CHAPTER 1

1.1 INTRODUCTION TO THE COMPANY

1.1.1 WHIRLPOOL CORPORATION

Whirlpool Corporation is the world’s leading manufacturer and marketer of major

home appliances. The company manufactures in 13 countries on 4 continents namely :-- Canada,
United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France, Italy, South
Africa, China and India and markets products in more than 170 countries under major Brands (26
including Affiliates) names such as Whirlpool, Kitchen Aid, Roper, Estate, Bauknects, Ignis,
Laden, Inglis, Braotemp, Crolls, Acros and Consul. Whirlpool is also the principal supplier to
Searo, Roebuck and company of many major home appliances marketed under the Kenmore
brand names. Head quartered at Benton Harbour, Michigan, U.S.A, Whirlpool Corporation is the
world’s leading manufacturer and marketer of major home appliances. Washing Machines,
Dryer, Dish-washers, Refrigerators, Freezers, Cookers, Micro-wave Ovens, Room air-
conditioners, Small Kitchen Appliances, etc.,

Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a leading
global consumer durable player. Whirlpool of India limited manufactures and markets
refrigerators and washing machines. The company has diversified its product range into Air
Conditioners and Microwave Ovens. The growth in the consumer durable industry has slowed
down due to lack of demand. The year 2000 has been a bad year for the industry as the overall
growth was flat. The refrigerators registered a flat growth; washing machines saw a negative
growth while the air conditioner segment performed well exhibiting a growth rate of 20%.
Whirlpool Corporation has a management system called WES (Worldwide Excellence System)
and a value to aged performance systecalled HPC (High Performance Culture), which drives, are
the actions and initiatives of unit.

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1.1.2 WHIRLPOOL CORPORATION TODAY

 BUILDS CUSTOMER LOYALTY WORLDWIDE

Whirlpool Corporation arrived in the new century and millennium as the world’s leading
manufacturer and marketer of major home appliances. Today, Whirlpool’s global platform
provides our operations with resources and capabilities no other manufacturer can match and with
brands that consumers trust. To sustain the productivity savings that is being achieved by our
operations, they have embedded their Operational Excellence Process - based on Six-Sigma and
lean manufacturing skills and capabilities - within each of their worldwide manufacturing
facilities. Inspired by their bold innovations and designs, increasing numbers of customers around
the globe are trusting Whirlpool to make their lives easier. More than ever before, Whirlpool
Corporation employees and brands are connecting with customers in ways that will last a
lifetime.

 IMPROVING FUNCTION AND PERFORMANCE

At Whirlpool Corporation, They take pride in the quality of appliances to market and
manufacture. They are committed to building products that consumers around the world can
depend on to meet their daily needs. Their commitment to quality begins in the concept stages
and continues throughout the lifetime of the appliance. They are constantly seeking out new and
unique ways to improve the function, performance and sustainability of our products. They want
our brands to be the brands customers trust in every home … everywhere.

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1.1.3 HISTORY OF WHIRLPOOL

 1911 Louis Upton founded the Upton Machine in this year to produce motor-driven
wringer washers.

 1916 First order of washers was sold to Sears, Roebuck & Co.

 1929 Upton Machine Company merged with Nineteen Hundred Washer Company of New
York.

 1948: First 'Whirlpool' brand automatic washer with dual distribution was introduced. It
included two product lines one each was distributed through Sears and Nineteen Hundred.

 1957: The Company was rechristened as ' The Whirlpool Corporation.'

 1958: the Company moved out of country for the first time and invested in Brazilian
appliance market through purchase of equity in Multibras S.A.

 1968: The Elisha Gray II Research & Engineering Center was completed in Benton
Harbor. In the same year the company's revenues crossed the legendary $1 Billion mark
for the first time.

 1978: Within a decade company doubled its feat of $1 Billion mark and reached the $2
billion revenue level.

 1986: The 'Kitchen Aid' division of Hobart Corporation was purchased.

 1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form TVS Whirlpool
Ltd.

 1989: This was a historic year since the revenues catapulted to heights of over $6 Billion
mark. Also, the joint venture with N.V.Philips of Netherlands called Whirlpool Europe
B.V. was formed to manufacture and market appliances in Europe.
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 1990: Company established joint venture with Matsushita Electric Company of Japan to
produce vacuum cleaners for the North American market.

 1991: The Company introduced and committed globally to its Worldwide Excellence
System, which is a TQM program dedicated to exceeding customer expectations. The
vision to globalize 'Whirlpool Corp'. was realized in the same year.

 1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
 1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired.

 1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to
form Whirlpool of India Ltd.

 1998: This year gave birth to a new company vision that says, "Every Home Everywhere
with Pride, Passion & Performance."

 1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.

 2002: The ' Whirlpool Strategic Architecture ' was launched as a framework to achieve
the vision. The revenues of Whirlpool Corp. soared to $10.5 Billion.

 2001: Whirlpool India registered profit & sold 1.2 million appliances. It also achieved the
No.1 position in DC & FA.
 2002: The Aircon range was successfully launched and the Whirlpool of India acquired
6% market share.

 2003: A new mission statement of "Everybody creating loyal customers for life" was
adopted.

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  2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white
goods company.

1.1.4 BOARD OF DIRECTORS

• Dalton Nigel Garrick D‘Silva (Chairman)

• Raj Jain (Managing Director)
• Robert Lawrence Mink
• SS Raman
• K.V. Chandrasekaran
• SJ Scarff
• Anand Bhatia

1.1.5 (a) WHIRLPOOL VISION STATEMENT

Every Home… Everywhere. With Pride, Passion, Performance

Will create the world’s best home appliances, which makes Life easier and more enjoyable for all
people. Their goal is a Whirlpool product in every home, everywhere.
They will achieve this by creating: -
Pride in their work and each other
Passion for creating unmatched customer loyalty for their brands
Performance results that excite & reward global investors with superior returns
They will bring this dream to life through the power of unique global & their
Outstanding people… working together… everywhere.

1.1.5 (b) WHIRLPOOL MISSION STATEMENT

The mission of the corporate is that the demand of their selves so as to care their
customers and they will serve with pride in every home and bring prosperity to their investors
and customers. They are prepared to change the standards of their industry and be the Envy of
their competitors. They will be leaders in home appliances, which all others start to emulate.

1.1.6 CORE COMPETENCIES

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 • Innovation: Unique and compelling solutions valued by our customers and aligned to our
brands create competitive advantage and differentiated shareholder value.
• Operational Excellence (OPEX): A methodology for solving problems & continuous
improvement of products & processes through pursuit, acquisition, and utilization of
knowledge using critical thought and planned experimentation helps us achieve
operational excellence.
• Customer Excellence: Excelling the customer expectation from the company, its brands,
products and services are a three-step process. The three steps are: Know a customer, Be a
customer, Serve a customer.

Knowing a customer helps us know who our customers are, how to treat them, how we
add value, and what the drivers of brand loyalty are. This information is gathered from the
customer's data base history. This way we are better able to customize products for them and
recommend the right product to solve problems. Being a customer is important to share customer
knowledge and insights, drive actions based on customer insights, be passionate about our brands
and customer loyalty and provide a positive voice for our brands. We show empathy for
customers and seek to resolve their problems by creating consistent customer touch-points, with
our endeavor always being to provide unique solutions for the customer.

1.1.7 PRODUCTION

1.1.7.1 MANUFACTURING FACILITIES IN INDIA

Whirlpool has invested heavily in its manufacturing facilities in India. While the factories
in Faridabad and Pondicherry have been upgraded to meet the exacting world class standard of
Whirlpool, the one under the construction at Ranjangaon, Pune will set the standards as one of
the world’s front runners in environmental sensitive and eco-friendly manufacturing units.

• FARIDABAD
The refrigerator facilitated at Faridabad in Haryana manufactures direct cool.
Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up gradation of
machinery along with streamlining of processed has enhanced the plant capacity from 7,00,000
units to 8,50,000 units annually. Whirlpool’s focus at this plan in on manufacturing refrigerators

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 that are made to suit Indian conditions and requirements, while matching Whirlpool global
quality standard.

• PUDUCHERRY
The washer’s facility at Puducherry on the East coast, manufacturers semi automatic and
automatic washers. Constant feedback from consumers has resulted in improved product quality
and styling, leading to an improved market share. This unit was awarded the coveted ISO 9001
certification in 1994 and ISO 14001 certification in 1996.

• RANJANGAON
A state of art gallery for the manufacturers of the Global No Frost refrigerator at
Ranjangaon near Pune, this Rs. 300 crore plant built to exacting world-class standards, underlines
Whirlpool’s commitments to India. It has been designed in accordance with the ecological and
environmental criteria that have become such a concern in today’s scenario the world over.

1.1.8 WHIRLPOOL BRANDS

 North American Brands

United States : Whirlpool, Kitchen Aid, Roper, Estate, Gladiator.

Canada : Whirlpool, Inglis, Kitchen Aid.

Mexico : Whirlpool, Acros, Supermatic, Scrolls.

 Principal Products
Air Purifiers, Automatic Dryers, Automatic Washers, Built-in Ovens, Dehumidifiers,
Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave Ovens, Ranges (Gas and
Electric, Freezers, Side-by-Side), Room Air Conditioners, Trash Compactors, washers.

 Kitchen Aid Products

Blenders, Food Processors, Hand Mixers, Hot-water Dispensers, Stand Mixers,
Toasters, Coffee Makers, Juicers.

 Primary Markets Served

United States, Canada and Mexico.

 Principal Products

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 Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface Units),
Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens, Refrigerators (Built-
in, Combis and Side-by-Side), Washers (Front and Top Loading).

 Primary Markets Served

Europe, Middle East, Africa, Asia Pacific.

 Principal Products
Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air Conditioners,
Washers, Compressors.

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1.1.9 WHIRLPOOL OF INDIA LIMITED – PUDUCHERRY

Whirlpool of India Limited is a fully owned company by Whirlpool Corporation, USA

Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the worlds leading
manufacturers and marketer of home appliances. Washing Machines, Dryers, Dish Washers,
Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air Conditioners, Small kitchen
Appliances, etc.

Whirlpool of India limited, washer unit, Puducherry was the first manufacturing venture
of the Whirlpool Corporation, USA, the world’s largest manufacturer of home appliances. In
1987, this unit was formed as a joint venture with M/s Sundaram Clayton limited, a TVS group
companies and was named as TVS Whirlpool Limited. This unit is located on a 100 acre
sprawling area manufacturing automatic and semi automatic washing machine. This unit is
certified ISO 9001 facility by UL. It has also been cleared for “S” mark certification from
Japanese Quality standards for Exports to Japan after our facility approval. In WOIL, washer unit
has a total of 11 departments comprising of 220 employees on the whole. Out of which 67 is
management executives and rest 153 are production operators.

The various departments in the company are

 Administration Department
 Finance Department
 Human Resource Department
 Materials Department
 Production Department
 Medical Department
 Stores Department
 Plant Maintenance Department (PMD)
 Regional Technology Center (RTC)
 Process Engineering Development (PED)
 Quality Assurance Department (QAD)

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1.1.10 CLASSIFICATION OF WASHING MACHINE

Semi Automatic Fully Automatic Horizontal Axis

Whitemagic H 70 | 7 kg H 65 | 6 Kg Sensation EX | 6.5 Kg

Whitemagic S 70 | 7 kg F-65 | 6 Kg Sensation EM | 6.5 Kg
Whitemagic Super-Soak | 6.2 Kg FP 65 | 6 Kg
Whitemagic E 65 | 6.2 Kg FP 60 DLX | 6 Kg
Whitemagic S60-Buzz | 6 Kg FP Splash | 5 Kg
Whitemagic SI 60 | 6.2 Kg

1.1.11 ACHIEVEMENTS

Whirlpool came to India on the crest of a long trail of achievements and has since
furthered this record. By end-1999, Whirlpool became the largest selling appliance brand in the
country. A couple of years later, it also became the largest exporter of home appliances from
India. In the course of this growth and development, Whirlpool has also achieved immense brand
equity in the Indian market. Whirlpool has successfully established new rules of marketing and
branding in the home-market sector. Its rivals have adopted the new practices, but the Whirlpool
brand stands out to the extent that authoritative surveys reported it to be the most preferred brand
in refrigerators and washing machines in 2003. (Millward Brown Brand Track).

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 Whirlpool of India exports to more than 50 high-value markets in Asia and other parts of
the world as well. Its products are customized to the local standards and different needs of each
of these markets. These qualities of Whirlpool are exemplified in its Indian sales as well. The
company has set up a highly equipped product development centre in Pune, which provides
global design services to three other Whirlpool research and development facilities based in
Brazil, Italy and the US. Indeed, the Indian operations of Whirlpool are a very important
contributor to its global vision of "Being in every home, everywhere". In washer products,
Whirlpool was again the first to come out with a Combimatic – a single tub semi-automatic
washing machine that did away with the hassle of shifting clothes from one tub to another.

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 MANAGING DIRECTOR

VICE PRESIDENT

GENERAL MANAGER – Plant

Operations

SENIOR MANAGER

PURCHASE PRODUCTION QUALITY FINANCE HUMAN RESOURCE PROCESS ENGINEERING

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MANAGER MANAGER MANAGER MANAGER MANAGER DEVEOLOPMENT MANAGER

1 S2 S3 S4 S5 S6

MEDICAL REGIONAL TECH.

MANAGER CENTER MANAGER

S1, S2, --------, S8 = S7 S8

Departmental Staff
1.1.12 ORGANIZATION STRUCTURE OF WHIRLPOOL OF INDIA LIMITED
 1.2 INTRODUCTION OF THE STUDY

1.2.1 DEFINING TRAINING

Training is a learning experience, in that it seeks a relatively permanent change in an

individual which will improve his (or) her ability to perform on the job. We typically say training
can change the skill, knowledge, attitude and social behavior. It means changing what employees
know, how they work, their attitude towards their work or their interaction with their co-workers
or their supervisors.

Training is an area in which there have been considerable advances over the past few years
including new methods, approaches, training aids and technology. WHIRLPOOL OF INDIA
LTD has been continuously training their employees. This study has been conducted with a view
towards being able to contribute to these programmes in a constructive manner.

Training programmes assists in enhancing the efficiency and effectiveness of a person at work by
improving and updating his professional knowledge, skill relevant to his work, cultivating
appropriate behaviour and attitude towards work and people. Also the training program involves
considerable investment in terms of time, money and efforts. Thus it becomes necessary to study
the effectiveness of the training program.

1.2.2 OBJECTIVES OF TRAINING:

The training objectives are designed in accordance with the company goals and objectives. The
general objectives of any training programme are:

To include the basic knowledge and skill to the new entrants and to enable them to perform their
jobs well.

To enable the employee to meet the changing requirements of the job and the organization.

To demonstrate the employees the new techniques and ways of performing the job or operations.

1.2.3 TYPICAL TOPICS OF EMPLOYEE TRAINING:

 Communications: The increasing diversity of today's workforce brings a wide variety of

languages and customs.

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 Computer skills: Computer skills are becoming a necessity for conducting administrative
and office tasks.

 Customer service: Increased competition in today's global marketplace makes it critical

that employees understand and meet the needs of customers.
 Diversity: Diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity
 Ethics: Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the workplace.
 Human relations: The increased stresses of today's workplace can include
misunderstandings and conflict. Training can people to get along in the workplace.
 Quality initiatives: Initiatives such as Total Quality Management, Quality Circles,
benchmarking, etc., require basic training about quality concepts, guidelines and standards for
quality, etc.
 Safety: Safety training is critical where working with heavy equipment , hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding
assaults, etc.

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1.2.4 IMPORTANCE OF TRAINING:

The importance of human resources management to large extend depends on human

resource development and training. No organization can get a candidate who exactly matches
with the jobs and the organizational requirements. Hence training is important to develop the
employee and make them suitable to the job.

Training works towards value addition to company through HRD. job and organizational
requirements are not static, they are changed from tin\me to time in view of technological
advancement and change in the awareness of the total quality and productivity management. The
objectives of the TQPM can be achieved only through training which human skills and efficiency
has happened in escort and barilla VXL. Then trained employee would be a value will asset to a
organization. Organization efficiency productivity, progress and development to greater extent
depend on training. If the required training is not provided, it leads to performance failure of the
employees. Organizational objectives like viability and stability and growth can also be achieved
through training. Training is important as its constitutes a significant part management control.
Training enhances 4Cs competence commitment, creativity and contribution of the organization.

1.2.5 BENEFITS OF TRAINING:

 HOW TO TRAINING BENEFITS THE ORGANISATION:

• Leads to improved profitability and more positives attitudes towards profit
orientation.
• Improves the job knowledge and skills at all level of the organization.
• Improve the morale of the work force
• Helps people identify with organizational goals.
• Helps create a corporate image.
• Fosters authenticity, openness under trust
• Improves the relationship between boss and subordinates.
• Aids in organization development.
• Learns from the training
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 • Helps prepare guidelines for work.
• Provides information for future needs in all areas of organization.
• Organization gets mare in effective in decision and problem solving.
• Eliminates sub optimal behavior reduce outside consulting cost by utilizing
competent internal consulting.

 BENEFITS TO THE INDIVIDUAL WHICH INTURN ULTIMATELY SHOULD

BENEFIT THE ORGANISATION

• Helps the individual in making better decision and effective problem solving
• Helps a person handle stress, tension, frustration and conflict.
• Increase job satisfaction and recognition.
• Moves a person towards goals while improving interactive skills.
• Satisfies personnel needs of the trainer.
• Helps eliminate fear in attempting new task.

 BENEFITS IN PERSONNEL AND HUMAN RELATIONS, INTRA AND INTER –

GROUP RELATIONS AND POLICY IMPEMENTATION
• Provides information on equal opportunity and affirmative action.
• Improve inter personnel skills.
• Builds cohesiveness in groups.
• Provides a good climate for learning growth, coordination.

1.2.6 METHODS OF TRAINING

Generally, the training methods can be classified into two types:

a) On-the-job methods

b) Off-the-job methods

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  ON-THE-JOB METHODS

These methods are briefly discussed below:

1. On-the job Training

In this training an employee will be placed in a new job and is told how it is to be
performed. It aims at developing skills and habits consistent with the existing practices of an
organization and by orienting him to his immediate problems.

2. Vestibule Training or Training-Centre Training

This is otherwise known as classroom training, which is imparted with the help of
equipment and machines identical to those in use at the place of work.

3. Simulation

It is more or less like vestibule training. The trainee works in closely ‘duplicated’ real
job conditions. This is essential in cases in which actual on-the-job practice is expensive,
might result in serious injury, a costly error or the destruction of valuable material or
resources, e.g., in aeronautical industry.

4. Demonstration

Under this method, there will be a description and demonstration of how to do a job.
He performs the activity himself, going through a step-by-step explanation of the ‘why’,
‘how’ and ‘what’ of what he is doing.

5. Apprenticeship

Under this method, each apprentice or trainee will be given a programme of assignments
according to a predetermined schedule, which provides for efficient training in trade skills

6. Job Instruction Training

The JIT Method is a four step instructional process involving preparation, presentation,
performance try out and follow up.

7. Coaching and Mentoring

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 Coaching establishes one-on-one relationship between trainees and supervisors, which
offer workers, continued guidance and feedback on how well they are handling their tasks.

8. Job Rotation

It means the movement of trainee from one job to another. This helps him to understand
how the job functions

 OFF-THE-JOB METHODS

Under this method, training will be given in company classroom, an outside place owned
by the organization, an education institution, or association, which is not the part of the company.
The following are the methods.

1. Lectures

These are classroom lectures given by an instructor on specific topics, formally. This
method is useful when philosophy, concepts, attitudes, theories and problem solving have to be
discussed.

2. Conferences

Normally a conference will be held in accordance with an organized plan. Different topics
with their problems relating to training of personnel are discussed.

3. Seminars or Team Discussion

A group will constitute a team for discussion. The group learns through discussion of a
subject on a selected subject.

4. Case Discussion

Testing of a real problem will be undertaken under this method. In other words, a real
business problem or situation demanding solution is presented to the group and members are
trained to identify the problems present, they must suggest various methods for tackling them,
analyze each one of these, find out their comparative suitability, and decide for themselves the
best solution.

5. Role Playing
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 This method is also called ‘role reversal’, ’socio drama’ or ‘psycho drama’. Here trainees
act out a given role as they would in a given play. Two or more trainees are assigned roles in a
given situation, which is explained to the group.

6. Programmed Instruction

Under this method, there will be two essential elements, (a) a step-by-step series of bits of
knowledge, each building upon what has gone before, and (b) a mechanism for presenting the
series and checking on the trainees’ knowledge. Questions are asked in proper sequence and
indication given promptly whether the answers are correct.

1.2.7 TRAINING EFFECTIVENESS

Training is all about performance it is not about development of new programmes, the
number of training hrs, or the trainees proceeds. The whole purpose of training is to improve the
quality of job performance of employees on the job. Job mastery is demonstrated by the
application of special knowledge, skills, abilities, and attitudes to the duties and responsibilities
of specific job

By definition, the mist fundamental judgment of the quality of training programme is the
impact it has on the actual performance of employees, or it fails to improve their ability of the
job, what’s been accomplished the training programme? Probably nothing more than then
providing the employees with diversion from daily work routine

Your job, as a presenter, is to do everything can to make sure training you provide does
get used on the job this can be done effectively applying the concepts of need assessment
performance objectives, evaluation and testing mechanism, and adult learning theory to the
training progamme inshore, your job is to get appropriate ideas, polices and procedures across to
trainees so the those ideas where the trainees actually work that the training increase the
likelihood that the subject matter will be used on the job.

This job requires that you select appropriate strategies for presenting the subject matters.
You want to maximize the conditions for effective training by selecting those instructional
methods, techniques and aids and devices which will be the most effective in facilitating a
positive change in job performance.

The place where the training often gets lost is in the gap (whether hours or month)
between the class room presentation and on the job performance. This mean that you must make
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the training process as real as possible and you must provide opportunities for each training to
apply the skills and knowledge learned in class to a situation reminiscent to the job.

1.2.8 KEY TO EFFECTIVE TRAINING

A key to effective training is a adequacy and impact of the presentation. How you present
your session, class, or program is critical to its success. Here are the three definitions I think are
the keys to effective presentation. Most presenters find the formalities of these terms confusing,
but they are essential to understanding the process of training and the role that strategy selection
place in the delivery of effective training.

1.2.9 METHODS
Methods are essentially ways that the participants are organized for effective learning.
Classes, small groups, large groups, conferences, and workshops are all examples of training
methods.

1.2.10 TECHNIQUES
Techniques are ways in which the learning task are managed to make learning effective.
Some examples of the techniques are lecture groups, group discussion, buzz groups, and
demonstration groups.

1.2.11 AIDS
Aids are the materials, suppliers, and conditions used in training. Overhead projectors,
flip charts, stands, tapes and room layouts are the examples of training aids.

1.2.12 MEASURING TRAINING EFFECTIVENESS / IMPACT

Training can be measured in a variety of ways including

I. Prior to training
• The number of people that say they need it during the needs assessment process.
• The number of people that sign up for it.

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II. At the end of training
• The number of people that attend the session.
• The number of people that paid to attend the session.
• Customer satisfaction at end of training.
• Customer satisfaction at end of training when customers know the actual cost of the
training.
• A measurable change in knowledge or skill at the end of training.
• Ability to solve a “mock” problem at end of training.
• Willingness to try or intent to use the skill/knowledge at end of training.

III. Delayed impact ( non-job )

• Customer satisfaction at x weeks after the end of training.
• Customer satisfaction at x weeks after the training when customers know the actual costs
of the training.
• Retention of knowledge at x weeks after the end of training.
• Ability to solve a “mock” problem at x weeks after end of training.
• Willingness to try the skill / knowledge at x weeks after end of training.

IV. On the job Behavior Change

• Knowledge on the job after the training.
• Trained individuals that actually are observed to change their behavior / use the skill or
knowledge on the job after the training.

V. On the job Performance Change

• Trained individuals that self report that the actual job performance changed as a result of
their changed behavior / skill
• Trained individuals whose managers report that their actual job performance changed as
the result of the changed behavior.
• Trained individuals whose managers report that their job performance changed(as a result
of the changed behavior / skill) either through improved performance appraisal scores or
specific notation about the training on the performance appraisal.

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 • Training individuals that have observable / measurable ( improved sales, quality, speed,
etc) improvement in their actual performance as a result of their changed behavior / skill.
• The performance the employees that are managed by (or part the same team with)
• Individuals went through the training.

1.2.13 NEED FOR THE STUDY:

 The study of employee training programs helps to make training more effective.
 It helps to evaluate the training programme.
 The study helps to fulfill the gap between training programme and expectation of
employee on training.

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