STUDY ON TRAINING AND DEVELOPMENT IN

SHARDLOW INDIA LTD

A PROJECT REPORT

Submitted by

S. RAJALAKSHMI (110521631038)

In partial fulfilment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN
DEPARTMENT OF MANAGEMENT SCIENCES

GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY

ANNA UNIVERSITY: CHENNAI 600 025

DECEMBER 2022
 ANNA UNIVERSITY: CHENNAI 600 025

BONAFIDE CERTIFICATE

Certified that this project report titled “AN EFFICIENT MODEL FOR DETECTION AND
PREVENTION OF REPLICATION OR MIGRATION OF SENSITIVE FILES IN CLOUD
BASED ENVIRONMENTS” is the bonafide Work of S.RAJALAKSHMI (110521631038) who
carried out the project work under my supervision. Certified further that to the best of my
knowledge the work reported herein does not form part of any other thesis or dissertation on the
basis of which a degree or award was conferred on an earlier occasion on This or any other
candidate.

SIGNATURE SIGNATURE

Dr.S.G.SURESH RAJAN., MBA,Ph.D Mrs.S.MERCY.,MBA

HEAD OF THE DEPARTMENT SUPERVISOR

Professor Assistant professor

Department of Management Science Department of Management Science

Gojan School of Business and Technology Gojan School of Business and Technology

80 Feet Road 80 feet Road

Edapalayam Edapalayam

Redhills Redhills

Submitted to Project Viva Examination Held on ………………….

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION

I am RAJALAKSHMI S, (Register Number: 110521631038) hereby declares that the project work
entitled (A STUDY ON TRAINING AND DEVELOPMENT), undertaken at SHARDLOW INDIA
LIMITED. Submitted to GOJAN SCHOOL OF BUSINESS AND TECHNOLOGY, CHENNAI .is
a record of project work done by me under the guidance of Mrs. GUIDE NAME, qualification,
Assistant Professor, faculty of MASTER OF BUSINESS ADMINISTRATION, during the
academic year 2022.

Date: Signature of the student

Place: CHENNAI (RAJALAKSHMI S)

 ABSTRACT

The topic taken for the study is “A STUDY ON TRAINING AND DEVELOPMENT
SHARDLOW INDIA LIMITED”. The primary motive of study Whether the training and
development programs provided is effective or not. Training And development programs provided by
an organization help not only the employees But also the organization itself. An organization is
benefited by enhanced performance By the employees, meanwhile the employees in the organization
after the training Programs can work without fear. The development programs provided in an
Organization helps the white collar employees to develop new concepts and ideologies There by
benefitting the organization and the employees. The statistical tools used for The study are correlation
and rank correlation. The study reveals that the training and Development programs provided in
SHARDLOW INDIA LIMITED is most of the Employees are very much satisfied with the training
mechanism used in the company.
 ACKNOWLEDGEMENT

I express our deepest gratitude to our Chairman Dr. G. NATARAJAN Ph.D., and
Chairperson Mrs. BRINDHA NATARAJAN, B.Com, for their valuable guidance and
blessings. I are deeply indebted to our beloved Principal Dr. Selvakumar Ph.D., Gojan
School Of Business and Technology, for proving us an excellent environment to carry
out our course successfully. I also express our thanks to the Head of the Department
Dr.S.G SURESH RAJAN, MBA , Ph.D, who has been a constant source of inspiration
and guidance in the course of the project. I record our sincere thanks to our Supervisor
Dr. Siva kumar R, B.Sc., MBA, PhD. Associate professor, for being instrumental in
the completion of our project with his exemplary guidance .I thank all the Staff
Members of our department for their valuable support and assistance at various stage of
our project development. Finally, I take this opportunity to extend our deep sense of
gratitude and appreciation to our family and friends for all that they meant to us during
the crucial times of the completion of our project.

(RAJALAKSHMI S)
 TABLE OF CONTENTS

S.NO PARTICULARS PAGE NO

INTRODUCTION

1.1 Introduction

1.2 objectives of the study

1.3 Need of the study

1.4 Scope of the study

1.5 Research methodology

COMPANY PROFILE

2 2.1 Industry profile

2.2 Company profile

LITERATURE SURVEY

3 3.1 Research Review

4 DATA ANALYSIS AND INTERPRETATION

4.1 Analysis part-1

4.1.1 Percentage Analysis

 4.2 Analysis part-II

4.2.1 Correlation Test

4.2.2 Regression Test

5 CONCLUSION

5.1 Findings

5.2 Suggestions

5.3 Limitation

5.4 Conclusion

6 APPENDIX

BIBILOGRAPHY
 LIST OF TABLES

S.NO LIST OF TABLES PG.NO

1. 4.1 Employee rating table on program

2. 4.2 Organization considers training table on organization strategy

3. 4.3 Training program conducted in table on organization often

4. 4.4 Training helpful enhancing table on performance of employees

5. 4.5 Training methods used table on organization

6. 4.6 Training barriers development table on organization

7. 4.7 Training does taken implement table on process

8. 4.8 Training helps increases table on motivation level of employees

9. 4.9 Level of organization strategy and performance of employees

10. 4.10 Percentage of respondents for organization strategy and

performance of employees
S.NO LIST OF CHARTS PG NO

1. 4.1 Employee rating chart on program

2. 4.2 Organization considers training chart on organization strategy

3. 4.3 Training program conducted in chart on organization often

4. 4.4 Training helpful enhancing chart on performance of employees

5. 4.5 Training methods used chart on organization

6. 4.6 Training barriers development chart on organization

7. 4.7 Training does taken implement chart on process

8. 4.8 Training helps increases chart on motivation level of

employees
9. 4.9 Chart of organization strategy and performance of employees

10. 4.10 Percentage of respondents for organization strategy and

performance of employees
 1.1 INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not and ends in itself”. Organizational
growth need to be measured along with individual growth.

Training refers to the teaching or learning activities done for the primary purpose of
helping members of an organization to acquire and apply the knowledge skills, abilities, and
attitude needed by that organization to acquire and apply the same. Broadly speaking training is
the act of increasing the knowledge and skill of an employee for doing a particular job.

In today's scenario change is the order of the day and the only way to deal with it is to
learn and grow. Employees have become central to success or failure of an organization they
are the cornucopia of ideas. So it high time the organization realize that " train and retain is the
mantra of new in millennium.

In an ever changing and fast paced corporate world, training and development is an
indispensable function, as such, the turn of the century has seen increased focus on Training &
Development complementing Philip Kotler (Marketing Management Author) view that “In
today’s competitive world one must run faster to stay in the same place. Training & Development
comes handy to acquire new skills, sharpen existing ones, perform better, increase productivity
and be better leaders.

Since an Organization is the sum total of what employees achieve individually,

organizations should do everything in their power to ensure that employees perform at their
best /peak for Organization success
 1.2 OBJECTIVES OF THE STUDY
Employees will definitely learn best when objectives of the training program were clearly
stated to them, objective means the purpose and expected outcome of training activities

 To understand to what extent employees feel the training and development activities are beneficial .
To study how often the training and development programs are being conducted in a organization.
 To assist employees to function more effectively by exposure of latest concepts information and
techniques and development of skills required in specific fields.
 To provide employees job satisfaction, training enables an employees to use their skill, knowledge
and ability to full estextent and thus experience job satisfaction and gain monetary benefits from
enhanced productivity.
 To improve knowledge, skills, efficiency of employees to obtain maximum individual development
 1.3 NEED OF THE STUDY
1. The training and development activity is required when company revises its objectives and goal

2. Companies often endorse training and development programs to improve the performance of the
employees.

3. The HR training development is needed to set up a benchmark of performance which employees

are expected to achieve in a financial year

4. There is always a need of training and development efforts to teach the employee new skills such as
team management, communication management and leadership behavior

5. Training and development is also used to test new methods of enhancing organizational
productivity.
 1.4 SCOPE OF THE STUDY
 The scope of the study covers in depth, the various training practices, modules, formats
being followed in public sector units and its employees.
 The different training programs incorporated/facilitated in public sector units through
its faculties, outside agencies or professional groups.
 It also judges the enhancement of the knowledge & skills of employees and feedback on
its effectiveness
 1.5 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem along
with the logic behind them.

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

to complete the study successfully.

 Formulating the Research Problem

 Extensive Literature Review

 Developing the Objectives

 Preparing the Research Design including Sample Design

 Collecting the Data

 Analysis of Data

 Preparation of the Report or Presentation of Results, Formal write ups of

conclusion.
 Generalization and Interpretation and Conclusion

Research Methodology
Data source
1. Primary data: Is generated in a investigation with the help of questionnaires
2. Sampling method: The method we are using here is simple random sample method.
3. Sample population: There are 271 employees in the organization
4. Sample size: 46
PRIMARY DATA
An instrument is used to collect the required information from the employees and also
interact the employees personally.
 Primary data helps us in making observation of employee’s behaviors, talk gestures which
helped me in identifying the attitude of employees towards the training program and the
effectiveness of the training program in the organization.
PRIMARY DATA SOURCES:
a. Questionnaire

b. Observation

c. Interview

SECONDARY DATA:

It was collected from the website of the company, and the company personnel, certain
reports from the HR department. The research also

took the help of the books and journal.

SECONDARY DATA:
d. Book

e. Periodicals or journals

f. Research thesis and dissertations

g. Footnotes

a. Encyclopedias

b. Websites/blogs
 2.1 Industry profile
Crankshafts and Camshafts
The crankshaft is essentially the backbone of the internal combustion engine. The crankshaft is
responsible for the proper operation of the engine and converting a linear motion to a rotational motion.
Crankshafts should have very high fatigue strength and wear resistance to ensure long service life. The
crankshaft experiences high levels of cyclical loading. A high value of the coefficient of thermal
expansion can be a problem when choosing materials for crankshafts and camshafts. Ductile iron,
forged steel, and titanium are commonly used as materials for manufacturing shafts like in the Prosche
GT3 RS. Crankshafts made of aluminum composites reinforced with SiC and graphite are in the
development stage (Elmarakbi, 2014). Aluminum composites meet all the requirements, except they
will inevitably fail when exposed to cyclical loading. An example of an aluminum crankshaft
reinforced with SiC and graphite particles

The crankshaft converts reciprocative motion to rotational motion. It contains counter weights to

smoothen the engine revolutions. There are two types of crankshaft, the monolithic type (Fig. 8.1),
used for multi-cylinder engines, and the assembled type (Fig. 8.2) fabricated from separate elements,
which is mainly used for motorcycles. The type of crankshaft determines what kind of connecting
rods are used, and the possible combinations of crankshafts and connecting rods and their applications
are listed in 

Con rods
A connecting rod, also called a 'con rod.is the part of piston engine which connects
the piston to the crankshaft. Together with the crank, the connecting rod converts the reciprocating
motion of the piston into the rotation of the crankshaft. The connecting rod is required to transmit the
compressive and tensile forces from the piston. In its most common form, in an internal combustion
engine, it allows pivoting on the piston end and rotation on the shaft end.
Piston crown
Piston crown, also known as piston head, is the top end from a complete piston and is
exposed in a high level to hot gases within the combustion chamber.

Axle shafts
Axle shafts are heavy-duty, load-bearing components used in motorized vehicles. Also called
CV axles or half-shafts, these components transfer rotational force from the vehicle's transmission
system to the wheels attached to the axles
 2.2 COMPANY PROFILE
SHARDLOW INDIA LIMITED

(A member of Amalgamations Group)

Established in 1960 in technical and financial collaboration with AMBROSE SHARDLOW & CO.
LTD., U.K., a leading manufacturer of forged and Machined Crankshafts was a unit of M/s. GKN
Forgings, M/s British Steel Forgings, and M/s. UEF Ltd, over the years. .

Under the leadership of late Sri S. Ananthakrishnan, the Founder-Chairman of the group,
Amalgamations ventured in to a number of manufacturing enterprises. Right after the Independence in
1947, the Group entered in to collaboration with overseas manufacturers as a carefully planned strategy
to meet the imperatives of industrialization. Shardlow India was one such venture promoted by
Simpson & Co Ltd in 1960 for manufacture of Forgings.

The Amalgamations Group, a conglomerate of 52 companies, is engaged in diverse range of activities

like manufacture of Auto Components, Engines, Agricultural Implements, Plantations, Distribution, a
variety of Service Industries and Exports. The Group has been able to forge technical collaborations
with world leaders like Perkins Ltd., Massey Ferguson, A.E Group, GKN/UEF, Gould Inc., Clevite
Corporation, Repco and LM Van Moppes. Yuasa Battery Company, NPR and Nippon Oils & Fats and
DAIDO are the recent linkages in the group.

SHARDLOW INDIAN LIMITED

 40 YEARS OEM RELATIONSHIP

 FOCUSSED PRODUCT RANGE
 TECHNOLOGY AND EXPERIENCE
 UNIT OF LARGE AUTOMOTIVE AND TRACTOR MANUFACTURING GROUP
 ASSOCIATION WITH LEADING UK FORGING GROUP FOR 40 YEARS

UNIT PROFILE
LOCATION 1 CHENNAI SIMPSON ESTATE HUZURGARDENS, SEMBIAM
EMPLOYEES DIRECT & INDIRECT 271
MANUFACTURING FORGINGS CAPACITY – 7500 MT/ANNUM MACHINING CAPACITY –
AXLE SHAFT CONNECTING RODS

LOCATION 2 HOSUR (DHARMAPURI) 32 KMS FROM BANGALORE

EMPLOYEES DIRECT & INDIRECT 189
Shardlow India was established in 1960 in collaboration with Ambrose Shardlow and association
with GKN and the UEF Group from used in automobiles, tractors, diesel engines and locomotives. The
company also specializes in machined forgings for crankshafts, precision connecting rods and also
shafts for commercial vehicles and tractors.

Shardlow Company Logo

Shardlow’s manufacturing units, located in Chennai and Hosur, are fully equipped with forging and
machining facilities to reach top class quality benchmarks. The facilities are truly state-of-the-art with a
variety of forging presses, heat treatment facilities and electronically controlled machines.

Manufacturing facility:
Forging facilities- precision die shop

 Makhino machining centre

 Single/Twin spindle die dinking machines
 EDM spark erosion
 Counterblow hammers -13000/16000/20000/32000mkg.
 UPSETTERS – 200mm
 Forge press 1800/2200 tonnes
 Individual billet heating furnaces
 Matching trimming/ coining presses

Heat treatment shop

 Normalising
 Polymer quenching facilities
 Tempering
 Isothermal annealing
 Induction hardening of fillet radii of crankshafts / axle shafts
 PLC controlled continuous heat treatment plant.

Crankshaft machining division

 Automatic process control systems from turning to finish of crankshafts and forging
 Control of dimensions through electronic digital instruments and gauging
 Use of third party inspection agencies like Lloyds and SGS.

Products

 Specialized in Multi-Cylinder crankshaft

 Heavy forgings for automobiles, tractors, diesel engines and locomotives
 Machined crankshafts, connecting rods & axle shafts

Quality

 ISO TS 16949 from BVQI

 ISO 9001:2000
 Plant certification by M/s. Lloyds Register for Marine applications.
Product range:

Crankshafts Single throw and multi cylinder UPTO 140

KG

Con rods 8 kg-48 kg- hammer forging

Piston crown 30kg

Cam shafts Multi cylinder application

AXLE SHAFTS 8 KG – 32 KG (UPSET)

Pinion shafts cluster gear shafts UPTO 11 KG (UPSET)

Stub axles/steering knuckles UPTO 40 KG

Axle beam UPTO 75 KG

Valve bodies/ valve stem in carbon, alloy and UPTO 120 KG

stainless steel to customers specification

Precision products—press forged:

CONNECTING RODS PROP SHAFT UPTO 3.5 KG

COMPONENTS

YOKES, CROSS UPTO 4.5 KG

GEAR BLANKS UPTO 5.0 KG

Customers:

Products manufactured for Indian customers (Forgings & Machined crankshaft)

 Amul India
 Axles India Limited
 BEML (Bharat Earth Movers Limited)
 Tata Motors
 India Pistons Ltd.
 Tracters And Farm Equipment Ltd
 L & T KOMATSU
 Kirloskar
 SWARAJ
 Simpson & co. Ltd
 ASHOK LEYLAND
 PRECISION
 HVF Avadi
 Amalgamation Repco Ltd

Engine Factory Avadi

 3.1 RESEARCH REVIEW
Yoder et al, (1970) Training and development in today's employment setting is far more
appropriate than training alone since human resources can exert their full potentials only when the
learning process goes for beyond the simple routine.

Hesseling et al, (1971) Training is a sequence of experiences or opportunities designed to

modify behavior in order to attain a stated objective.

Kane et al, (1986) If the training and development function is to be effective in the future, it
will need to move beyond its concern with techniques and traditional roles. He describes the strategic
approaches that the organization can take to training and development, and suggests that the choice of
approach should be based on an analysis of the organization's needs, management and staff attitudes
and beliefs, and the level of resources that can be committed. This more strategic viewpoint should be
of use in assessing current efforts as well as when planning for the future.

Raymond et al, (1986) The influences of trainees' characteristics on training effectiveness have
focused on the level of ability necessary to learn program content. Motivational and environmental
influences of training effectiveness have received little attention. This analysis integrates important
motivational and situational factors from organizational behavior theory and research into a model
which describes how trainees' attributes and attitudes may influence the effectiveness of training.

Adeniyi et al, (1995) Staff training and development is a work activity that can make a very
significant contribution to the overall effectiveness and profitability of an organization.

Chris et al, (1996) Training and development aim at developing competences such as technical,
human, conceptual and managerial for the furtherance of individual and organization growth. The
process of training and development is a continuous one. The need to perform one's job efficiently and
the need to know how to lead others are sufficient reasons for training and development and the desire
to meet organizations objectives of higher productivity, makes it absolutely compulsory.

Oribabor et al, (2000) Training and development aim at developing competencies such as
technical, human, conceptual and managerial for the furtherance of individual and organization growth.

Isyaku et al, (2000) The process of training and development is a continuous one. It is an
avenue to acquire more Biz and Bytes (Vol. 8. Issue: 1, 2017) E-ISSN: 0976 0458, Print ISSN: 2320
897X 113 Biz and Bytes (Vol. 8. Issue: 1, 2017) E-ISSN: 0976 0458, Print ISSN: 2320 897X 114 and
new knowledge and develop further the skills and techniques to function effectively.

Tan, Hall and Boyce et al, (2003) Companies are making huge investment on training
programmes to prepare them for future needs. The researchers and practitioners have constantly
emphasised on the importance of training due to its role and investment.

Stavrou et al.,(2004) The main goal of training is to provide, obtain and improve the necessary
skills in order to help organizations achieve their goals and create competitive advantage by adding
value to their key resources – i.e. managers.

Chih , Li and Lee et al, (2008)Training programme is dependent on the following parameters
for its success (i) perceived value of leaning programme (ii) attitude to teacher (iii) response to learning
conditions (iv) desire to learn: the degree to which trainees really want to learn and do well.

Giangreco, Sebastiano, and Peccei et al, (2009), The key determinants of overall satisfaction
with training (OST) are perceived training efficiency (PTE) and Perceived usefulness of training
(PUT).

Bates and Davis et al, (2010) Usefulness of training programme is possible only when the
trainee is able to practise the theoretical aspects learned in training programme in actual work
environment. They highlighted the use of role playing, cases, simulation, mediated exercises, and
computer based learning to provide exposure to a current and relevant body of knowledge and real
world situations.
 4.1 DATA ANALYSIS AND INTERPRETATION

4.1 ANALYSIS PART -1

4.1.1 PERCENTAGE ANALYSIS

1. Are you like to attend training program.

No. of Respondents Percentage of

Particulars Respondents

Yes 44 96%
No 2 4%
Total 46 100%

Table 4. 1: Employees rating table on training program

100
90
80
70
60
50
40
30 Series3
20 Series2
10
Series1
0
yes no

Series1 Series2 Series3

Figure 4.1 employee rating chart on training program

INFERENCE
From the above table and graph 96% of the respondents agree that they like to attend training
program and 4% of the respondents does not like to attend training program for their necessary
performance
2. Organization considers training as a part of organizational strategy.

No. of Percentage of
Respondents
Particulars Respondents

Agree 21 46%
Strongly agree 10 22%
Neutral 10 22%
Disagree 5 10%
Total 46 100%

Table 4.2 Organization considers training table on organizational Strategy

Chart Title
Disagree
10%

Neutral A=gree
22% 46%

Strongly
agree
22%

Figure 4.2 Organization considers training chart on organizational strategy

INFERENCE

From the above table and graph 22% of the respondents strongly agree that training is a part of
organizational strategy, 22% of the respondents neutral in their opinion and 46% of respondents
agree, 10% of the respondents not agree with statement
3. Training programs are conducted in your organization often

Percentage
of
Particulars No. of Respondents
Respondents

Every month 20 43%

Quarterly 18 40%
Half yearly 6 13%
Once in a year 2 4%
Total 46 100%

Table 4.3 Training programs conducted in table on organizational often

50

45

40

35

30

25

20

15

10

0
Every month Quartelly Half Yearly Once in a year

Series1 Series2 Series3

Figure 4.3 Training programs conducted in chart on organizational often

INFERENCE

From the above table and graph 43% of the respondents agree that every month training
programs are conducted in their organization, 40% of the respondents agree that quarterly
required training programs in their organization. 13% of the respondents agreed that
training is required half yearly, and 4 % of the respondents agreed that once in a year they
conduct training programs to their employees.
 4 . Training is helpful in enhancing productivity and performance of employees.

No. of
Percentage
Particulars Respondents

Agree 21 46%
Strongly agree 10 22%
Neutral 10 22%
Disagree 5 10%
Total 46 100%

Table 4.4 Training helpful enhancing table on performance of employees

PERFORMANCE OF EMPLOYEES
Agree Strongly agree Neutral Disagree

10%

22%
46%

22%

Figure 4.4 Training helpful enhancing chart on performance of employees

INFERENCE

From the above table and graph 22% of the respondents strongly agree that training is a part of
organizational strategy, 22% of the respondents neutral in their opinion and 46% of respondents agree,
10% of the respondents not agree with statement
5. Method of training is used in your organization.

Percentage of
No. of Respondents
Particulars Respondents

Coaching 15 31%
Job rotation 4 9%
Conference 18 40%
Role playing 9 20%
Total 46 100%
Table 4.5 Training methods used table on organization

Chart Title

Coaching Job rotation Conference Role playing

Figure4.5 Training methods used chart on organization

INFERENCE

From the above table and chart 24% of the respondents agree that coaching is the method to
use training in the organization. 37% of the respondent’s agree that they consider conference as
their training, 11% of the respondents agree that role playing is the method which they used
for training and rest 7% agree that job rotation is the method which they use to their employees
in the organization.
6. Barriers to training and development in the organization

Percentage of
No. of Respondents
Particulars Respondents

Lack of interest 25 54%

Non availability of skilled trainer 12 26%
Lack of time 4 9%
Finance problem 5 11%
Total 46 100%

Table 4.6 Training barriers development table on organization

60

50

40

30

20

10

0
Lack of interest Non availablity of Lack of time Finance problem
skilled trainer

Series1 Series2 Series3

Figure 4.6 Training barriers development chart on organization

INFERENCE

From the above table and chart 54% of the respondents agree that lack of interest is the
barrier for training and development in their organization. 26% of the respondents agree that
barrier may be non availability of skilled labours. 11% of the respondents may agree that
finance is the barrier for training and development for their organization and rest of the
respondents says it is due to some other factor.
7. How long does it take to implement the trained process?

Particulars No. of Respondents Percentage of Respondents

Less than 1 month 10 21%

2-3 months 17 37%

4-5 months 8 18%

6 months 11 24%

Total 46 100%

Table 4.7 Training does taken implement table on process

Chart Title

Less than 1 month 2-3 months 4-5 months 6 months

Figure 4.7 Training does taken implement chart on process

INFERENCE

From the above table and chart 37 % of the respondents agree within less than 2-3month they need
to implement training process, 21 % of the respondents agree they need minimum of one month for
implementing training. 18% of the respondents agree that they need 4-5 month, 24% of respondents
agree that they need 6 month to implement training process in their organization
8. Training helps to increases the motivation level of employees

Particulars No. of Respondents Percentage of Respondents

Agree 23 50%

Strongly agree 14 30%

Neutral 7 15%

Disagree 2 5%

Total 46 100%

Table 4.8 Training helps increases table on motivation level of employees

60

50

40

30

20

10

0
Agree Strongly agree Neutral Disagree

Series1 Series2 Series3

.
Figure 4.8 Training helps increases chart on motivation level of employees

INFERENCE

From the above table and chart 50% of the respondents agree that the training helps to increases the
motivation level of the employee. 30% of the respondents strongly agree that it helps to improve
employee and employer relationship. 15% of the respondents neutral in their opinion and only 5% of
the respondents disagree that is does not help to improve employee and employee and employer
relationship.
 4.2 ANALYSIS PART-II

4.2.1 CORRELATION TEST:

ORGANIZATION PERFORMANCE OF
STRATEGY EMPLOYEES
A=gree Strongly agree Neutral Disagree Agree Strongly agree Neutral Disagree

10%
10%

22%
46% 22%
46%

22%
22%

4.2.1 CORRELATION
Figure 4.9: chart on organization strategy and performance of employees.

characteristic N Mean Standard Deviation

Organization strategy 46 11.5 28.5
Performance of 46 11.5 28.5
employees

Table 4.9: level of organization strategy and performance of employees.

σ(𝑋−𝑋)(𝑌−𝑌)
𝑟=
2 2
ටσ 𝑋−𝑋) ට(𝑌−𝑌)

r =1

From the above, we can interpret that the correlation value is 1. We can see the correlation coefficient
is currently at 1, which is signaling a strong positive correlation. A positive correlation is a relationship
between two variables that tend to move in the same direction. A positive correlation exists when one
variable tends to decrease as the other variable decreases, or one variable tends to increase when the
other increases. Thus, a relationship between organization strategy and performance of employees tend
to move in same direction.
 4.2.2 REGRESSION

GROUP ORGANIZATION PERFORMANCE

STRATEGY OF EMPLOYEES
Agree 46 46
Strongly agree 22 22
Neutral 22 22
Disagree 10 10

Table 4.10: Percentage of respondents for organization strategy and performance of

employees.

SUMMA
RY
OUTPUT

Regression Statistics

Multiple 1
R

R Square 1

Adjusted 1
R Square

Standard 0
Error

Observati 4
ons

ANOVA

  df SS MS F Significa
nce F

Regressio 1 684 684 #NU #NUM!

n M!

Residual 2 0 0

Total 3 684      
   Coefficie Standar t P- Lower Upper Lower Upper
nts d Error Stat value 95% 95% 95.0% 95.0%

Intercept 3.55271 0 655 #NU 3.55271E 3.55271 3.55271 3.55271

E-15 35 M! -15 E-15 E-15 E-15

X 1 0 655 #NU 1 1 1 1
Variable 35 M!
1

RESIDU
AL
OUTPUT

Observati Predicte Residu

on dY als

1 46 0

2 22 0

3 22 0

4 10 -
1.77636
E-15

Regression analysis is the mathematically measured correlation of a link between two

variables: the independent variable X and the dependent variable Y. Regression analysis
evaluates how strongly related the two elements are in order to help you make stronger
business plans, decisions, and forecasts. The regression R is 1. For organization strategy and
performance of employees indicates that there is a fairly strong linear relationship between
them. The Regression Analysis is a statistical tool used to determine the probable change
in one variable for the given amount of change in another. This means, the value of the
unknown variable can be estimated from the known value of another variable.
 5.1 FINDINGS

a. The environment of the organization must be very friendly which will help
employees in satisfaction of the work and others factors.
b. The organization has many fresher’s from which they work very
enthusiastically and there can be more productivity.
c. The relationship between the superior and subordinate is very good and this
will bring the organization and employees to work in a good environment.
d. Organization provides employee opportunity to the people who are not
properly educated or highly qualified.
e. The organization gives them proper training and improve them
 5.2 SUGGESTIONS:

1. Employees should decide and determine the training programs that they need so
that they can work more effectively and efficiently, employees should decide
some of the training they would like to undergo.
2. The HR department should conduct briefing and debriefing sessions for
employees for training as to give them an idea as to why this training is been
conducted and what they have to learn in the training program conducted and
also after training completion they should take a feedback as to how effective
was the training so that the necessary improvements in training programs can be
considered and implemented.
3. Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, grievance redressal; these will help to
add value and is also essential in today’s business scenario.
4. Performance of every employee undergone training should be evaluated so as to
get Improved quality of training activities, Improve ability of the trainers to
relate inputs to output know their understanding about the training programme
conducted
5. Training program should evaluate the abilities, competencies and potentials of
the trainees for a particular job or work skills
 5.3 LIMITATION

1. Some of the information given by the respondents may be bias

2. Could not able to collect the information from all the employees of organization
3. The Questions that are asked being personal, some of them hesitated to answer it
4. Analysis is done on the assumption that respondents have given correct
information through the Questionnaires
5. Due to the limitation of the time the research could not be made more detailed.
 5.4 CONCLUSION:

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

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

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

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

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

QUESTIONNAIRE

1. Are you like to attend training program

A. Yes

B. No

2. Organization considers training as a part of organizational strategy

A. Agree

B. Strongly agree

C. Neutral

D. Disagree

3. Training programs are conducted in your organization often

A. Every month

B. Quarterly

C. Half yearly

D. Once in a year

4. Training is helpful in enhancing productivity and performance of employees

A. Agree

B. Strongly agree

C. Neutral

D. Disagree

5. Methods of training is used in your organization

A. Coaching

B. Job rotation

C. Conference

D. Role playing

6. Barriers to training and development in the organization

A. Lack of interest
 B. Non availability of skilled trainer

C. Lack of time

D. Finance problem

7. How long does it take to implement the trained process

A. Less than 1 month

B. 2-3 months

C. 4-5 months

D. 6 months

8. Training helps to increases the motivation level of employees

A. Agree

B. Strongly agree

C. Neutral

D. Disagree
 BIBILOGRAPHY

1. Training and development- SubbaRao

2. Human resource personal Management- k. Ashwatappa

3. Human resource Management – Gary Dessler

WESITES

1. http://www.google.com

2. www.studymode.com

3. www.wikipedia.com