A STUDY ON EFFECTIVE TRAINING PROGRAMMES IN AUTO MOBILE INDUSTRY

Transcription

1 BIMS International Journal of Social Science Research ISSN A STUDY ON EFFECTIVE TRAINING PROGRAMMES IN AUTO MOBILE INDUSTRY Dr. KIRAN KUMAR THOTI Asst Professor (SL) Sree Vidyanikethan Institute of Management Tirupati, Andhra Pradesh. kirankumar61@gmail.com G.N.SRINIVAS CHAKRI 2 nd Sem MBA Student, Sree Vidyanikethan Institute of Management, Tirupati, Andhra Pradesh. srinivaschakri.gn@gmail.com B. PAVANI 2 nd Sem MBA Student, Sree Vidyanikethan Institute of Management, Tirupati, Andhra Pradesh. bpavanireddy@gmail.com Abstract Training is aimed in improving the behavior and performance of a person. It is a never ending or continuous process. Evaluation and appraisal of training programme is a necessary practice in any firm as it is an assessment of the total value of a learning event, and not just how far it achieves its learning goals and objectives. Training assessment is about seeking to evaluate whether or not training is, in fact, generating pertinent and appreciated results through proficient and well-managed practices. It is a process of collecting data with which to make decisions about training activities. It, thus, places the episode in a broader outlook and offers information, which is vital for future planning and development. The research was conduct for employees working in automobile industry regarding effectiveness of the training programs in organization. Key words: Training methods, Human resource process, Auto mobile industries 39

2 BIMS International Journal of Social Science Research ISSN INTRODUCTION Training is the process of learning a sequence of programmed behavior. It gives people an awareness of the rules and procedures to guide their behavior. Training is a short term process utilizing a systematic and organized procedure by which non managerial personnel learn technical knowledge and skills for a definite purpose.training refers only to instruction in technical and mechanical operations.training is designed for managers. Definitions: Training is the act of increasing the knowledge and skills of an employee for doing a particular job (Flip, 1967) Training is the redirection for improvement of behavior so that the performance of the trainee becomes more useful and productive for himself and for the organization of which he is a part (Harris, 1974) Concept of Training: Training is the act of increasing the knowledge and skills of an employee for doing a particular job. It is an organized procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee. Training is aimed in improving the behavior and performance of a person. It is a never ending or continuous process. Training is closely related with education and development, but needs to be differentiated from these terms. Importance of Training: Training is the corner stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all the personnel or management activities. It is an integral part of the whole management programme with all its many activities functionally interrelated. Training is a practical and vital necessity because it enables employees to develop and rise within the organization thereby increasing their earning power and job security. REVIEW OF LITERATURE According to Kirkpatrick (1998) stated that recommended that as many as possible of the four levels ofevaluation be conducted. In order to make the best use of organizational resources oftime, money, materials, space, equipment, and manpower, continued efforts are needed toassess all levels of effectiveness of training programs. Trainers from all disciplinesshould develop evaluation plans for training and share the results of these initiatives. According to Warr, Allan and Birdie (1999) explained that evaluated a two-day technical training course involving 123 mo tor-vehicle technicians over a seven- month period in a longitudinal study using a variation of the Kirkpatrick Model. The main objective of this study was to demonstrate that training improved performance, thereby justifying the investment in the training as appropriate. Warr et al.(1999) suggested that the levels in the Kirkpatrick Model may be interrelated. They investigated six trainee features and

3 BIMS International Journal of Social Science Research ISSN one organizational characteristic that might predict outcomes at each measurement level. The six trainee features studied were learning motivation, confidence about the learning task, learning strategies, technical qualifications, tenure, and age. The one organizational feature evaluated was transfer climate which was defined as the extent to which the learning from the training was actually applied on the job. According to Phillips and Pulliam () stated that reported an additional measure of training effectiveness, return on investment (ROI), was used by companies because of the pressures placed on Human Resource Departments to produce measures of output for total quality management (TQM) and continuous quality improvements (CQI) and the threat of outsourcing due to downsizing. Great debate was found in the training and development literature about the use of ROI measures of training programs. Many training and development professionals believed that ROI was too difficult and unreliable a measure to use for training evaluation (Barron, 1997). NEED FOR THE STUDY The study can reveal training need identification of the employees from the organization. The study may be able to provide the guidance in adapting suitable training strategy to improve training system of the organization. The firm has choice of whether to train or not, the method of training is important from both the employees and trainers point of view while the employers depend on the quality of their employee s performance of bringing up their competence through training a level by which organization aim and objectives could be achieved. OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE: To study and analyze the effectiveness of training programmes conducted by in DAESEUNG AUTOPARTS INDIA PVT.LTD. RESEARCH METHODOLGY DATA COLLECTION: types of data There are two Primary data: Primary data can be collected either through experience or through survey. Those which are collected a fresh and for the first time thus happen to be original in character that is called primary data. Questioned 1 employees with the following questionnaire and collected the data. I spent time for the fresh recruitment process and collected the data after questioning the candidate. Personal discussion Personal Interview Secondary data: Secondary data means the data that has already been available The secondary data is gathered from Journals, magazines, official records, broachers, office files, annual reports, Internet and also through discussion with concerned officers. Sampling method: The sampling techniques are the process of selecting a few from a bigger group to become the basis for estimating or predicting the fact, situation or outcome regarding bigger group. 41

4 Percentage of respondents BIMS International Journal of Social Science Research ISSN The research technique adopted is CONVENIENCE SAMPLING TECHNIQUE Research Type Descriptive type of Research Sample size 1 respondents Sampling unit- Daeseung auto parts India pvt.ltd. Sampling Area Mannur Village Sriperumbudur, Tools for data collection: Questionnaire This method is used in data collection which is quite popular, particularly in case of big enquires private individual s research person s private and public organization, and is adopting it. Questionnaires consist of a number of questions printed or typed in a definite order on for the respondents have to answer the questions on their own. Questionnaire Design The questionnaire consists of a number of questions printed in a definite order or a set of forms. SCOPE OF THE STUDY The study covers about the training program in DAESUNG AUTOPARTS INDIA PVT.LTD. The study enables to find out the present skill of employees and their performance after training programme. This study would provide a better exposure for the employees towards training program. It enables to study employees perception towards the training programme. LIMITATIONS OF THE STUDY The main limitation of the study is lack of time. At the time of collecting the data respondents may not be given the true information for achieving the objectives of the study. Based on the individuals, the data may differ since it is personal influenced data. The options of the respondents may be accepted as true and valid. DATA ANALYSIS: Graph1: TRAINING NEED ARE IDENTIFIED BY THE ORGANIZATION View of the line manager 16 Through performance appraisals INFERENCE: From the above chart it shows that 47% of the respondents were identified based on the training needs. 24% of the respondents were identified through the view of the line manager. 16% of the respondents were identified through performance appraisals and 13% of the respondents were competency mapping 13 Competency mapping Training need identifications 47 Based on the training needs 42

5 Percentage of respondents Percentage of respondents BIMS International Journal of Social Science Research ISSN Graph2: TRAINING PROGRAMME CONDUCT BY THE COMPANY ONCE IN by them through Notice boards. 19% of the respondents were communicated by them through Circulars. 8% of the respondents were communicated by them through Telephones Graph 4: IMPROVE THE SKILL AFTER ATTENING THE TRAINING PROGRAMME 9 Quarterly Half yearly Yearly When ever needed arises Frequent INFERENCE: From the above table it shows that 41% of the respondents had attended whenever need arises. 26% of the respondents had attended yearly. 24% of the respondents had attended half yearly. 9% of the respondents had attended quarterly. Graph3: TRAINING PROGRAM HAS BEEN COMMUNICATED TO EMPLOYEES Circulars 19% Telephone 8% Notice boards % Notice boards Circulars Telephone INFERENCE: From the above chart it shows that 43% of the respondents were improved in the technical skills. 29% of the respondents were improved in the communication skills and 28% of the respondents were improved in the process skills Graph : TYPE OF TRAINING IS OFFERD IN YOUR ORGANIZATION 3% INFERENCE: From the above table it shows that 3% of the respondents were communicated by them through . % of the respondents were communicated Induction training 13 Refresher training 27 Job rotation Lecturer and conferences Case studies Management games Types of training 43

6 Percentage of respondents Percentage of respondents BIMS International Journal of Social Science Research ISSN INFERENCE: From the above chart it shows that % of the respondents had attended the job rotation. 27% of the respondents had attended the lecturers and conferences. % of the respondents had attended the refresher training. 13% of the respondents had attended the induction training. Graph 7: TRAINING PROGRAM WAS INTERACTIVE 7 6 Graph 6: WHAT EXTENT YOU RE SATISFIED WITH THE TRAINING PROGRAM Strongly Agree Agree Neutral Disagree Strongly Disagree Interactive Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied INFERENCE: From the above it shows that 47% of the respondents were satisfied with the training programme. 23% of the respondents were neither satisfied nor dissatisfied with the training programme. 19% of the respondents were highly satisfied with the training programme. 11% of the respondents were highly dissatisfied with the training programme. 23 Satisfaction level of the training programme 11 INFERENCE: From the above it shows that 61% of the respondents were agreed the training programme was interactive. 21% of the respondents neither agreed nor disagreed the training programme was interactive. 12% of the respondents strongly agreed the training programme was interactive. 4% of the respondents strongly disagreed the training programme was interactive. 2% of the respondents disagreed the training programme was interactive. FINDINGS It is found that the immediate supervisor has been conducting the training programs Maximum number of the respondents felt that the training is focused on both i.e. individual development and organizational development. It is found that maximum number of the respondents are identified based on the training needs. It is noted that maximum number of the respondents have attended whenever 44

7 BIMS International Journal of Social Science Research ISSN need arises the training is organized in the organization. It shows that respondents are communicated through s regarding T&D. It is identified that the respondents agreed for the training programme which was periodically evaluated. It is noted that more employees agreed the training programme help to do a better service in the organization. CONCLUSION This study is on effectiveness of training programme from the DAESUNG AUTO PARTS INDIA PVT.LTD. From the detail analysis on the data collected from the study. It is found that the effectiveness of training programme shows a significant improvement in the knowledge and skill level of the employees that they have gained through continuous and periodic evaluation on training needs and subsequent trainings. Based on the findings of the study, few suggestions have been made for further improving the effectives of the trainings. If these could be implemented then the employee s contribution towards the job performance will be high which will help the overall development of the organization and also the individual. BIBLIOGRAPHY Employee Training and Development, by Raymond A Noe & Amithabh Deo Kodwani, th edition(12),by Mc Graw Hill Principles of Management- By R.N.Gupta(7),Human Resource Management-Eleventh Edition(1)Garydessler,BijuVarkke,P earson Publications New Delhi Human Resource Management-First Edition(12)-Dr.T.Raju And Dr.S.jayaBharathiBiztantra Publications- New Delhi Human Resource Management-Second Edition(12)-P.Jyothi and D.N Venkatesh Oxford University Press New Delhi Strategic Management(9)-Charles W.L.Hill Gareth,R.Jones-Biztandra Publication.