strongly disagree the same.
14) Are you satisfied working in V-GUARD?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |18 |36 |
|B) Agree |30 |60 |
|C) Disagree |2 |4 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
[pic]
INFERENCE: The above information shows that 60% of respondent are happy working in V-Guard with a strong support of 36% of respondent for the same. However 4% of the respondent is dissatisfied in working with V-Guard.
Chapter-7
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
• With nearly 1300 employee strength, V-Guard Industries has given much importance to Training and Development. V-Guard is successful in implementing various training programmes so as to increase the efficiency and effectiveness of the individuals within the organization reducing the gap between the actual and expected performance.
• V-Guard also tries to be unique with their training schedules, which they prepare as a calendar for a period of one year in advance and implement accordingly.
• Through their training processes, V-Guard could also bring a trust within its employees on their skills, abilities and knowledge. It could satisfy its employees with thorough training and motivate them to hike their level of performance.
• Determination and identification of the need of training is considered to be a crucial step in the training and development process in V-Guard so as to ensure that training is being provided according to the requirement for which they uses performance appraisal data, questionnaire etc.
• The response to the questionnaire clearly suggests that majority of the employee (respondents) are very much satisfied with the training process in V-Guard which helped them not only for increasing their performance in the organization, but also identify and explore their capabilities and knowledge.
• In order to ensure optimum results, the process of training is monitored and evaluated at each level through various techniques like Kirkpatrick Model which help the employees to be more and more competent. And if the result after training is found unsatisfied, the period of training is being extended so as to reach the objectives.
• The response to questionnaire also suggests that V-Guard also focus on the welfare of its employees and not fully a profit driven firm.
SUGGESTIONS:
• The response for the questionnaire indicates that the training needs are being determined mostly through Performance Appraisal data and Supervisor observation. But to know the real need of individuals, the Interview or questionnaire with the employee may be the better way since even after any kind of training, they are the people who perform the work.
• It has been found through the questionnaire that the organization is not much successful in transferring the information on the training policies to its employees through which employees may get demotivated or may keep the employees away from the topic. And hence the organization could opt for a counseling program which would clearly specify the training policies and processes.
• Some of the employees do not find the training process much helpful for improving communication and interpersonal skills. Since the interpersonal relation among the individuals within the organization has got a very important role in building coordination and a good team spirit, it has to be focused. The company has to pay attention towards various techniques like that of role plays, seminars etc. that would help to bind the individuals together.
CONCLUSION:
The study on Training and Development practices was conducted in the corporate office of V-Guard Industries, Cochin among the employees. The study could analyze the different stages in the training process from the need identification to the evaluation stage that has been implemented in V-Guard Industries. The research could find the techniques, policies and measures adopted by the company to conduct the training process effectively and successfully. The study has also analyzed the response and satisfaction that the employees gained out of the training. The research could find that the process of training and development in V-Guard Industries is well organized and scheduled so as to ensure generation of optimum result.
The training programs within the organization could help the employees to grow better in performance level which in turn contribute to the organizational effectiveness. It had also given the employees to identify their abilities and skills. The training practices in the organization would also ensure motivation to its employees.
BIBLIOGRAPHY AND REFERENCES
REFERENCES:
➢ Human Resource Management, K. Ashwatappa
➢ Human Resource Management, V.S. P Rao
➢ Organizational Behaviour, Uma Sekaran
WEBSITES:
➢ http://www.vguard.in
➢ http://www.wikipedia.org
APPENDIX
QUETSIONNAIRE
For a study on training and development in V-guard Industries
These are few questions that would not take more than 5 minutes of your time. I hope the response would be honest and unbiased.
Designation/Department:
Work experience in the company:
Please put tick mark for the relevant column:
A) Strongly Disagree B) Disagree C) Agree D) Strongly Agree
|Questions |A |B |C |D |E |
|How is training needs determined in the organization? | | | | | |
|a)Performance Appraisal data b)Supervisor Observation c)Peer feedback d)Interview e)Questionnaire | | | | | |
|Does your current job make proper utilization of your skills and knowledge? | | | | | |
|How often do you feel the training has to be done? | | | | | |
|a)Monthly b)Quarterly c)Half yearly d)Annually | | | | | |
|Are the skills possessed by you sufficient in the existing system? | | | | | |
|Are you clear with the training policies of the organization? | | | | | |
|Do you feel that the training programs are achieving the objectives of providing training? | | | | | |
|Does the training program help in increasing your skills and knowledge? | | | | | |
|Is the training program helpful in increasing your communication and interpersonal skills? | | | | | |
|Is the training program in the organization of sufficient duration? | | | | | |
|Is the training program helpful in increasing promotional opportunities? | | | | | |
|Is your supervisor/trainer capable enough to solve your grievances? | | | | | |
|Do you feel free to say your problems to your trainer? | | | | | |
|Does the management provide you training as and when required? | | | | | |
|Are you satisfied working in V-GUARD? | | | | | |
-----------------------
Compare training outcome against criteria
Monitoring Training
Conduct Training
Arrange For Training
Select Training methods
Pretest Trainees
Develop Criteria
Identifying training Objectives
Determining training needs
-----------------------
57
project done on the trainind and development of vguard
DECLARATION
I, ABHIJITH C, Student of Amrita School Of Arts And Sciences, Mysore would like to declare that the project report entitled, “A STUDY ON TRAINING AND DEVELOPMENT PRACTICES OF V-GUARD INDUSTRIES LTD.,” in partial fulfillment of BACHELOR OF BUSINESS MANAGEMENT degree course of AMRITA VISHWA VIDYAPEETHAM UNIVERSITY, Ettimadai is my original work.
I declare that this report has not been submitted in full of part there of any institute or University for the award of any degree or diploma.
Date: 23/07/2011 [ABHIJITH C]
Place: Mysore [Reg. No.:MY.BU.U3BBM09001]
ACKNOWLEDGEMENT
While presenting the report of my project, I have great pleasure in acknowledging the help rendered and guidance given to me by various people during the course of our project.
I would like to thank, Mrs.Vidhya C Pai, the Principal of Amrita School of Arts & Sciences, Mysore for giving me the opportunity to do the project.
I choose this moment to acknowledge Mrs. Sunayana N, the HOD who monitored my progress and arranged all the facilities.
I would like to express my sincere thanks and gratitude towards Mrs. Jyothi, the project mentor for her generous guidance, constant inspiration and vigilant supervision helped me in the completion of this project.
I would express my sincere gratitude to Mr. John Mathew Sebastian, HR Manager, who gave me permission and support throughout my project, work in V-GUARD INDUSTRIES. I also extend my gratitude also to all other staffs and employees for their valuable advice and support for the preparation of this project.
Abhijith C
TABLE OF CONTENTS
| | | |
|SL. NO. |CONTENTS |PAGE NO. |
|1. |Introduction |5 |
|2. |Topic, Reason and Scope for the study, Problem Formulation |8 |
|3. |Literature Review |11 |
|4. |Company Analysis |23 |
|5. |Research Design, Methodologies, Sources of Data Collection and Limitation |32 |
|6. |Data analysis, Interpretation and Presentation |35 |
|7. |Findings, Suggestions and Conclusion |50 |
|8. |Bibliography and References |54 |
|9. |Appendix |56 |
Chapter-1
INTRODUCTION
INTRODUCTION:
This is a project study on the Training and Development Practices in HRM conducted in one of the leading electrical/electro mechanical industry in India, V-Guard Industries Ltd. It was done from the corporate office at Vennala, Kochi, Kerala.
HRM is paramount importance for success of any organization. HRM is the wealth of an organization which can help it achieving its goals. HRM concerned with the human beings in an org. It reflect a new outlook which views orgs man power as its resource and assets HR is the total knowledge, abilities, skills, talents, and aptitude, of an orgs work force. HRM is the process of management which develops and manages the human element of enterprise. It is not only the management of skills but also the attitude and aspiration of people.
Training is the formal and systematic modification of behaviors through learning which occurs as a result of education, instruction, development and planned experience. Development is any learning activity, which is directed towards future needs rather than present needs, and which is concerned more with career growth than immediate performance. In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is - it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his/her skills and knowledge.
Importance of Training and Development:
i) It is implied when work deficiency is caused by a lack of ability rather than a lack of motivation to perform.
ii) The individuals involved have the aptitude and motivation need to learn to do the job better
iii) Supervisors and peers are supportive of the desired behaviors
Purpose of training:
The aim of training is to help the organization achieve its purpose by adding value to its key resource – the people it employs. The purpose of training is to:
i) To increase productivity, quality and efficiency
ii) To promote versatility and adaptability to new methods
iii) To reduce the number of accidents
iv) To reduce labors turnover
v) To increase job satisfaction displaying itself in lower labor turn-over and less absenteeism.
Advantages of training:
• Leads to improved profitability and/or more positive attitudes toward profits orientation.
• Improves the job knowledge and skills at all levels of the organization.
• Improves the morale of the workforce.
• Helps people identify with organizational goals.
• Improves the relationship between boss and subordinate
• Aids in understanding and carrying out organizational policies.
• Organization gets more effective decision-making and problem solving.
• Helps keep costs down in many areas, e.g. production, personnel. Administration, etc.
• Develops a sense of responsibility to the organization for being competent and knowledgeable
Disadvantages of training:
• Can be a financial drain on resources; expensive development and testing, expensive to operate.
• Often takes people away from their job for varying periods of time.
• Equips staff to leave for a better job.
Chapter-2
TOPIC, REASONS & SCOPE FOR THE STUDY
TOPIC:
Study on Training and development practices in Human Resource Department.
REASONS FOR THE STUDY:
The study undertaken at V-GUARD INDUSTRIES LTD is aimed to explore the level of knowledge into areas of Human Resource Management. The main motive with the study is to gain a practical knowledge on the HRM in large organizations.
• To familiarize with the large business organizations.
• To know how HR is utilized and managed in an organization.
• To familiarize the training and development practices in an organization.
• To study on the training needs and satisfaction of the employees and to find the best method of training.
SCOPE OF THE STUDY:
• Practical knowledge and general understanding on the topic that would help me in my future career.
• To have an understanding on smooth functioning of an organization.
PROBLEM FORMULATION:
Every organization needs to have well-trained and experienced people to perform the work and to survive in this competitive environment. Training and Development is necessary to raise the skill levels and increase the versatility and adaptability of employees. Training and Development is a process of learning a sequence of programmed behavior. It is application of knowledge; it gives people an awareness of rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.
In simple terms, training and development refer to the imparting skills, abilities and knowledge to an employee. More clearly, training and development may be understood as an attempt to improve current or future employees ability to perform through learning usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency computed as follows: Training Need= Standard Performance - Actual Performance
Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality. Training a person for a bigger and higher job is development, this process includes not only imparting skills but also certain mental and personality attributes.
The success of any training or development program can be quantified by the amount of learning that occurs and is transferred to the job. Often, unplanned and uncoordinated training efforts significantly reduce the learning that could have occurred. Without a well-designed, systematic approach to training, what is learned may not be what is best for the organization.
Chapter-3
LITERATURE REVIEW
LITERATURE REVIEW
Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the whole scenario has changed. Training has become an integral part of HR activities. Training is now considered as more of retention tool than a cost. Training is essential in every level and stages of the organization.
Inputs in Training
Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distinct future. The main purpose of a training program is to make the trainee equipped with the skills and knowledge necessary to perform a certain task efficiently. An effective training program must hold the following inputs:-
Skills: - A worker needs skills to and uses other equipment with least damage and scrap. Usually operators need basic skills or motor skills. While, Employees particularly supervisors and executives need interpersonal skills. This also involves decision making and problem solving skills by improving employee’s abilities to define and structure problem, collect and analyze information, generate alternatives and make an optimal decision.
Education: - the purpose of education is to teach theoretical concept and develop a sense of reasoning and judgment. Education is more important for managers and executives rather than for lower level workers.
Ethics: - There is need for imparting greater ethical orientation to a training and development program. Training enlightens the employees in the organization about the need for ethical behavior and the ethical practices to be followed. If the production, finance or marketing personnel indulge in unethical practice, the fault rests on HR manager.
Attitudinal changes: - Attitude represents feelings and beliefs of individual towards others. Training and Development helps to change the attitude by making them more committed to the work or motivating for better performance etc.
Training programs has an effective impact on company’s overall performance. Employee training and development is not only an activity that is a necessity but also an activity that an organization must commit resources to if it has to maintain a viable and a knowledgeable workforce. Training and Development programs involves huge costs and time, therefore the whole program need to be planned and designed well for the effectiveness of the whole program and to get the real benefit from the training program for both individual and the organization. The whole training process contains the following phases:
FIG.3.1
ASSESSMENT IMPLEMENTATION EVALUATION
1) Assessment Phase
In the assessment phase, planners determine the need for training and specify the objectives of the training effort. The identification of training needs is primarily based on the skills that are required to perform the organization's tasks. Determining organizational training needs is the diagnostic phase of setting training objectives. Technology changes fast and generates new demands and new skills.
Need assessment occurs at two levels, individual and group. An individual’s performance deficiency may be due to KSA deficiency, incongruence between performance and reward, inadequate feedback or system obstacles. When shortage in abilities and skill is the cause training become necessary. Any change in the organization strategy necessitates training of group of employees.
Managers can identify training needs by considering three sources:-
Organizational Analysis
The first way to diagnose training needs is through organizational analysis which considers the organization as a system. An important part of the company's strategic human resource planning is the identification of the knowledge skills, and abilities (KSAs) that will be needed by employers in the future for performing his job. Sources of information for an organizational-level needs analysis may include the following:
• Grievances
• Accident records
• Observations
• Exit interviews
• Complaints from customers.
• Equipment utilization figures
• Training committee observations
• Waste/scrap/quality control data
Task Analysis
The second way to diagnose training needs is through analysis of the tasks performed in the organization. To do this analysis, it is necessary to know the job requirements of the organization. Job descriptions and job specifications provide information on the performances expected and skills necessary for employees to accomplish the required work. By comparing the requirements of jobs with the knowledge, skills, and abilities of employees, training needs are identified.
Individual Analyses
The third means of diagnosing training needs focuses on individuals and how they perform their jobs. The use of performance appraisal data in making these individual analyses is the most common approach. A training needs survey can be done in the form of questionnaires or interviews with supervisors and employees on an individual or group basis. The purpose is to gather information on problems perceived by the individuals.
The following sources are useful for individual analyses:
• Questionnaires
• Job knowledge tools
• Skill tests
• Attitude surveys
• Records of critical incidents
• Data from assessment centers
• Role-playing results
Establishing Training Objectives and Priorities
Once training needs have been identified using the various analysis, the next phase is to identify instructional objectives. Needs assessment help to prepare a blueprint that describes the objective to be achieved by trainee upon the completion of the training program. The success and the effectiveness of training can be measured in terms of the objectives set.
Objectives for training can be set in any area by using one of the following four dimensions:
i) Quantity of work: resulting from training (for example, number of words per minute typed or number of applications processed per day)
ii) Quality of work: after training (for example, dollar cost of rework, scrap loss, errors)
iii) Timeliness of work: after training (for example, schedules met or budget reports turned in on time)
iv) Cost savings: as a result of training (for example, deviation from budget, sales expense, or cost of downtime).
2) The Implementation Phase
Once the training need has been identified, and the objectives has been set, next comes the phase of designing the program. This basically means deciding on the actual content as well as on how to deliver the training program. This involves addressing certain issues such as:
➢ Who participates in the program? ➢ Who are trainers? ➢ What methods and techniques are to be used for training? ➢ What should be the level of training? ➢ Where is the program conducted?
Who are the trainees?
Training should be selected on the basis of self-nomination, recommendation of the supervisor or HR Dept. itself.
Who are the trainers?
Training and development program may be conducted by several people including the following: • Immediate supervisors. • Coworkers. • Members of the HR staff. • Specialist in other parts of the company. • Outside consultants. • Industry Association. • Faculty members at universities.
Methods and Techniques for Training:
There are various methods that employers use for training program. Training techniques represent the medium of imparting skills and knowledge to employees. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. The training methods are classified mainly in two groups:- 1) On the Job Training 2) Off the Job Training
1) On the job Training: Every employee is provided with some on-the-job training when he joins the organization. This is the most widely used methods of employee training as it provides the essential skills required to perform his job. On the job training means having a person learn a job by actually doing it. In-house training is the daily responsibility of supervisors and employees. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.
Types of On the job Training: Some of the on the job training methods given to employees while doing a job are: • Coaching • Mentoring • Job Rotation • Job Instruction Training • Apprenticeship Training
2) Off the job training:
Off the job training involves employees taking training courses away from their place of work. This is often also referred to as "formal training". The trainer is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the training is not distracted by job requirements, he can focus his entire concentration on learning the job rather than spending his time in performing it. Off the job training courses might be run by the business' training department or by external providers.
Off the job training methods are as follows:- • Vestibule Training:
In this method, actual work condition is stimulated in a classroom, employees are trained on the equipment’s they are employed but the training is conducted away from the place of work. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training.
• Lecture Method
It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Less time is needed for the trainer to prepare than other methods. The lecture method is a direct method and can be used for large group of trainees.
• Role Playing This method was developed by Moreno, a Venetian psychiatrist. Here a real-life situation is simulated by a group of trainees in whom each takes up the roles and defends their roles. It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play role of certain characteristics. They get an opportunity to practice people skills. It is possible to experiment with many different approaches to a situation without alienating any actual customers. This system includes limitation as lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.
• Programmed Instruction This is training where training is offered without the intervention of the trainer. Information is provided to the trainees in block, either in a book form or through a teaching machine. After reading each block of a machine the learner must answer a question about it. If the answers are correct, the learner proceeds to the next block, if not he repeats the same. The main advantage of PI is that it is self-paced- trainees can progress through the program at their own speed. One of the disadvantage is that the scope for learning is less, compared to other methods of training.
• Case Study: Christopher Langdell first developed this method in I880s. Under this method several empirical studies are done. The case study is based upon the belief that managerial competence can best be attained through the study, contemplation, and discussion of concrete cases. It is a written description of actual situation in business which provokes, in the reader, the need to decide what is going on, what the situation really is or what the problems are, and what can and should be done.
Implementation of the training program:
Once the training program has been designed, it needs to be implemented. Implementation is beset with certain problems. Firstly, most managers are action oriented and frequently say they are too busy to engage in training efforts. Secondly, availability of trainer is problem. The scheduling of training involves several important considerations. For example, it should be arranged at a time convenient for the learners and when interruptions can be minimized. Training and development requires a high degree of creativity than any other personnel specialty.
Programmed implementation involves action of the following lines:
1. Deciding the location and organizing training and other facilities.
2. Scheduling the training program.
3. Conducting the program
4. Monitoring the progress of trainees.
Every training programme should be pilot tested before initial use. This allows the programme to be tested against training objectives. Pilot testing should involve not only the trainers but a representative sample of the prospective learners as well.
3) Evaluation Phase
The last stage in training and development is evaluation of results. Since huge sum of money are spent on training and development, how far the program has been useful must be judged/ determined. The process of training evaluation has been defined as “any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.” Evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.
Levels of Evaluation
It is best to consider how training is to be evaluated before it begins. Donald L Kirkpatrick identified four levels at which training can-be evaluated. The ease of evaluating training becomes increasingly more difficult as training is evaluated using reaction, learning, behavior, and results measures. But the value of the training increases as it can be shown to affect behavior and results instead of reaction and learning-level evaluations.
Techniques Of evaluation:
Several techniques of evaluation are being used in firms. It may be stated that the usefulness of the method is inversely proportional to the same with which the evaluation can be done. Some of the techniques used for training evaluation are:
Control and Experimental:
In this approach, two groups control and experimental are randomly selected, one to receive training (experimental) and the other not to receive training (control). Measures are taken of the relevant indicators of success (e.g. pieces produced per hour, wires attaché etc.) before and after training for both groups. If the gains demonstrated by the experimental group are better than those by control group, then the training program is labeled as successful.
Questionnaire:
One simple method is to send questionnaires to the trainees after completion of the program to obtain their opinion about the programs worth. Their opinion could also be obtained through interviews. A variation of this method is this to measure knowledge skills that employees possess at the commencement and completion of training. If the measurement reveals the results are satisfactory, than the training may be treated as successful.
Time-Series Analysis:
In this method measurements are taken before the training program begins and are continued during and after the program is completed. These results are plotted on a graph to determine whether the changes have occurred and remain as a result of the training effort.
Cost- Benefit Analysis:
In order to conduct a thorough training evaluation of a training program, it is important to assess the costs and benefit associate with the program. Some of the costs should be measured such as need assessment costs, salaries of training department staffs, purchase of equipment’s etc. The benefit to be compared to the cost is rupee payback associated with the improvements in trainee’s performance, their behavioral changes, and the longevity of the period during which the benefit will last.
Chapter-4
COMPANY ANALYSIS
INDUSTRY PROFILE
AN OVERVIEW OF ELECTRONIC INDUSTRY
Electronics is a wide ranging industry, with its traditional markets changing s its moves into other sector. UK has particular strength in electronic chip design across the wide spectrum of disciplines, which is recognized globally, and has successfully focused on software and design innovation. As of 2006, UK invests 1.9% of its GDP in software.
The main sub groups are:
➢ Machinery components, e.g. micro processors
➢ Electro communication equipment
➢ Consumer electronics
➢ Medical equipment
➢ Instrumentation
➢ Process control-used in engineering and statistics
➢ Optical and photographic equipment.
PROSPECTS OF THE INDIAN ELECTRICAL/ELECTRONIC INDUSTRY
Like every other industrial sector in India, the Indian electronic industry is too is slowly emerging from out of its protective cover. For far too long has Indian industry remained shackled and consequently inward looking. Over the past fifty years there was no exposure to global players and competition, with the result that the industry grew up in a sheltered environment, dependent on the government for everything, from licenses to protection to tariffs. Each of these interventions was aimed at securing protection for oneself and ensuring growth of once own organization at the cost of industry and nation at large. Lack of global competition encouraged a “cost plus” approach, where every conceivable cost increase was passed on to the customer. There was thus no motivation to reduce the cost.
Since last decade India has witnessed what global players have achieved and what they are capable of achieving. We are becoming aware of competition on our turf. In this scenario, every company complaints of increased competition, lower order books and shrinking margins. The Indian electrical/electronic industry is of course further besieged by the fact that there is a dearth of business on account of lack of investment in the power infrastructure.
FUTURE PROSPECTS
The domestic market in India is itself large, and one most firstly satisfy this market with products that meet the international quality standards. With increasing globalization, every international player is now operating in India, providing goods and services complying with international quality. Once we deliver high quality goods and services within the domestic market, accessing the international market for export should not pose a serious challenge. The electrical/electronics industry in India is growing to its full potential in the coming years and no doubt that India will soon come to be recognized for quality products and services which in turn, will bring this industry to a position of true leadership. Indian electrical industry has grown because of governments thrust on it and also due to overall economic growth. It has also reached a stage where the industry has demonstrated its capabilities. The industry has seen a growth of 20% and should continue at the same level for the next few years.
FACTORS GOVERNING GROWTH IN THIS INDUSTRY
Every industry thrives on some supporting factors. In this connection, there are few factors governing the growth of electrical and electronic industry:
• Research and development played an important role to the increased productivity and higher value added electrical and electronic products.
• Foreign investment accelerated growth in production and export as well. To expand their business, foreign companies have done huge investments which lead developing country in establishing production units.
• Global industries like medical, telecommunications, industrial and automotive industries have been cordially supported by electrical and electronic industry.
• Increase in income changed living standard of the common mass. As a result, it increased the demand of electronics especially consumer electronics products globally.
• Electric and electronic industry is highly fragmented which comprises of many small and medium enterprise resulting into a huge industry.
• Asia pacific region is emerging as the most spinning space for the consumer electronics industry, as the market remain still unreached.
• Innovation has played importantly in this industry. It led to a consistent demand for newer and faster products and applications.
COMPANY PROFILE
Started in 1977 with two employees and a burning passion by the dream of a man, Sri Kochouseph Chittilappilly is now a force to reckon with in the Indian electric and electronic goods panorama. Our untiring commitment for performance, cutting edge technology, innovative design and dependable service standards have led to unrivalled product quality and a trusted brand image. In 1977, Kochouseph Chittilappilly began a small manufacturing unit for voltage stabilizers with a vision and a capital of Rs 1,00,000 borrowed from his father. He soon established V-Guard Industries as a household name. V-Guard became the synonym for voltage stabilizers across South India. The company soon extended their range of products to include Pumps & Motors, Electric Water Heaters, Solar Water Heaters, Cables, UPS’s, and Ceiling Fans.
The Company was converted into a private limited company in November 15, 2001 and subsequently got converted into a public limited company on August 1, 2007 and received a fresh certificate of incorporation in the name of 'V-Guard Industries Limited'. Products marketed under the brand name V-GUARD' are Electronic Voltage Stabilizers, Monobloc, Jet, Submersible pumps and Electric Motors, Insulated Electrical Cables (House Wiring & Industrial), Electric Storage & Instant Water Heaters, Solar Water Heaters, UPS for computers, Electric Fans and the company also busy with Generation of power through wind mills. It has a network of sixteen branches including our head office located in Cochin, 105 distributors, 75 service centers, 7000 retailers and spread 12 states across the country, V-Guard, with its array of products for the home, has a consumer base exceeding 40 million. The company has care on manufacture products that meets international quality standards and provide trouble-free performance. The Company have Electro-Controls Division is a state-of-the-art facility for the production of stabilizer cabinets, the fully automated, ISO 9001 certified Electrical Cable Division located at Coimbatore facility that manufactures electrical cables starting from 0.25sqmm size to 10sqmm size and the Solar Water Heater plant uses international manufacturing technologies with high quality standards. The company received Vyavasaya Jyothi Award from the Ernakulam Chamber of Commerce for the year 1996 and also Industry Excellence Award for Medium Scale Industries from The Institution of Engineering (India), Cochin for the year 1998. Kochouseph Chittilappilly ventured into the leisure industry in the year 2000, established Veega Land' one of the most attractive amusement parks in the country, with a spectacular range of rides and entertainment, located at Pallikara in Kochi. Veega Land has lent a new dimension to the tourism scenario in Kerala. Veega Land is the first amusement park in the country to be awarded the ISO 14001 - 2004 Certification for environment friendliness and conservation of natural resources. The company won the Kerala State Tourism Award for the year 2001 - 02 for being the most eco-friendly tourism project through its group company Veega Land. As a successful result the V-Guard Group has set up their second and India's biggest amusement park Wonder La' in Bangalore. V-Star Creations a subsidiary of V-Guard manufactures designer in garments and lingerie. V-Guard recently ventured into states of Maharashtra, Haryana, Madhya Pradesh, Orissa, Himachal Pradesh, Chattisgarh, Uttar Pradesh and Gujarat. Under in expansion the company plans to set up a factory in Coimbatore, for producing L.T.Power Cables and another unit in Himachal Pradesh or in Uttaranchal for producing domestic cable. In 2008, the company entered in capital market with IPO of 80,00,000 of equity shares of Rs. 10 each.
MILESTONES ON V-GUARD’S SUCCESS
| | |
|1977 |Sri. Kochouseph Chittilappilly sets up Premier Electronics with an investment of Rs.1 lakh and 2 employees. 2 |
| |refrigerator stabilizers were manufactured each day. |
|1980 |Launched AC stabilizers. |
|1982 |Started another unit called “Universal Electronics”. |
|1983 |Started “Supreme Electronics”. |
|1986 |Started “Prompt India”. Expanded operation outside Kerala. |
|1987 |Launched Servo-Controlled stabilizers. |
|1989 |‘Prompt India’ converted into ‘V-Guard’ Industries. |
|1992 |Launched V-Guard pumps and started new branch office in Andhra Pradesh. |
|1996 |V-Guard Industries became a Public Limited Company. Launched water heaters and wiring cables. |
|1997 |Launched Aquatron, for overhead water tanks. |
|1998 |Launched UPS (Online & Offline). |
|1999 |Launched Digital stabilizers, Diversified into Electric Cable business with V-Guard Cable manufacturing unit at |
| |Coimbatore. |
|2000 |Turnover crosses INR 1000million mark. |
|2001 |Launched Compressor pumps. Company is converted into Private Limited for better maneuverability. |
|2002 |Launched V-guard Solar Water Heaters. |
|2005 |Launched Solar Water Heaters with Evacuated Glass Tube Collector Technology. |
|2006 |Launched V-Guard Fans. |
|2007 |Turn over crossed INR 2400 million Mark. V-Guard Industries became a Public Limited Company. |
|2008 |Listed in BSE & NSE. Launched Inverters & LT Cables. |
|2009 |Opened manufacturing facility for Water Heaters and Fan at Kala Amb, HP. |
|2010 |Turn over crossed 4600 million Mark. |
VISION AND MISSION
Vision:
“LET US ENDEAVOUR TO MAKE V-GUARD A TRUSTED HOUSEHOLD NAME”.
Mission:
• To offer a range of products at affordable prices, through optimum utilization of resources.
• To make our products meet international quality standards and provide excellent performance.
• To use innovative designs, which support timely and efficient post sale service.
• To continuously add values to our products through technical collaboration.
• To perpetually evaluate and improve customer care.
PROMOTERS
• Mr. Kochouseph Chittilappilly
• Ms. Sheela Kochouseph
BOARD OF DIRECTORS
• Managing Director: Mr. Kochouseph Chittilappilly
• Chairman: Mr. P.G.R. Prasad
• Executive Director: Mr. Mithun Chittilappilly
• Independent Directors: Mr.C.J. George
Mr. A.K. Nair
ORGANISATIONAL STRUCTURE
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PRODUCT PROFILE
Electronic Voltage Stabilizers
V-Guard is the largest selling brand of electronic voltage stabilizers across India. The product is marked to 19 states in India and almost 90% of the turnover is flowing into the firm from South India. Presently TV Stabilizers, Refrigerator Stabilizers, AC Stabilizers and Digital Stabilizers are being marketed mainly. Recently the firm has also tested developed Mainline Stabilizer.
Electronic Cables
Electronic Cables started in 1999 is ISO 9001:2008 certified unit enjoying a very good market share in South India. There is a manufacturing plant located at Coimbatore in Tamil Nadu. Now the plant is running at three shift operation.
Pumps
V-Guard pumps are made according to ISI standards and specifications using high-quality components, meet high performance standards. They are known for their sturdiness, durability and dependability.
UPS
Online UPS and Offline UPS, the trusted companion of computers, driven by high end features like advanced PWM-MOSFET Technology with PID Control, Zero Power Drain Technology to prevent Deep Discharge of battery, OFF-MODE battery charging and intelligent software shutdown to provide high quality in power management.
Electric Water Heaters
Instant type, Storage Type and Gas Geysers are available. Geysers are manufactured in the-state-of-the-art production set up and it comes with ISI mark and Penta Protection System (PPS). Its outer body is made of rust proof, shock proof ABS. The total turnover of the section is 43 Crores.
Solar Water Heaters
A truly international quality product manufactured at the use the highly efficient Evacuated Tube Collector system enabling optimal utilization of solar energy. The PUF insulated stainless steel storage tank prevents heat loss.
Electric Fans
Ceiling Fan, Exhaust, Table, Pedestal, Wall Mounting models are available. V-Guard fans are sleek and elegant, provide excellent air circulation. Double ball bearings ensure they keep whirling smoothly for years. The hub and blades have a powder coated finish and rust resistant.
Chapter-5
RESEARCH DESIGN, METHODOLOGIES, SOURCE OF DATA COLLECTION AND LIMITATIONS
RESEARCH DESIGN
Every research is done to gain some knowledge. Collecting right information and presenting them properly is necessary for a proper research. A research without a pre-plan will be like a traveller who doesn’t know the way to his target. A proper research plan is necessary for doing research with a proper understanding of how it is to be done and what is to be done at every stage. Research design gives a clear path to our objective without getting distracted and to be focused on our research.
A researcher needs to have a well-established research design to distinguish between relevant and irrelevant information. Without a research plan the research will be time consuming and complex. Research plan helps to collect relevant information relating to the research problem and use proper data collection techniques.
In this research, mainly descriptive and exploratory type of research design has been used.
METHODOLOGIES:
The modus operandi included constant interaction with the manager and staffs. The study includes the survey with the aid of questionnaire. The secondary data were collected by referring to company’s website, official booklets, magazines etc.
SOURCE OF DATA:
Both the primary and secondary data are used to complete the project.
PRIMARY DATA
Primary data are those data collected by the investigator directly from the respondents. Primary data for this study was collected directly from managers and staffs by means of questionnaire and discussions and direct observations. Secondly the sampling technique (Simple Random Sampling) was also applied.
SEONDARY DATA
Secondary data are those data collected by the investigator indirectly. For this study these data were collected from journals, brochures, magazines and websites.
SAMPLING PLAN
Simple Random Sampling is the technique applied in this research in which each and every unit of population has an equal chance of being selected into the samples. The sample size taken for the study from various departments is 50 employees.
LIMITATIONS OF THE STUDY:
• Some data were collected from secondary sources since the study was conducted in corporate office with busy schedules.
• The questionnaire has many limitation compared to personal interview.
• The responses given by the respondents may be biased.
• The research is mainly meant for academic purpose only and there is no commercial benefit for the research.
Chapter-6
DATA ANALYSIS, INTERPRETATION AND PRESENTATION
RESPONSE OF QUESTIONNAIRE
1) How is training needs determined in the organization?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|Performance Appraisal data |25 |50 |
|Supervisor Observation |22 |44 |
| Peer feedback |0 |0 |
|Interview |0 |0 |
|Questionnaire |3 |6 |
|TOTAL |50 |100% |
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INFERENCE: From the above observations, it is clear that majority (50%) of the respondent feels that Performance Appraisal Data is the key source of determining the training needs in the organization. Other 44% support Supervisor Observation and 6% consider Questionnaire as the factor for identifying the needs of training.
2) Does your current job make proper utilization of your skills and knowledge?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |12 |24 |
|B) Agree |30 |60 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100 |
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INFERENCE: The above information shows that 60% of respondent agrees that their skills and knowledge are being used optimally for the current job. 24% of the respondent has strongly agreed the same and 16% of the respondent feels that their skills and knowledge are not being utilized properly.
3) How often do you feel the training has to be done?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Monthly |14 |28 |
|B) Quarterly |34 |68 |
|C) Half-yearly |2 |4 |
| D) Annually |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above information shows that 68% of respondent feels that the training has to be carried out quarterly. Around 28% wish for the training every month. Hardly very few of the respondents feel to have the training half-yearly i.e. 4%.
4) Are the skills possessed by you sufficient in the existing system?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |10 |20 |
|B) Agree |33 |66 |
|C) Disagree |5 |10 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
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INFERENCE: The above observation indicates that 66% of the employees agree that the skills possessed by them are sufficient in the existing system. The same statement is being supported by 20% of respondent strongly. But 10% of respondent dis agree with the same and 4% of respondent has got complete opposition with the statement that their possessed skills are enough for the present prevailing system.
5) Are you clear with the training policies of the organization?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |5 |10 |
|B) Agree |28 |56 |
|C) Disagree |17 |34 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above table shows that around 56% of respondent agree that they are clear with the training policies of the organization. 10% respondent feels very confident with their knowledge in the training policies. But 34% of respondent are not found clear with the organizational training policies.
6) Do you feel that the training programs are achieving the objectives of providing training?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |13 |26 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
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INFERENCE: The above information shows that majority of respondent agrees that the training program is achieving its goals and objectives. 26% of the respondent strongly agrees with this. But however 16% of employees disagree with this as they feels that the goals are not achieved supported by 4% of respondents very strongly.
7) Does the training program help in increasing your skills and knowledge?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |10 |20 |
|B) Agree |31 |62 |
|C) Disagree |7 |14 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
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INFERENCE: It is clear from the above information that 62% of respondent agrees that their skills and knowledge get advanced with the training and it is being strongly supported by 20% of the respondent. But 14% of respondent feels that their skills and knowledge are not being increased by training process and this has been supported strongly by 4% of the respondent.
8) Is the training program helpful in increasing your communication and interpersonal skills?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |15 |30 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above information signifies that majority (54%) of respondent agrees that the training process help them in increasing communication and interpersonal skills which has being strongly agreed by 30% of the respondent too. But 16% of the respondent feels that training is not so helpful.
9) Is the training program in the organization of sufficient duration?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |2 |4 |
|B) Agree |35 |70 |
|C) Disagree |11 |22 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
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INFERENCE: From the above observation, it is clear that majority (70%) of respondent is satisfied with training duration. This has being supported strongly by 4% of respondent. 22% feels unsatisfied with the training duration with a strong support of 4% of respondent for the same.
10) Is the training program helpful in increasing promotional opportunities?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |7 |14 |
|B) Agree |27 |54 |
|C) Disagree |16 |32 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above information indicates that 54% of respondent agrees that training helps in increasing promotional opportunities which is being strongly supported by 14% among the respondent. However 32% of respondent disagrees that training will support promotional opportunities.
11) Is your supervisor/trainer capable enough to solve your grievances?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |13 |26 |
|B) Agree |27 |54 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |2 |4 |
|TOTAL |50 |100% |
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INFERENCE: Above observation shows that 54% of the respondent agree that they feel confident that their trainer can solve their problems. 26% of the respondent has strongly agreed the same. But 16% of respondent disagreed that the trainer can solve their grievances. This is supported strongly by 4% of the respondent.
12) Do you feel free to say your problems to your trainer?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |12 |24 |
|B) Agree |30 |60 |
|C) Disagree |8 |16 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above information shows that 60% of respondent agrees that they are able to convey their problems freely to the trainer. This has been supported by 24% respondent very strongly. However 16% of the respondents fail to convey their problems to their trainer.
13) Does the management provide you training as and when required?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |5 |10 |
|B) Agree |22 |44 |
|C) Disagree |20 |40 |
| D) Strongly Disagree |3 |6 |
|TOTAL |50 |100% |
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INFERENCE: As per the requirement of training, 44% of respondent agree that trainings are provided at the proper time. This is being strongly supported by 10% of respondent. However 40% of respondent disagree that the trainings are provided as and when required. 6% of respondent strongly disagree the same.
14) Are you satisfied working in V-GUARD?
|OPTIONS |NO.OF RESPONDANTS |PERCENTAGE (in% app.) |
|A) Strongly Agree |18 |36 |
|B) Agree |30 |60 |
|C) Disagree |2 |4 |
| D) Strongly Disagree |0 |0 |
|TOTAL |50 |100% |
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INFERENCE: The above information shows that 60% of respondent are happy working in V-Guard with a strong support of 36% of respondent for the same. However 4% of the respondent is dissatisfied in working with V-Guard.
Chapter-7
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
• With nearly 1300 employee strength, V-Guard Industries has given much importance to Training and Development. V-Guard is successful in implementing various training programmes so as to increase the efficiency and effectiveness of the individuals within the organization reducing the gap between the actual and expected performance.
• V-Guard also tries to be unique with their training schedules, which they prepare as a calendar for a period of one year in advance and implement accordingly.
• Through their training processes, V-Guard could also bring a trust within its employees on their skills, abilities and knowledge. It could satisfy its employees with thorough training and motivate them to hike their level of performance.
• Determination and identification of the need of training is considered to be a crucial step in the training and development process in V-Guard so as to ensure that training is being provided according to the requirement for which they uses performance appraisal data, questionnaire etc.
• The response to the questionnaire clearly suggests that majority of the employee (respondents) are very much satisfied with the training process in V-Guard which helped them not only for increasing their performance in the organization, but also identify and explore their capabilities and knowledge.
• In order to ensure optimum results, the process of training is monitored and evaluated at each level through various techniques like Kirkpatrick Model which help the employees to be more and more competent. And if the result after training is found unsatisfied, the period of training is being extended so as to reach the objectives.
• The response to questionnaire also suggests that V-Guard also focus on the welfare of its employees and not fully a profit driven firm.
SUGGESTIONS:
• The response for the questionnaire indicates that the training needs are being determined mostly through Performance Appraisal data and Supervisor observation. But to know the real need of individuals, the Interview or questionnaire with the employee may be the better way since even after any kind of training, they are the people who perform the work.
• It has been found through the questionnaire that the organization is not much successful in transferring the information on the training policies to its employees through which employees may get demotivated or may keep the employees away from the topic. And hence the organization could opt for a counseling program which would clearly specify the training policies and processes.
• Some of the employees do not find the training process much helpful for improving communication and interpersonal skills. Since the interpersonal relation among the individuals within the organization has got a very important role in building coordination and a good team spirit, it has to be focused. The company has to pay attention towards various techniques like that of role plays, seminars etc. that would help to bind the individuals together.
CONCLUSION:
The study on Training and Development practices was conducted in the corporate office of V-Guard Industries, Cochin among the employees. The study could analyze the different stages in the training process from the need identification to the evaluation stage that has been implemented in V-Guard Industries. The research could find the techniques, policies and measures adopted by the company to conduct the training process effectively and successfully. The study has also analyzed the response and satisfaction that the employees gained out of the training. The research could find that the process of training and development in V-Guard Industries is well organized and scheduled so as to ensure generation of optimum result.
The training programs within the organization could help the employees to grow better in performance level which in turn contribute to the organizational effectiveness. It had also given the employees to identify their abilities and skills. The training practices in the organization would also ensure motivation to its employees.
BIBLIOGRAPHY AND REFERENCES
REFERENCES:
➢ Human Resource Management, K. Ashwatappa
➢ Human Resource Management, V.S. P Rao
➢ Organizational Behaviour, Uma Sekaran
WEBSITES:
➢ http://www.vguard.in
➢ http://www.wikipedia.org
APPENDIX
QUETSIONNAIRE
For a study on training and development in V-guard Industries
These are few questions that would not take more than 5 minutes of your time. I hope the response would be honest and unbiased.
Designation/Department:
Work experience in the company:
Please put tick mark for the relevant column:
A) Strongly Disagree B) Disagree C) Agree D) Strongly Agree
|Questions |A |B |C |D |E |
|How is training needs determined in the organization? | | | | | |
|a)Performance Appraisal data b)Supervisor Observation c)Peer feedback d)Interview e)Questionnaire | | | | | |
|Does your current job make proper utilization of your skills and knowledge? | | | | | |
|How often do you feel the training has to be done? | | | | | |
|a)Monthly b)Quarterly c)Half yearly d)Annually | | | | | |
|Are the skills possessed by you sufficient in the existing system? | | | | | |
|Are you clear with the training policies of the organization? | | | | | |
|Do you feel that the training programs are achieving the objectives of providing training? | | | | | |
|Does the training program help in increasing your skills and knowledge? | | | | | |
|Is the training program helpful in increasing your communication and interpersonal skills? | | | | | |
|Is the training program in the organization of sufficient duration? | | | | | |
|Is the training program helpful in increasing promotional opportunities? | | | | | |
|Is your supervisor/trainer capable enough to solve your grievances? | | | | | |
|Do you feel free to say your problems to your trainer? | | | | | |
|Does the management provide you training as and when required? | | | | | |
|Are you satisfied working in V-GUARD? | | | | | |
-----------------------
Compare training outcome against criteria
Monitoring Training
Conduct Training
Arrange For Training
Select Training methods
Pretest Trainees
Develop Criteria
Identifying training Objectives
Determining training needs
-----------------------
57
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