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It was my class notes
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/ 73
ABSTRACT.
Employee training is the process whereby people lear the skills, knowledge,
attitude and behaviours needed in order to perform their job effectively, No big industrial
organization can long ignore the training and development needs of its employees
without seriously inhabiting its performance. Even the most careful selection does not
eliminate the need for training, since people are not moulded to specifications and rarely
meet the demands of their jobs adequately There may be various reasons behind
organizing Training and development program for employee, but the basic reason is to
improve efficiency and effectiveness of the employee in order to achieve the common
goal of the organization. Therefore a performance appraisal should point out an
employee's specific needs for training and development, By identifying deficiencies that
adversely affect performance, human resource and line managers are able to develop
Training and development programs that permit individuals to build on their strengths
and minimize their deficiencies. The term ‘training’ and ‘development’ are closely
related but their meanings have important distinctions, Training is the act of increasing
the knowledge and skill of an employee for doing a particular job. It is concerned with
imparting specific skills for particular purposes, Whereas the term ‘development’ is a
broad one. Its aim is to improve the overall personality of an individual, The term is
mostly used in the context of executives only There should be an appropriate place where
the management and the employee representatives meet each other and discuss on the
structure for the training programmes comprising of identification of needs for the
training programmes, framing of objectives for the training programmes, selection of
satisfaction In this r aper an at Team that training and
efficiency of TABLE OF CONTENTS
LIST OF CONTENTS PAGE No.
INTRODUCTION
1.T INTRODUCTION OF THE STUDY T
1.2 INDUSTRY PROFILE 8
T 1.3 COMPANY PROFILE |
1.4 SCOPE OF THE STUDY a
1.5 OBJECTIVES OF THE STUDY 2
I REVIEW OF LITERATURE 23
RESEARCH METHODOLOGY 29
3.1 RESEARCH DESIGN 29
3.2 SAMPLE DESIGN 30
lI 3.3 SAMPLE SIZE 30
3.4 TOOLS FOR DATA COLLECTION 30
3.5 STATISTICAL TOOLS USED 31
| 3.6 LIMITATIONS OF STUDY 31
IV DATA ANALYSIS AND INTERPRETATION 34 LIST OF TABLES
TABLE No. PARTICULARS PAGE No.
"| TABLE SHOWING PERCENTAGE ANALYSIS OF AGE
414 WISE CLASSIFICATION 34
| TABLE SHOWING PERCENTAGE ANALYSIS OF |
412 MARITAL STATUS 35 |
TABLE SHOWIG PERCENTAGE ANALYSIS OF |
413 EDUCATIONAL QUALIFICATION % |
1
TABLE SHOWING PERCENTAGE ANALYSIS OF 37
414 | DEPARTMENT WISE
“TABLE SHOWING PERCENTAGE ANALYSIS
415 DESIGNATION
38
TABLE SHOWING PERCENTAGE ANALYSIS OF LENGTH
416 OF SERVICE 39
a TABLE SHOWING PERCENTAGE ANALYSIS OF
417 UNDERSTAND BY TRAINING 40
"TABLE SHOWING PERCENTAGE ANALYSIS OF
418 ENHANCING PRODUCTIVITY AND PERFORMANCE 41
TABLE SHOWING
419 COMPULSORY FOR THE EMPLOYEES a2
TABLE SHOWING PERCENTAGE ANALYSIS OF
4.1.10 TRAINING B
4. Wie ORGANISATION TABLE SHOWING PERCENTAGE ANALYSIS OF NEEDS
49
4.1.16 OF THE ORGANISATION
TABLE SHOWING PERCENTAGE ANALYSIS OF
4.1.17 ORAGANISATION WISE 50
| TABLE SHOWING PERCENTAGE ANALYSIS OF
4108 EVALUATE THE EFFECTIVENESS OF TRAINING 51
= PROGRAM
TABLE SHOWING PERCENTAGE ANALYSIS OF TIME TO
41.19 EVALUATE TRAINING 52
TABLE SHOWING PERCENTAGE ANALYSIS OF
4.1.20 TRAINING WORTH THE TIME,MONEY,EFFORT 53)
TABLE SHOWING PERECENTAGE ANALYSIS OF
4.121 ATTEND THE TRAINING PROGRAM. 54 LIST OF CHARTS
TABLE No. PARTICULARS PAGE No.
4.11 __ | CHART SHOWING AGE WISE CLASSFICATION 4
4.1.2 | CHART SHOWING MARITAL STATUS 35
4.13 _ | CHART SHOWING EDUACTIONAL QUALIFICATION ee
414 CHART SHOWING DEPARTMENT WISE aT
415 CHART SHOWING DESIGNATION 38
4.16 | CHART SHOWING LENGTH OF SERVICE =
4.17 __ | CHART SHOWING UNDERSTAND BY TRAINING ea
CHART SHOWING ENHANCING PRODUCTIVITY AND.
4.1.8 | PERFORMANCE 4
4.19 | CHART SHOWING COMPULSORY FOR THE a
a EMPLOYEES
41.10 CHART SHOWING TRAINING METHOD 43
4111 CHART SHOWING BEFORE INDUCTION IN THE 44
el ORGANISATION
4.112 __ | CHART SHOWING ON THE JOB TRAINING METHOD re
“113 __| CHART SHOWING TRAINING PROGRAM 7
“1.14 _ | CHART SHOWING TYPE OF TRAINING PROGRAME re
4115 | CHARTSHOWING AFTER TRAINING PROGRAM ™
4.1.16 _ | CHART SHOWING NEEDS OF THE ORGANISATION ae
50 CHAPTER I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area begetting more knowledge and
practices. Also training is important to establish specific skills, abilities and knowledge to an
employee. For an organization, training and development are important as well as
organizational growth, because the organizational growth and profit are also dependent on
the training. But the training is not a core of organizational development. It is a function of
the organizational development Training is different form education; particularly formal
education. The education is concerned mainly with enhancement of knowledge, but the aims
of training are increasing knowledge while changing attitudes andcompetences in good
manner. Basically the education is formulated within the framework and to syllabus, but the
training is not formed in tothe frame and as well as syllabus. It may differ from one employee
toanother, one group to another, even the group in the same class. Thereason for that can be
mentioned as difference of attitudes and skills from one person to another. Even the situation
is that, after good training programmed, all different type skilled one group of employees can
get into similar capacity, similar skilled group. That is an advantage of thetrainings.In the
field of Human Resources Management, Training andDevelopment is the field concern with
organizational activities which are aimed to bettering individual and group performances in
organizational settings. It has been known by many names in the field HRM, such
Capacities
theframework for
knowledge, and
developing the individual employees
a i fant to be valuable
me demand for
Development is
‘organizational skills,
se Development is on
can accomplish
and remain competi employees in the labor market. This can only be achieved through employee training and
development. Hence employees have a chance to negotiate as well as employer has a good
opportunity to select most suitable person for his vacancy.
Employees will always want to develop career-enhancing skills, which will always
lead to employee motivation. There is no doubt that a well trained and developed staff will be
a valuable asset to the company and thereby increasing the chances of his efficiency in
discharging his duties. Trainings in an organization can be mainly of two types; Intemal and
External training sessions. Internal training involves when training is organized in-house by
the human resources department or training department using either a senior staff or any
talented staff in the particular department as a resource person. On the other hand extemal
training is normally arranged outside the firm and is mostly organized by training institutes
or consultants. Whichever training, it is very important for all staff and helps in building
career positioning and preparing staff for greater challenges in developing world. However
the training is costly. Because of that, people who work at firms do not receive external
trainings most of times. Training programmers in Sri Lanka. But nowadays, a new concept
has come with these trainings which are Trainers through traineesO. While training their
employees in large quantities, many countries use that method in present days to reduce their
training costs. The theory of this is, sending little group or an individual for a training
programmed under a bonding agreement or without a bond. When they come back to work,
the externally trained employees train the employees who have not participated for above
training programmed by internal training programmers. Employers of labor should enable
employees to pursue training and development in a direction that they choose and are
wr ee should support learning, in
eeded for the employee’s current or next
is keeping the employee interested,
ployee to perform well, especially
g and development. The right
payoffs for the employer in
general growth of the firm. In
with the avenue to meet new compare issues and find out what is obtainable in each other's environment. It is not
mentioned in any where that the employers, managers.
1.1.1 MEANING
Employee training tries to improve skill ,or add to the existing level of knowledge so
that employee is better equipped to do his present job ,or to perform him for a higher position
with increased responsibilities . training and development activities are designed to impart
specific skills,abilities and knowledge to employees .training is a planned effort by an
organization to facilitate employees learning or job related knowledge and skills for purpose
of improving performance. Development refers to learning opportunities designed to help
employees grow and evolve a vision for future. A trained is an attempt to improve current or
future employee performance by increasing an employees ability to perform through learning
usually by changing the employees attitude or increasing his or her skills and knowledge.
1.1.2 DEFINITION
According to Dale S. Beach “Training is the organized procedure for learning
knowledge and /or skill for a definite purpose “ and Development refers to those learning
opportunities designed to help employees grow. It is a long term educational process.
In the words of Edwin B.Flippo “Training is act of increasing the knowledge and skill
f employees for doing a particular job”.
1.1.3 Components or Elements
Step 1: Make a business case
business to make money. Any new
1 context of the overall value of the
or developing a formal business
is. a must, Step 2: Develop objectives and learning outcomes
Objectives and learning outcomes describe what learners will be able to know and do
Post-training. The learning outcomes should also establish the described criteria by which the
training will be judged a success. The training objectives and learning outcomes should be
aligned with an employee's position competency profile and, at the high level, with the
organization's business goals and mission.
Step 3: Develop content and instructional design
The most effective education and training methods for a particular situation need to
be used. In today’s work world, a combination of asynchronous online education coupled
with hands-on training in the workplace may provide a better, more cost-effective and
accessible solution than traditional classroom learning. Add to this some on-the-job training
that employs an element of tutoring and coaching and optimal instructional delivery may be
achieved. Many other delivery methods are available and should be considered, such as
video, video-conferencing, webinars and other computer-based training tools.
Step 4: Access internal ?and external resources
Delivery of the training can be provided using in-house resources or an external
consultant. In-house trainers cost less because their salary has already been accounted for in
the company budget. An in-house trainer may also provide more flexibility and will bring
greater understanding of the issues driving the need for training, but it is possible to find
external consultants who are more skilled and polished speakers. Using an external resource
may create “just enough” separation between the issue at hand and the trainer to keep the
conversation ine comments ive level.
aera
ie 3
for the course must be carefully
e leaning activities need to allow
| the classroom. To be effective the
e and the history behind the need for the training. It is well established that adults learn differently than younger students and
understanding the challenges of adult education and training will improve training
effectiveness.
Step 6: Transfer knowledge, skills and abilities
The learner must have the opportunity to promptly apply the knowledge and skills
gained in the workplace and demonstrate new abilities, Barriers that may prevent prompt and
effective application must be identified and removed if the program is to be successful. A
supportive program that includes tutoring and coaching by managers and supervisors is
important. The overall effectiveness will be increased if the new skills are supported by a job
and task observation process with reinforcement.
Step 7: Evaluate effectiveness
That which gets measured gets done. Evaluating the effectiveness of the education
and training is critical. Measurement supports, and hopefully validates, the business case that
was made in support of the training. The total cost of the training is easy to measure, but it is
important to also measure uptake and participant satisfaction. Uptake can be measured by
having learners take post-training tests and demonstrate learned skills and abilities. Job
observation can also be used to assess skills development. Learners can offer their feedback
using course evaluation forms. More complex methods of evaluation may include using
lagging indicators, such as reduced incident and damage data, as measures of performance
improvement.
Step 8: undertake?continuous improvement
The final step in any such process is to undertake continuous improvement. The
improvements may include adjusting and updating the education and training materials,
adjusting fe oe ahead theory and work site practical training, and even
er) ssaging. Oftentimes how learning is measured needs
of the measurement results, The findings from
make meaningful changes to the objectives and
al design. Aa TRAINING AND DEVELOPMENT (T&D) METHODS
‘There are several TED methods available, The use of a particular method depends
which method accomplishes the taining needs and objectives. Training methods can be
chassified into two categories:
1. OartheJod Methods
> Understady
> edretation
> Special projects
> Experience
> Commitee assignment 1.1.5 PROCESS
> Initial Assessment
> ‘Training
» Development
>» Peedback
> Evaluation
1.1.6 STATEMENT OF THE PROBLEM
> With the increasing need of NSK Electronics to implement a lean manufacturing.
system, an employee engagement assessment will be done to determine how
employee engagement impacts change. 1.2 INDUSTRY PROFILE
The Indian market for electronic products is poised for significant growth in the next
few years. According to an ASSOCHAM-Emst & Young (E&Y) study, the Indian
electronics and hardware industry is expected to grow at a CAGR of 13 to 16 per cent during
2013-18, and to reach USS 112 to US$ 130 billion by 2018 from the previous year’s level of
USS 75 billion. This growth will be driven by rising local demand and growing disposable
Moreover, adoption of high-end technology devices, technology-driven
transformation such as roll out of 4G/LTE networks and the Internet of Things (IoT), policy
and incentive boosts from the government, government initiatives like Digital India, Smart
Cities, wider broadband connectivity, e-governance programmers and so on are driving
accelerated adoption of electronic products. Growth of the electronics products industry has
started driving the expansion of the electronic components industry as well. Local brands
under the Make in India initiative as well as global manufacturers looking to relocate their
manufacturing base from China to alternate locations such as India, Vietnam and Indonesia
due to mounting labour costs provide a strong impetus to the Indian electronics and hardware
industry. This, in tum, presents an opportunity to the electronic components manufacturing
industry of the country. Over the next five years, accelerated local manufacturing of
electronic products catering to growing domestic demand will drive the market for electronic
components in India. Market mix
The electronic components market can be broadly bucketed under the following sub-
categories:
* Passive components: capacitors, resistors, wound components, crystals
+ Active components: diodes, transistors, integrated circuits, light-emitting diodes
+ Electromechanical components: printed circuit boards, switches, relays, cables,
connectors
* Associated components/other components: optical disks, magnets, radio frequency
tuners, heat-sinks, magnetrons, magnetic tapes
In 2015, the total market revenue for electronic components was US$13.5 billion
(Fig. 1). The market was dominated by electromechanical components, which accounted for
30 per cent of the total demand, followed by passive components with 27 per cent market
share.
However. in recent times. active components and associated components have also
witnessed significant growth. While the industry composition is not predicted to change
substantially, there is a rapid decline in products such as cathode ray picture tubes and
CDs/DVDs, which had till recently constituted a significant share of the manufacturing base
and market. This is an outcome of advancing technology and consumer preferences.
‘According to an ELCINA study, electronic components produced in India include, among
others, wound components such as transformers and coils, diodes, transistors, resistors,
capacitors, switches, relays, connectors, magnetic heads and so on. Components such as
picture tubes and magnetic 1 nost extinct due to changes in technology.
India had a strong or sents and we have not been able to upgrade to
new technologies 5 ces to keep our market share.
2) is fulfilled through
used in electronic
manufacturing Countries that account for a major portion of India’s imports include China, Taiwan,
South Korea, Japan and some European countries. Share of imports is higher for specialised
and precision components like integrated circuits, chip components, printed circuits boards
andlight-emittingiodes. For components that do not require sophistication, India has
established near self-reliance. These components include cables, speakers, cathode ray tubes
and so on. India has also been exporting these components to other countries (Table I).
Market drivers
Consumer durables and telecommunication (including mobile devices) account for
the major demand for electronic components in India. This is followed by information
technology and office automation and automotive industries. Other application industries like
industrial electronics, medical electronics, strategic electronics and lighting industry
contribute to the balance of the market. Industries like lighting and strategic electronics are
expected to witness substantial growth in the near future (Fig. 3).
Market trends
The electronics industry is going through an exciting phase with growth in demand and
importance of electronics as well as revolutionary changes in technology, launch of
innovative products and the challenge of global competition, This has necessitated the
electronic product and component manufacturers to focus on continuous improvement in
their products in order to stay ahead of the pack, resulting in the following trends:
Convergence of technologies.
multiple technologies/services.
ouple of years with the launch
key examples of the advent of
to use the same device.
onic devices like music
Most electronic products into multiautility products, thereby requiring high-tech electronie components and
technology,
Mininturioation,
‘This refers to the creation of smaller-scale devices or components for mechanical,
optical and electronic products, The dawn of convergence has led manufacturers to integrate
multiple devices, At the same time, demand from consumers to reduce the size of products to
make these easy 10 manage his led to there products becoming smaller in size or
miniaturised.
Minioturization results in greater density of components that is usually possible
through very-large-seale integration designs, ‘This also enables lower cost of production,
resulting in reduction in overall product pricing, Miniaturization is expected to inerease and
impact the traditional component market a» most of the traditional components will be
replaced by chip components and integrated cireulls,
Artificial intelligence,
Consumers are becoming increasingly technology-consclous and are demanding
products with builtin intelligence, ‘This is resulting in electronics and consumer durable
products being manufactured with intelligent functions and logic, Por example, washing
machines available now can sense the load and decide the appropriate washing cycles.
Intelligence has moved beyond consumer products, and ix also available in several medical
‘und industrial electronics products with computer-numerical-control functions,
wifacturing companies (Indian or
, namely, Delhi-NCR, Mumbai,
includes Noida, Gurgaon,
b, as it hosts a large number
ygaluru, Apart from these, cities like Ahmedabad, Pune and Baroda are some of the upcoming manufacturing hubs in
India (Fig. 4).
Moving forward
The Above changes in technology are expected to change the landscape for electronic
components manufacturing. Apart from the above, manufacturers across the globe have
started moving towards green electronics and sustainable development with the
implementation of the Restriction of Hazardous Substances (RoHS) and Waste Electrical and
In line with this trend, the Indian government, too, has issued notifications to regulate the use
of hazardous substances (like lead, cadmium and mercury) and proper disposal of WEEE.
Similarly, rules have also been notified with respect to energy-efficiency norms and labelling
traditional components will increasingly face stiff competition from passive chip
components, integrated circuits and surface-mount technologies that will replace these in
several electronic products. Therefore in the near future, it is important for component
manufacturers to shift focus from discrete components manufacturing to integrated
components manufacturing so as to be able to benefit from the changing landscape of the
country.
Product Description:
NSK Electronics cup shaper is automatic machinery used in the formation of eco-
friendly Electronics. The process of formation of Electronics undergoes paper feeding, wall
sealing, oil lubricating, bottom punching, bottom pre-heating, rolling, rimming, bottom
knurling, and top curling cup discharging.
1991, by Mr. A. Arockiaraj, an
as a first generation entrepreneur,
ndustrial Estate, India. Initially, the
mergency Light, The company is
in the private sector in the
applications. We practice high degree of professionalism and commitment in the business.
We have now developed almost 58 well qualified Technical Engineers personally carry out
the work with guidelines of our managers and almost 40 dealers across the country to market
our Products. Give us your comments and an opportunity to serve you and prove our
worthiness.
We practice high degree of professionalism and commitment in the business. We have
now developed almost 58 well qualified Technical Engineers personally carry out the work
with guidelines of our managers and almost 40 dealers across the country to market our
Products. Give us your comments and an opportunity to serve you and prove our worthiness. Solar Products
> Legates
> Water Heater
> Power Generator
> Power Plant
VISION & MISSION
> To achieve & provide value added solutions to customer to reduce cost in
high end technology.
> Enable Applied Research & Innovation to propel competencies & adaptation
of NSK electronic in a competitive market landscape.
Our main strengths & sustainability mantra
> Design & manufacture Quality product of high end technology, Make it
available to market geographies on low market oriented cost basis.
> Start to End solution. Enable customers & manage suppliers to produce high
quality products/solutions.
> High Quality product manufacturing objective. All our products are real time
applications with need to work continuously 24x7 basis throughout the year.
> Take up Contract Jobs & collaborations from Universities, Governmental
organization & provide complete tech-support enabling expansion for the
future technology growth in organic way.
for various power OEMs. NSK
‘t Generation grids — Smart Grid
er of 200ns accuracy & less than
R&D facility & test facility for testing/ implementing next generation C37.118 Synchrophasor Measurement Products for
T&D requirements in Smart Cities, Smart grid Applications. Right Collborations can help us
achieve right market access & product positioning.
NSK Electronics BV has been established in the automotive market since 1988,
‘manufacturing a range of cabling terminals. From this solid background NSK has developed
its core business to become todays’ market leader in vehicle specific towbar wiring kits
providing the world markets with over 8000 different wiring connection systems. NSK has
the widest range of all the market suppliers.
NSK Electronics works hard to supply all the car manufacturers and after-market
companies throughout Europe. Due to a commitment to providing high quality OE standard
equipment, NSK today is the market leader in dedicated vehicle towbar wiring kits.
NSK maintains a flexible automotive manufacturing base that also produces a range
of specialist wiring kits for fog lamps, Park Distance Control Systems, Infotainment and
CAN vehicle telematics.
NSK headquarters is located in Breda, The Netherlands. The Breda team coordinates
and oversees various operations including sales and marketing, research & development and
logistics, Our research and development team is located in the Netherlands to ensure that lead
times for products are short and a high degree of flexibility and skill are guaranteed. Multiple tests are carried out to ensure that products meet the standards, NSK is 1sO-
TS 16949 certified, which means that all manufacturing and administration processes In the
company meet the automotive quality standards.
NSK Electronics is ISO 14001 certified and therefore the environment is interwoven
in our management system. This means that when we conduct our business, NSK constantly
ions, reject flows, recycling, energy use and other environmental
pays attention to emi
issues. Two important points are central to this activity:
Meeting the requirements of the regulations and controlling the environmental risks.
Striving for continual improvement of environmental accomplishments.
Product development
“Over 450 developments a year’
Maintaining the ‘Status Quo’ is not an option. With its vision on the future, NSK is
continuously searching for new projects and developments. ‘The Research & Development
department plays a central role in achieving these objectives. Their high level of expertise
and experience are put to good use in shaping the development process.
Product development is at NSK. goes beyond simply improving and revamping
existing products, The company sets out to offer ready to market solutions in connection
systems in order to anticipate new demands from customers. That is why NSK maintains
intensive contact with its partners in the automotive industry. Early reception of signals and
seeking innovative solutions together has repeatedly led to the best results.
‘over 450 customized solutions a year for every customer
suai and legal requirements for each European
developing new tools and machines to
ually the towbar wiring solutions are Marketing and sales
“Dedicated customer teams’
Mutual trust is essential for the basis of a good partnership and NSK values this
philosophy. Making clear arrangements and being able to support each other generates a
profitable and constructive relationship. In this way NSK aims to create an outstanding
continuity in its business network.
The high degree of commitment of our sales and marketing staff makes all the
difference. Dedicated customer teams are installed to serve specific demands of customers —
for ultimate customer satisfaction. Besides our sales team in Breda NSK has an external
division who represents our brand in and outside of Europe.
NSK serves two important automotive market sectors. One is the Original Equipment
(OE) Market. NSK delivers the original connection systems to a large number of car
manufacturers. These products are then marketed under the vehicle manufacturers own brand
name. Some of these key accounts include Honda, Toyota, Mazda, Renault. Mitsubishi,
‘Volkswagen and Fiat. In addition the the OE market NSK provides exceptional service to the
automotive aftermarket, these include towbar manufacturers and major automotive suppliers.
Having a continuous demand for the latest vehicles from our partners enables NSK to
offer a comprehensive product range. These products are competitively priced to allow
profits to be shared with our customers. NSK control the competitive pricing by using ‘state
of the art” manufacturing systems to ereate lean production facilities that are geographically NSK products are extremely varied; there are over 8000 different connection systems
for different car brands, type and production year, Components and basic materials are
ought from a vast number of manufacturers worldwide. This diversity calls for a tight
Jogistical planning.
Products are stored in vast warehouses in Breda. As soon as orders from clients arrive,
NSK is able to respond immediately and thus to deliver correctly and quickly. This cross-
frontier service yields that distinguishing quality so valued by our customers.
POWER GENERATION
Y Pioneers in Time Syne for generation plants, Have a installation base of close to 1000
systems across India.
¥Y Manufacture and Supply of Advanced Annunciations (equivalent of MTL, Alan,
Ronan, RTK systems)/ Alarm management System. Over Ethemet.
Y Large Online Displays - LCD/Matrix LEDs to display Plant operation parameters.
~
‘These systems interface with DCS/Control equipment’s to gather information and
Display vital parameters for immediate attention of the Operator.
Future Expansions & Interests
© Need for collaborations with Universities and Standard Bodies to gain access to
Research and Design
‘* Interested to expand to Canada to develop products and solutions for North
American market.
Power Generation markets as —
13 COMPANY PROFILE
as started by 3 young
NSK Electronics - a company with deep rooted relationship w:
ISK Electronics has
and energetic entrepreneur's way back a decade ago Since its birth N
grown
Machinery Industry.
hard to reach a enviable position among the multi-talented business houses in the
NSK Electronics is a machinery Manufacturing company that excels in the field of
Disposable paper products manufacturing machines.. The company's commitment towards
quality has always been the driving force behind its success and growth since its inception
and it continues to be its guideline into the future, Our main objective lies in providing
creative and cost effective solutions to the customer specifications.
din every
We believe that quality is a comprehensive aspect and should be ingraine
quality
.w materials to processes and finally in the product. So we follow rigid
control procedures, from the raw material stage to the packaging stage. Our products have
been widely appreciated in the international market, Through innovative design and
craftsmanship we are continually expanding our range of specialty products day after day.
stage from ra
superb
1.3.1Vision
© Customer satisfaction make good .
Increase quality of exporting.
Create a good brand name . 1.3.2 Mission
© Provide quality product to the customers,
© Customers for using promote company products.
* Provide employment opportunity to local people.To win the customer
satisfaction by offering quality products,
Philosophy
NSK Electronics, all activities are focused towards customer satisfaction.
The concern ensures that the customer requirements are determined and met.
Customer needs and expectations are ascertained through continuous interaction with the
customers before the delivery of products.
We at NSK Electronics are committed to provide Customer Delight and achieve total
customer satisfaction by,
Providing high quality outputs at competitive price.
‘Total Employees involvement.
* On time delivery enhancing customer satisfaction.
¢ Provide creative and cost effective solutions to the customer's specifications.
1.3.3 Company Values
We focus on maintaining highest level of quality in all our services. We believe that
how we deliver our services matter more to our customers than what services we offer.
We have always striven to improvise quality of our services with consistent industry in-
depth analysis, as it is directly proportionate to the satisfaction of our valuable customers. 14SCOPE OF THE STUDY
In this project I have tried to present details about the training and
development programs being presently followed in NSK Electronics and the feedback, I
collected from different employees during my interaction with them
The scope of training and development can be explained with the help of
following points —
> Exact position of performance of employees through their feedback
> Development of the employees through various training and development
programs.
> Developing altered of unbiased treatment to all employees 1.5 OBJECTIVES OF THE STUDY
1.5.1 Primary objective
© To study the effectiveness training programme in the organization.
1.5.2 Secondary objective
© Toknow the attitude towards training programming.
© To find out the level of satisfaction of employees after attending in training programs.
© To find out the quality of the training imported in the organization.
¢ To study about the administration of the training programs.
+ To identify the training need required by the organization. CHAPTERAL
2 LITERATURE OF REVIEW
21 CONCEPTUAL REVIEW
Jadhav (2013) studied the training and development programmes undertaken by
banks for their employees. ‘The main objectives of the present study were to analyze
effectiveness of training and development programmes for employees to discharge their
duties and to study how training and development programmes helps to achieve customer
satisfaction. For this study primary data was collected through questionnaire filled by the
bank employees. A sample of 40 employees is selected by the use of random sampling from
different banks like HDFC, ICICI, Vijaya bank, Bank of Baroda, and Dena Bank located in
suburban area of Mumbai. It is concluded that private and public Indian banks undertake
training and development programmes for their employees to increase their efficiency. Banks
provide training programmes to enhance their knowledge and skills to satisfy the customers.
Growth of banking sector in India is the result of skilled manpower which is the outcome of
training and development,
Ramakrishna et al. (2012) have studied that Human Resource Development
department has to play a more proactive role in shaping the employees to fight out the
challenges. The banks not only have to make plans and policies and devise strategies, the
actual functionaries have to show competence and effectiveness in executing the said policies
and strategies. A sample of 85 employees covering all Canara bank branches in Kumool
District has been considered for the study at random. The study revealed that the employees
have attended more training and development programmes, employees strongly agreed about
the necessity of training and development programmes, majority of the employees rated
trainer's preparation as good, employees rated trainers creating learning atmosphere and
employees epee ror
FebMarch 2012 on 104 low and middle
from June 2001 to June 2010. The study revealed that induction training as most effective in terms ‘of learning and least
effective on the behavior change criterion
Purohit (2012) studied the existing policies practiced in co-operative banks to
appraise the level of HRD practices, to assess the satisfaction level of employees about HRD
practices particularly Training and development & Reward and recognition of employees. In
the present study structured questionnaire via in-depth personal interviews is used to collect
primary data. From large number of banks in Pune region 16 are selected for the study.
Information was collected from 30 employees of different level. The study adopted random
sampling with regard to the selection of cooperative banks. The study revealed that training
helps employees to gain better understanding in the area of Job and this will enhance their
stock of knowledge. Extensive training providing the continuous development, such as on-
the-job training, raining programmes and workshops can be a driving factor for the activities
in the firm, The present paper also suggests the ways & means by which the selected co-
operative banks can improve their high performances of work practices.
Srimannarayana M. (2011) in his study found that Training and Development is very
important component in the modern Human Resource Management and the scope of training
and development vary from one organization to another. The present study is based on
primary data. Data is collected from 105 HR/Training professionals working in
manufacturing, IT/ITES and service sector with a minimum experience of three year in their
respective organization in the functional area of training and development. The study
revealed that more than 75% of respondents have believed that pecformance improvements
made because of training is an extremely valuable measure and 70.48% have believed that
transfer of learning is extremely important. Almost (95.24%) respondents have mentioned
that they collect feedback of the participants after completion of the training programme
routinely. There is a gap between the measures that that are used actually in assessing
and HR/Training professionals do not have control over data that is
sing
ization, Privatization and Globalization have
“and holds for us many challenges. In this
urees is putting newer challenges in business world. New skills and abilities are needed to face these challenges and it is possible by
providing “Training”. Training is the strong foundation of highly skilled and motivated
human resource. So, training is one of the most important tools in Human Resource
Development effort to improve overall performance of an organization. Effective and
suitable training interventions can bring improvements and impact in the working of
organization significantly which help employees to adopt new work practices for the success
of business. Through training an organization go green by making employees more effective
and productive.
Nagar (2009) study the effectiveness of training programmes being conducted by the
commercial banks in public as well as in the private sector. The area of study is limited to the
staff training centers of State Bank of Bikaner & Jaipur and The Bank of Rajasthan Ltd. The
data is collected through a structured questionnaire containing several questions relating to
various aspects of training programme. The focus of the study is mainly the opinions of the
trainees regarding various aspects of training like course duration, library facilities, trainer,
teaching & computer aided programme and other infrastructural facilities and the calculated t
values are less than table value of t, hence null hypothesis is accepted or hence there is no
significant difference in the opinion of respondent at the two staff training centers.
Onattu (2005) explored that the need for qualified and trainable employee is
recognized as an important factor to compete in the global market. This study was conducted
to generate information that can be used by industry, policy maker and the consultants to
develop appropriate training initiatives. The present study was based on primary data which
collected with help of questionnaire filled by 50 respondents.
Raju (2005) conducted an opinion survey on the various aspects of training like
management's attitude, selection process, quality of training, impact of training on
productivity & individual and post-training assessment in different categories of banks in
Coimbatore. A questionnaire was formulated comprising various aspects of training and
opinion on the statements was sought from 154 employees of 24 banks in Coimbatore
Nzonzo, training and development has become an
scholars have conducted research on training and development practices in organizations in both developing and developed economies, it
is worth mentioning that most of the research has concentrated on the benefits of training in
general. There is however, limited focus on evaluation of training and development practices
in organizations.
Bjorkquist, D. C., Murphy, B. P. (1996). Structured on-the-job training: Pitfalls and payoffs.
In Campbell, C. P. (Ed.), Education and Training for Work: Vol. 1. Planning programs (pp.
195-222). Lancaster, PA: TECHNOMIC Publication.
Black, J. A., Zenner, F. J., Ezell, E. (1996). A case study of the development and
implantation of a structured on the job (SOJT) training program in the coil processing
industry. In Holton, E. F. (Ed.), Proceedings of the 1996 Academy of Human Resource
Development Conference (pp. 590-598). Minneapolis, MN: Academy of Human Resource
Development.
Blanchard, P. N., Thacker, J. W. (1998). Effective training: Systems, strategies, and
practices. Upper Saddle River, NJ: Prentice Hall.
Burkett, H. (2002). Leveraging employee know-how through structured OJT. In Jacobs, R.
L, (E4.), Implementing on-the-job learning: Thirteen case studies from the real world of
training (pp. 9-37). Alexandria, VA: American Society for Training and Development.
Campbell, J. P., Kuncel, N. R. (2001). Individual and team training. In Anderson, N., Ones,
D, S., Sinangil, H. K., Viswesvaran, C. (Eds.), Handbook of work and organizational
psychology (pp. 278-312). London, England: Blackwell.
Cheng, E. W. L., Ho, D. C. K. (2001). The influence of job and career attitudes on learning
motivation and transfer. Career Development International, 6, 20-28. Cho, D. (2009), Impact of structured on-the-job training (S-OJT) on & trainer's
organizational commitment. Asia Pacific Education Review, 10, 445-453.
Coetzer, A, Perry, M. (2008). Factors influencing employee learning in small businesses.
Education + Training, 50, 648-660.
Cooper, H. M. (1998). Synthesizing research: A guide for literature reviews (rd ed.).
‘Thousand Oaks, CA: SAGE.
Cox, C. B., Barron, L. G., Davis, W., de la Garza, B. (2017). Using situational judgment
tests (SITS) in training. Personnel Review, 46, 36-45.
Dasgupta, A. Kerkovius, S.A. (1990). Structured approach to training in distributed control
system maintenance. ISA Transactions, 29(3), 27-34.
Dedy, N. J., Bonrath, E. M., Ahmed, N., Grantcharov, T. P. (2016). Structured training to
improve nontechnical performance of junior surgical residents in the operating room: A
randomized controlled trial, EBM Reviews—Cochrane Central Register of Controlled
Trialsannals of Surgery, 263(1), 43-49.
Dee, D., Messer, C., Peisley, B. 2011). A new perspective on client service: From on-the-
job to structured competency-based training. The University of Wollongong Library
experience, a descriptive case study. Joumal of Organizational Transformational and Social
Change, 8, 281-296.
De Jong, J. A. (1993). Structured on-the-job training at Hoogovens Ijmuiden. Journal of
European Industrial Training, 17(2), 8-13.
De Jong, J. A. Versloot, B, (1999). Structuring on-the-job training: Report of a multiple
case study. International Journal of Training and Development. Dinero, D. (2005). Training within industry: The foundation of lean. Portland, OR: Product
Dooley, C. R, (1945). The training within industry report (1940-1945): A record of the
development of supervision, their use and the results, Washington, DC: War Manpower
Commission, Bureau of Training, Training within Industry Service.
Doss, R., Linderman, K., Floss, G., McGuire, R. (2007), Structured on-the-job training and
its value to high performance manufacturing (White paper). The Pennsylvania State
University, USA: CiteSeerX.
Fan, C. S., Wei, X. (2010). Training and worker effort: A. signaling perspective. The
Canadian Journal of Economics, 43, 604-621.
Gagné, R. M. (1999). Conditions of learning (2nd ed.). New York, NY: Holt, Rinehart and
Winston.
Gagné, R. M., Wager, W. W., Golas, K. C., Keller, J. M., Russell, J. D. (2005). Principles of
instructional design (Sth ed.). San Francisco, CA: John Wiley. doi:10.1002/pfi.4140440211 CHAPTER: IIL
RESEARCH METHODOLOGY
4a Research Design
Research is defined as human activity based on intellectual application in the
investigation of matter. The primary purpose for applied research is discovering, interpreting,
and the development of methods and systems for the advancement of human knowledge on a
wide variety of scientific matters of our world and the universe, Research can use the
scientific method, but need not do so.
Scientific research relies on the application of the scientific method, a harnessing of
curiosity. This research provides scientific information and theories for the explanation of the
nature and the properties of the world around us. It makes practical application possible.
Scientific research is funded by public authorities, by charitable organizations and by private
groups, including many companies. Scientific research can be subdivided into different
classification according to their academic and application disciplines.
Research methodology is a way to systematically solve the research problem. The
research methodology in the present study deals with research design, data collection
methods, sampling methods, survey, analysis and interpretations.
APPROACHES TO RESEARCH
Descriptive approach is one of the most popular approaches these days. In this
approach, a problem is described by the researcher by using questionnaire or schedule. This
approach enables a researcher to explore new areas of investigation
AREA OF THE STUDY
NSK Electronics Bangalore 3.2 METHODOLOGY
This project is based on information collected from primary sources. An attempt has
been made to present analysis of employee motivation in NSK Electronics. The data been
used to cover various aspects of, employee motivation regarding NSK Electronics.
3.3 SAMPLE SIZE AND DESIGN
A sample of 100 employees as respondent's they’re chosen in NSK Electronics., was
contacted in order to collect the primary data from them. For the purpose of present study a
related sample of population was selected on the basis of ‘convenient sampling’.
3.4 TOOLS FOR DATA COLLECTION
3.4.1 PRIMARY DATA
The data which are collected afresh for first time and thus happen to original in
character is called primary data,
3.4.2 SECONDARY DATA
The data which have already been collected and analyzed by someone else is called
Secondary data. The Secondary data used mainly to support primary data. Company profile
they sites, magazines, articles they're widely.
ANALYSIS OF THE DATA.
The collected data is tabulated and diagrammatically presented in order to facilitate
analysis and interpretation. Statistical tools like percentages, Diagrammatic representation
includes simple bar diagram and pie diagram. Correlation is also applied to test the
assumption of the study.
TYPE OF SAMPLING STRATIFIED SAMPLING
Stratum means a layer population from which Samples are to be selected may contain
a number of layers from each layer a few Samples are selected that is why this method is
called stratified sampling,
3.5 STATISTICAL TOOLS USED
© Correlation
© Chi Square Test
3.5.1 STATISTICAL METHODS USED.
© Percentage analysis
* Bars & charts
* column diagrams
3.6 Limitations ofthe Study
1. The results of this study are limited to the NSK Electronics,
2, Study will only include the Assembly Production floor of NSK Electronics at one
manufacturing site.
3. The results will be based on the data collected from the surveys.
4. Two weeks before the survey was given the NSK Electronics communicated to the
employees that a third site of manufacturing would be opening overseas within the next 12
to 18 months.
PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio. Percentages are used in making
Se aaa relative terms
the dition ee! -X100
Total Respondents
OF HYPOTHESIS
to Goode and Hutt, “Hypothesis is proposition, which can be put to test 0
A hypothesis can be defined as a logically conjectured relationship between two or
more variables expressed in the form of testable statement,
NULL HYPOTHESIS (Ho)
Null hypothesis is formulated only to test whether there is any relationship between
variables related to the problem being studied. Usually the null hypothesis usually is formed
as a negative statement.
ALTERNATE HYPOTHESIS (H1)
Alternate Hypothesis (H1) is a statement, which is accepted after the null hypothesis is
ejected based on the test result. The alternate hypothesis usually is formed as a positive
statement
CHI - SQUARE TEST
The chi — square test is one of the simplest and most widely used non parametric tests
in statistical work. The symbol X? is the Greek letter chi Karl Pearson first used the chi —
square test in the year 1980. The quantity chi - square describes the magnitude of the
discrepancy between theory and observation.
In this Chi — square test Yates correction is used when the value of observed frequency
in less than 10. The formula is given
X?= ((OL-Ei) Ei _
Correlation
ape sent of the linear association between two variables is quantified by the correlation
jent.
Givena set of observations (x), y7)s (X2,)2)s(pyn), the formula for computing the correlation
coefficient is given by
r ee)
‘te corelaton coefficient always takes a value between -1 and 1, with 1 or -1 indicating
perfect correlation (all points would lie along a straight line in this case). A positive
oration indicates a positive association between the variables (increasing values in one
yariable correspond to increasing values in the other variable), while a negative correlation
indicates a negative association between the variables (increasing values is one variable
comespond to decreasing values in the other variable). A correlation value close to 0
indicates no association between the variables.
Since the formula for calculating the correlation coefficient standardizes the variables,
changes in scale or units of measurement will not affect its value. For this reason, the
correlation coefficient is often more useful than a graphical depiction in determining the
strength of the association between two variable CHAPTER-IV
TABLE No1
4. DATA ANALYSIS AND INTERPRETATION
TABLE SHOWING PERCENTAGE ANALYSIS OF AGE WISE CLASSIFICATION
S.No PARTICULARS pw eed
RESPONDENTS | RESPONDENTS
I 20-30 yrs # B
2 31-40 yrs 18 18
3 41-50 yrs 2 2
4 31-60 yrs 6 6
3 ‘Above 60 ys ai 1
6 TOTAL 100 100
INFERENCE: From the above table it is observed that, 48% of respondents are
between 20-30years, 18% of respondents are 31-40 years, 24% respondents are between
respondents are Above 60 years.
|
| 41-50 years, and 6% of the respondents are between 51-60 years and only 4% of
|
|
CHART No-1
CHART SHOWING PERCENTAGE ANALYSIS OF AGE WISE CLASSIFICATION
931-40 yrs
41-50 yrs TABLE No 2
TABLE. SHOWING PERCENTAGE ANALYSIS OF MARITAL STATUS.
No OF % OF
S.No PARTICULARS | RESPONDENTS | RESPONDENTS
I Single 66 6
2 Married 34 4
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that the highest 66% of the respondents
are single and 34% of the respondents are married.
CHART No2
(CHART SHOWING PERCENTAGE ANALYSIS OF MARITAL STATUS
s5RH59EG TABLE No 3
TABLE SHOWING PERCENTAGE ANALYSIS OF EDUCATION
QUALIFIACATION
ene PARTICULARS Neon ay
RESPONDENTS | RESPONDENTS
1 iI 2 2
2 Diploma 14 14
3 UG 1B 18
ad PG 20 20
5 Others Specify 26 26
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 22% of respondents possess ITI, 14%
of respondents possess Diploma, 18% of respondents possess UG, and 20% possess PG
and the remaining 26% of respondents Others Specify.
CHART No 3
CHART SHOWING PERCENTAGE ANALYSIS OF EDUCATION
QUALIFICATION TABLE No 4
TABLE SHOWING PERCENTAGE ANALYSIS OF DEPARTMENT WISE.
S.No PARTICULARS No OF %OF
RESPONDENTS | RESPONDENTS
1 Technical department 8 B
2 Non-technical 2 2
department
TOTAL 100 100
‘SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 78% of respondents possess
Technical department, and the remaining 22% of respondentsNon-technical department.
CHART No 4
CHART SHOWING PERCENTAGE ANALYSIS OF DEPARTMENT WISE.
Technical department
‘@Non-technical department TABLE No5
TABLE SHOWING PERCENTAGE ANALYSIS OF DESIGNATION
S.No PARTICULARS No OF % OF
RESPONDENTS | RESPONDENTS
1 Management 46 46
a Non- management 34 54
TOTAL 100. 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 46% of respondent’s remuneration
MG, 54% of respondents isNMG.
CHART No 5
CHART SHOWING PERCENTAGE ANALYSIS OF DESIGNATION
56% +
54% +
52% +
mSeries1 TABLE No6
TABLE SHOWING PERCENTAGE ANALYSIS OF LENGTH OF SERVICE.
S.No PARTICULARS Bee oe
RESPONDENTS | RESPONDENTS
i TO years 3 38
2 11-20 years D 2
5 21-30 year 2 2
4 Above 31 18 18
TOTAL 100 700
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 38% of respondents are 1-10 years,
32% of respondents are 11-20 years, 12% of respondents 21-30 year, and the remaining
18% of respondents are Above 31.
CHART No6
CHART SHOWING PERCENTAGE ANALYSIS OF LENGTH OF SERVICE
Series1 TABLE No7
‘TABLE SHOWING PERCENTAGE ANALYSIS OF UNDERSTAND BY TRAINING
No OF % OF
S.No PARTICULARS | RESPONDENTS | RESPONDENTS
1 Leaming 52 52
2 Enhancement of skill 20 20
3 Sharing information 16 16
4 All the above 12 12
TOTAL 100 100
‘SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 52% of respondents are learning,
20% of respondents are Enhancement of skill, 16% of respondents are ‘Sharing
information, and 12% areAlll the above.
CHART No7
CHART SHOWING PERCENTAGE ANALYSIS OF UNDERSTAND BY TRAINING
Learning TABLE No8
TABLE SHOWING PERCENTAGE ANALYSIS OF ENHANCING PRODUCTIVITY
AND PERFORMANCE,
No OF % OF
S.No PARTICULARS RESPONDENTS | RESPONDENTS
1 Completely agree 36 36
2 Partially agree 0 40
3 Disagree 6 6
4 Unsure 18 18
TOTAL 100 100
SOURCE: Primary data
INFERENCE:From the above table it is observed that, 36% of respondents are
Completely agree, 40% of respondents are Partially agree, 6% of respondents are
Disagree, and the remaining 18% of respondents are Unsure.
CHART No8
CHART SHOWING PERCENTAGE ANALYSIS OF ENHANCING
PRODUCTIVITY AND PERFORMANCE TABLE No 9
TABLE SHOWING PERCENTAGE ANALYSIS OF COMPULSORY FOR THE
EMPLOYEES
NoOF %OF
PARTICULARS | RESPONDENTS __ | RESPONDENTS
Yes 4B 8
No 36 36
Can't say 16 16
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
60% +
sox
40% +
20% |
20%
10% +
0%
CHART No 9
From the above table it is observed that, 48% of respondents are yes, 36% of
respondents are no, and the remaining 16% of respondents are Can't say
(CHART SHOWING PERCENTAGE ANALYSIS OF COMPULSORY FOR THE
EMPLOYEES: TABLE No 10
‘TABLE SHOWING PERCENTAGE ANALYSIS OF TRAINING METHOD
S.No PARTICULARS Noe OE
RESPONDENTS | RESPONDENTS
T ‘On the job 60 60
zi Off the job 30 30
3 Both 10 10
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 60% of respondents are On the job,
30% of respondents are Off the job, and the remaining 10% of respondents are Both.
CHART No 10
CHART SHOWING PERCENTAGE ANALYSIS OF TRAINING METHOD TABLE No 1
TABLE SHOWING PERCENTAGE ANALYSIS OF BEFORE INDUCTION IN THE
ORGANISATION
S.No PARTICULARS No OF % OF
RESPONDENTS RESPONDENTS
1 Yes 70 70
2 No 30 30
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 70% of respondents areyes,and
remaining30% of respondents No.
CHART No 11
CHART SHOWING PERCENTAGE ANALYSIS OF BEFORE INDUCTION
IN THE ORGANISATION TABLE No 12
TABLE SHOWING PERCENTAGE ANALYSIS OF ON THE JOB TRAINING
METHOD:
S.No PARTICULARS No OF % OF
RESPONDENTS RESPONDENTS
Job rotation i) nR
2 Coaching 26 26
| 3 Other 2 2
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 72% of respondents are Job rotation,
26% of respondents are coaching, and the remaining 2% of respondents are other.
CHART No 12
CHART SHOWING PERCENTAGE ANALYSIS OF ON THE JOB TRAINING
METHOD
a5REE9ERS TABLE No 13
TABLE SHOWING PERCENTAGE ANALYSIS OF TRAINING PROGRAM
S.No PARTICULARS
No OF
% OF
RESPONDENTS RESPONDENTS
2 classroom method
62
62
D practical method 34 34
3 Other 7 4
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 62% of respondents are classroom
‘method, 34% of respondents are practical method, and the remaining 4% of respondents are
Other.
CHART No 13
CHART SHOWING PERCENTAGE ANALYSIS OF TRAINING PROGRAM TABLE No 14
TABLE SHOWING PERCENTAGE ANALYSIS OF TYPE OF TRAINING
PROGRAM.
S.No PARTICULARS No OF % OF
| RESPONDENTS | RESPONDENTS
P 1 Internal 36 36
2 External 46 46
| J Both 18 18
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table itis observed that, 36% of respondents are Internal, 46%
of respondents are External, and the remaining 18% of respondents are both.
CHART No 14
CHART SHOWING PERCENTAGE ANALYSIS OF TYPE OF TRAINING
PROGRAM
‘internal
mExternal TABLE No 15
TABLE SHOWING PERCENTAGE ANALYSIS OF AFTER TRAINING PROGRAM
S.No PARTICULARS Nee sien
RESPONDENTS | RESPONDENTS
1 Yes nN R
2 No 28 28
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 72% of respondents are yes, and the
Pees a terrespontioais reno!
(CHART No 15
CHART SHOWING PERCENTAGE ANALYSIS OF AFTER TRAINING
PROGRAM TABLE No 16
TABLE SHOWING PERCENTAGE ANALYSIS OF NEEDS OF THE
ORGANISATION
S.No PARTICULARS NoOF % OF
RESPONDENTS RESPONDENTS
1 Yes 68 68
Z No 32 32
6 TOTAL. 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 68% of respondents are yes, and the
ining 32% of respondents are no.
CHART No 16
CHART SHOWING PERCENTAGE ANALYSIS OF NEEDS OF THE
ORGANISATION
eeeeeeee TABLE No 17
TABLE SHOWING PERCENTAGE ANALYSIS OF ORGANIZATION WISE
S.No PARTICULARS No OF % OF
RESPONDENTS: RESPONDENTS
1 Excellent 50 50
2 Very Good 28 28
3 Good 18 18
4 Average 4 4
TOTAL 100 100
INFERENCE:
From the above table it is observed that, 50% of respondents are Excellent, 28% of
respondents are Very Good, 18% of respondents are Good, and the remaining 4% of
respondents are Average.
CHART No 17
CHART SHOWING PERCENTAGE ANALYSIS OF ORGANIZATION WISE
m Excellent
Very Good
Good
Average TABLE No 18
TABLE SHOWING PERCENTAGE ANALYSIS OF EVALUATE THE
EFFECTIVENESS OF TRAINING PROGRAM
PARTICULARS No OF % OF
S.No RESPONDENTS | RESPONDENTS
1 Yes 40 40
2 No 60 60
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that the 40% of the respondents are yes
and60% of the respondents are no.
CHART No 18
CHART SHOWING PERCENTAGE ANALYSIS OF EVALUATE THE
EFFECTIVENESS OF TRAINING PROGRAM, PAWL NOY
PALI SHOWING PHRCUNT AGH ANALYOIN OF TIMAW10 WY MAINE,
THAINING
No PATIL AMS | No OF | WW |
| meh | — |
i Auer 15 days } | 1
oT ‘Alier month} Vi 1
7 Afier 3 month |
a TOUAL, io |
SHOUKCH: Primary data
INMUHUNCH
Hrom the above table it is observed tit, 44% of respemdente we After 19
days, 36% of respondents are After 1 month, and 20% of respondents we After 9 mum,
CHAE NOD
CHAIE SHOWING PERCENTAGE ANMA OS OF TIME TO WV AUME,
THMAINING TABLE No 20
‘TABLE SHOWING PERCENTAGE ANALYSIS OF TRAINING WORTH THE
TIME, MONEY, EFFORT
PARTICULARS Ne0y 08
S.No RESPONDENTS | RESPONDENTS
1 Yes 40 40
Z No 3 30
as Can't say 10 10
TOTAL 00 100
‘SOURCE: Primary data
INFERENCE:
From the above table it is observed that the 40% of the respondents are yes,
and 60% of the respondents are no and 60% of the respondents are no,
CHART No 20
SHOWING PERCENATAGE ANALYSIS OF TRAINING WORTH THE TIME,
MONEY, EFFORT
8 8 8 8 8
10%
0% TABLE No 21
TABLE SHOWING PERCENTAGE ANALYSIS OF ATTEND THE TRAINING
PROGRAM
a aa No OF % OF
RESPONDENTS | RESPONDENTS
T Yes 30 80
2 No 20 20
TOTAL 100 100
SOURCE: Primary data
INFERENCE:
From the above table it is observed that, 80% of respondents are yes, and 20%
of respondents are no.
CHART No 21
CHART SHOWING PERCENTAGE ANALYSIS OF ATTEND THE TRAINING
PROGRAM. TION
Age (X) 48 18 24 6 4 100
Educational
qualification (Y) 22 14 18 20 26 100
48 2 3204 484 1056
18 14 324 169 252
4 18 576 324 432
6 20 36 400 200
=100, YY=100, YX?=4144, YY%=1546, )XY=616, n=5
= -nXv-(EX) GY)
Y nyX?- (YX?) WnyYA~DY?) 50 28 18 | 4 100
formance (¥) 36 40 6 {18 100
y x? va a
e 36 2500 1296 geod
8 40 784 1600 1120
i = 324 36 108
7 18 16 324 2
77) 700 3624 3256 5300)
100, SY=100, SX?=3624, Y¥%=3256, YXY=3100, n=4
s n DXY- (DX) (ZY)
nx? (LX?) Va YAEY?)
ICE
There is high positive
tion (Y). CHESQUARE TEST:
Compare the Age and educational qualification in your present position by using Chit
west
Hypothesis (Ho): There is no significant relation between the Age and educational
Hypothesis (HI): There is a significant relation between the Age and
eas
‘of Significance a =0.05
CROSS TABULATION FOR AGEVs EDUCATIONAL QUALIFICATION
pe |
|
10-19 20-29 Above 30 ne |
0-5 years | 6-9 years Total
years | years | years
SSLC 2 5 2 15
3 wala 77
UG 3 3 7 a
fae. =|
PG 2 1 | 4 7 |
DIPLOMA 3 T 4 7)
Total 20 18 21 100
Test Formula:
a8 7
c=} OR :
Frequency | }
Table: ae | 0 ‘OLEI2 OL-EM2EI
oe 3.33333 1.11111 2.083333
1 + 70.60667 4.333333, 18.77778 1.760417
aa 3 % %6 45
Lee 8.333333 69,44444 6.510417
LB 3.33333 1.11111 2.083333,
| 5.333333 0.33333 0.111111 0.020833,
a | 10.6667 0.66667 0.44a44g 0.041667
— 8 1 1 0.125
7 10.6667 0.66667 o.4aaaaa 0.041667
5 5.333333 0.666667 0.444444 0.083333
3 4 4 16 4
el 8 0 0 0
1 6 a 25 4.166667
2 8 6 36 45
1 4 3 5 2.25
2 2.666667 0.66667 0.444444 0.166667
6 5.333333 0.666667 0.444444 0.083333
4 4 0 0 0
7 5.333333 1.666667 2.777778 0.520833
1 2.666667 -1.66667 2.777778 1.041667
3 2.666667 0.333333 0.111111 0.041667
1 5.333333 -4,33333 18.7778 3.520833
4 4 0 0 0
5.333333 3.33333 11.11111 2.083333
20.1667
59.79167 -eoffreedom = =(F-1)(C-1)
Degree ©
= (5-1) (5-1)
=(16)
calculated value =59.79
gor 16 dese of freedom at 5% level of sigifcanee, the chi-square able values 26.296
Interpretation:
Calculated value
52506
GESTIONS
researcher has given the following suggestions to improve motivational level of
The
“the suggestions are as follows”.
enployees
Employees should be given more opportunity to express themselves in the decision
making process with management.
More the fare facilities should be provided in order to improve the working condition
of the employees.
‘The employees should be given opportunity to attend seminars and training programs
to improve their performance.
Good administration setup can give better employee participation.
Medical, Housing and educational facilities can be increased to motivate the
employees.
Reward system should be open and should be communicated to employees about the
process of rewarding.
‘As the loans being granted to the employees are limited, the amount of loans may be
increased so as to meet their needs.
Workers suggestions and feedback must be considered.
‘The industry may properly recognize the contribution of the employees so as to
Improve the motivational level of the employees. <3 CONCLUSION
‘This report emphasizes the importance of increasing and sustaining employee
engagement. This is of paramount importance in a company undergoing organisational
change. The author carried out a review of the main literature around the subject and
summarized the key themes and models from the main theorists in conjunction with
supporting research. The research methodology for answering the 63 research questions
including the procedure, background and design was outlined, From analysing and discussing
the results, a number of reccomendations were made in relation to improvement of employee
engagement in company x. The author believes that focusing on having an engaged
workforce in any organisation especially in times of change, leads to having a motivated,
productive, creative, innovative, happy and committed workforce which leads to increased
organisational performance and competitive advantage in a highly competitve industry. This
Tepor has outlined the many benefits that employee engagement brings for the employer and
the employee. These benefits can be achieved through effective leadership and organisational
culture, having employee participation and excellent workrole fit along with regular
measurement of employee engagement levels. Many aspects of employee engagement in
company x scored highly particularly in the areas of resources, expectations, perceptions of
co-workers and having someone who cares about you at work. OGRAPHY
Resource Management CB, Memorla
HLYER, Ananth, Managing supply chains.Hercher publishing, 2013
‘ANON, 2010.Scaworks boss makes his point with a chainsaw. Human Resource
Management International Digest,
BAKKER, A.B. and DEMEROUTI, £,, 2008, Towards a model of work en,
Development International,
ment. Career
WEB S
w.hrindia.com
www managementhelp.org.com
www.stalcan.ca
www.google.in QUESTIONNAIRE,
