RESEARCH REPORT

(Subject code MGT-203)

on
TRAINING AND DEVELOPMENT
of

Submitted in partial fulfillment of the award of degree of

MASTERS OF BUSINESS ADMINISTRATION
(Session 2022-2024)
Affiliated to

J.C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY, FARIDABAD

Submitted to: Submitted by:

Controller of Examination LALIT KUMAR
YMCAUST, Faridabad MBA 4th Sem.
Univ. Roll no - 22038701026

Under the guidance of:

Ms. Nisha Madaan
Asst. Professor

SHRI RAM COLLEGE OF ENGINEERING AND MANAGEMENT

Palwal, Haryana
 STUDENT DECLARATION

This is to certify that I, Lalit Kumar student of MBA 4th sem., have completed the Research
Report titled ”(Training and Development)” under the guidance of “(Nisha Madaan)” in
partial fulfillment of the requirement for the award of Degree of Masters of Business
Administration at Shri Ram College of Engineering and Management, Palwal, which is
affiliated to J.C. Bose University of Science and Technology, YMCA, Faridabad.
The information and data given in the report is authentic to the best of my knowledge.

This is an original piece of work & I have not submitted it earlier elsewhere.

Date: Signature:

Place: Name : Lalit Kumar

Univ. Roll No.:22038701026

 ACKNOWLEDGEMENT

The satisfaction that accompanies the successful completion of my project would be

incomplete without the mention of the people who made it possible with their
valuable advice and guidance. I am extremely grateful to our Director Dr. SK Gupta
and our HOD Dr. Chhavi Rathi for their support. I would like to express my special
thanks to my research guide Ms. Nisha Madaan, assistant professor of department of
management and the other faculty members of the department for their valuable
suggestions and guidance. Without their help this report would not have been
accomplished. I would like to express my gratitude to all the faculty and staff
members who solved my general and particular problems and solved my queries that
emerged from my day to day research and support to my report at every stage till its
completion.

LALIT KUMAR
 PREFACE

In the global and competitive area, all business activity needs are more superior and
enhanced technology.
The GOOD YEAR Industry has grown tremendously in past few year. In the present
scenario the industry has become more consumers oriented.
Cost optimization becomes a necessity for business activity to accelerate the business
in a greater pace. Study of different network cost helps the management in decision
making, as well as to know the strength and weakness of an organization and the
product, which helps in the formation of business plan.
So it was a great pleasure to contribute to the dynamic field of GOOD YEAR
Industry. The study of Network cost gives management extra edged to stand in the cut
throat competition. Network cost is some thing controllable where Management can
do a lot and try to delight the ultimate customer. Also it has a great significance role
for organization to evaluate its policy and enhanced their position in the market. This
repor tries to look in the relationship between organization-vendor, organization-
customer, which is as important system as nerve system in human body. The Network
cost study was carried out at Ballabgarh office with the help of many senior mentors
who are presently working in the organization.
 TABLE OF CONTENTS

S.NO. PARTICULAR PAGE NO.

Chapter – 1 5 - 18
1 Introduction

Chapter – 2 19 - 36
2 Company Profile
Chapter – 3 37 - 41
3 Research Methodology
(i) Research Design
(ii) Collection of Data
(iii) Sampling
(iv) Objective of the Research
(v) Scope of The Study

Chapter – 4 42 - 53
4 Data Analysis

Chapter – 5 54 - 55
5 Findings
Chapter – 6 56 - 58
6 Conclusions

Chapter – 7 59 - 60
7 References

Chapter – 8 61 - 65
8 Appendices
 CHAPTER - 1

INTRODUCTION
 TRAINING

DEFINITION

According to Michael J. Jucius, defines,” The term Training is used here to indicate only process
bywhich the aptitudes, skills and abilities of employees to perform specific jobs are increased.”

According to Edwin B. Flippo defines, “Training is an act of increasing the knowledge and
skills of an employ for performing a particular job.”
1. Training enables an employ to do his present job more efficiently and prepare him for higher
level job.
2. The major outcome of Training is learning.
3. A Trainee learns new habits, refined skills and useful knowledge during the Training that
helps to improve the performance.
4. Training is practice based and company specific.
5. Training objectives should be set in terms of changes needed in behavior and performance.

HOW TRAINING IS HELPFUL

1. Increase knowledge and skills for doing a particular job.

2. Focuses attention on the current job.
3. Concentrates on individual employees, changing what employee’s know- how theywork,
there attitude towards their work on their interaction with their co- workers.
4. Tends to be more narrowly focused and oriented towards short term performance concerns.
5. Training is job oriented.
6. Training is one shot deal.
7. Training seeks to meet the current requirements of the job and the individual.
8. Training is mostlythe result of initiatives taken by management.

NEED FOR TRAINING

1. Newlyrecruited employees require Training so as to perform their task effectively.

2. Training is necessary to prepare existing employees for higher level jobs (promotion).
3. Training is necessarywhen a person moves from one job to another (transfer).
4. Training is necessary to make employees mobile and versatile.
5. Training is needed to make employees more productive and useful in the long- run.

MAJOR VALUES OF TRAINING

 Increase in productivity.
 Better and economically use of resources.
 Reduced Supervision.
 Fill manpower needs.
 Increasing organizational stability and flexibility.
 Better management.
 Reduced learning time.
 Better industrial relation.
 Reduced accidents.
 Heightened morale.
 Versatility & adaptability.
TYPES OF TRAINING :

SKILLS TRAINING
This type of Training is most common in organization. The process here is fairly simple. Specific
Training objectives are set and Training content is developed to meet those objectives. Several
methods are available. These Basic skills in modern organization (such as lectures, apprenticeship,
On the job, coaching etc.).

REFRESHER TRAINING
Rapid changes in technology may force companies to go in for this kind of Training. By organizing
short term courses which incorporate the latest developments in a particular field, the company may
keeps its employees up- to- date and readyto take on emerging challenges.

CROSS FUNCTIONAL TRAINING

It involves Training employees to perform operations in areas other than their assigned jobs. Job
rotation can be used to provide a manager in one functional area with broader perspective then he
would otherwise have departments can exchange personnel for a certain period so that each
employee understanding how other departments are functioning. Following benefits of cross
functional Training are:
 Workers gain rich experience in handling diverse jobs.
 They can better engineer their own career paths.
 They become more adaptable and versatile.
 Helpful in reduces the need of supervision.

TEAM TRAINING: Team Training generally covers two areas:

Content task and Group processes.
 Content task specify the team goals such as cost control and problem solving.
 Group process reflect the way members function as a team- how they interact with each other,
how theysort out their differences, how theyparticipate etc.
CREATIVITY TRAINING: Big companies encourage their employees to think
unconventionally, break the rules, take risks, go out of the box and devise unexpected solutions.

HOW TO BE CREATIVE?

Postpone judgments: Don’t reject any idea

Create alternative frames of references

Break the boundaryof thinking

Examine the different aspect of the problem

Specify that resources and environment

Make a with- list of solutions

Borrow ideas from other fields

Look for the processes to change or eliminate

Think up alternative methods

Adopt another person’s perspective

Question all assumptions

SAFETY TRAINING
Training provided to minimize accidents and damage to machinery is known as safety Training. It
involves instruction in the use of safetydevices and in safety consciousness.

DIVERSITY TRAINING
Diversity Training consider all the diverse dimensions in the work place- race, gender, age,
disabilities, lifestyles, culture, education, ideas and backgrounds while designing a training
programme.

PROMOTIONAL TRAINING
It involves Training of existing employees to enable them to perform higher level jobs. Employees
with potential are selected and they are given Training before their promotion.

METHODS OF TRAINING :
1. ON THE JOB TRAINING METHOD

(i) Job Instruction Training: In this method trainee received an overview of the job. Its
purpose and its desired outcomes.

(ii) Coaching: Coaching is a kind of daily Training and feedback given to employees by
immediate supervision. It is a process of learning by doing.

(iii) Mentoring: In this method an experiences employee offering guidance and support to a
junior employee so that the latter learns and advances in the organization.

(iv) Job Rotation: It involves the movement of trainee from one job to another so as to provide
cross Training.
(v) Apprenticeship Training: A Training method that puts trainee under the guidance of a
master worker, typically for 2- 5 years.

2. OFF THE JOB TRAINING METHOD

(i) Vestibule Training: A Training method involving the creation of Training facilities separate
from the regular production area but with the same equipment.

(ii) Role Playing: A development technique requires the trainee to assume a role in a given
situation and act out behaviors associated with that role.

(iii) Lecture Method: It is a traditional and direct method of instruction. The instructor organizes
the material and gives to a group of trainees in the form of talk.

(iv) Conference Approach: It refers to a group meeting according to organized plan. Members
participate in oral description.

(v) Programmed Instruction: An approach that puts material to be learned into highly organized,
logical sequences that requires the trainee to respond.

TRAINING USEFUL TO AN ORGANIZATION USES IN REGARD WITH

BUSINESS

A. Trained workers can work more efficiently.

B. Theyuse machines, tools, materials in proper way. Wastage is thus eliminated to a large extent.
C. There will be fewer accidents.
D. Trained workers can show superior performance.
E. Training makes employees more loyal to an organization.
USES IN REGARD WITH EMPLOYEES

A. Training makes an employee more useful to a firm.

B. Training makes employees more efficient and effective.
C. Training enables employees to secure promotions easily.
D. Training helps the employee to more from one organization to another easily.
E. Training can enable employees to cope with organization, social and technological change.

AREAS OF TRAINING

A. Knowledge: Here the trainee learns about a set of rules and regulations about the job, the staff
and the products or services offered by the company. The aim is to make the new employee fully
aware of what goes on inside and outside the company.

B. Technical Skills: The employee is taught a specific skill (e.g., operating a machine, handling
computer etc.) so that he can acquire that skill and contribute meaningfully.

C. Social Skills: The employee is learning about himself and others, and to develop a right mental
attitude towards the job, colleagues and the company. The principal focus is on teaching the
employee how to be a team member and get ahead.

D. Techniques: This involves the application of knowledge and skill to various on the job
situations.

E. Motivation: Higher degree of employee participation and involvement motivates them more
towards achieving the individual short term goals and the long terms goals of the organization.
F. Perception: Unless a person perceives his task clearly he cannot perform to satisfaction.

IMPROVING EFFECTIVENESS OF TRAINING

A. Training Objectives: There should be specific Training objectives which helps in deciding
about the type of Training required. The performance standard of employees should be decided and
Training should be directed to achieve them.

B. Motivation to Trainees: Training should be properly explained to employees. Training helps

the employees in increasing their performance. This will bring them more financial benefits and
create greater avenues for promotion. Employees should be motivated to participate whole heartily
in Training programmers.

C. Use of Previous Training: The previous experiences or education acquired by the employees
should also be made use of while planning their Training. The previous background also be used as
a foundation for new development.

D. Suitable Organizational Condition: The condition prevailing in the organization should be

conductive to the Training programme. The condition should rather encourage employees to learn
more and more. The persons learning better techniques of doing the things should be suitably
rewarded.

E. Involvement Of Trainees: To make Training an effective tool of learning, trainees should also
be involved in these programmers. They should be provided with opportunity to practice the newly
needed behaviors norms.
PURPOSES OF TRAINING EVALUATION

The five main purposes of Training evaluation are:

1. Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.
2. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the work place, and Training.
3. Control: It helps in controlling the Training program because if the Training is not effective,
then it can be dealt with accordingly.
4. Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
5. Intervention: It helps in determining that whether the actual outcomes are aligned with expected
outcomes.

EVALUATION OF TRAINING PROGRAMME

Evaluation helps in controlling and correcting the Training programme:

A. Reactions: Trainees reactions to overall usefulness of Training including the coverage of the
topics, method of presentation, and the techniques to clarify things, often throw light on the
effectiveness of the programme.
B. Learning: Training programme, trainer’s ability and trainee’s ability are evaluated on the basis
of quantity of content learned and time in which it is learned and learner’s ability to use or apply the
content learned.
C. Job Behavior: This evaluation includes the manner and extent to which the trainee has applied
his learning to his job.
D. Organization: This evaluation measures the use of Training, learning and change in the job
behaviour of the department / organization in the form of productivity, quality, morale, sales
turnover and the like.
E. Ultimate Value: It is the measurement of ultimate results of the contribution of the Training
programme to the company goals like survival, growth.
ABOUT DEVELOPMENT

DEFINITION :

In the works of Michael J. Jucius, “Executive development is the programme by which executive
capacities to achieve the desired objectives are increased.”

Mr. Jucius has written that ‘Programme’ must be related to the development of various
interrelated matters, factors and needs. Executive capacities involve different individual abilities of
present and prospective managers at different levels of management.

In the words of Koontz and O’Donnel, “Developing a manager is a progressive process in the
same sense that educating a person is neither development nor education should be thought of as
something that can never be completed, for there are no known limits to the degree to which one
may be developed or educated.”

Executive development is a planned systematic and continuous process of learning and growth by
which managers develop their conceptual and analytical abilities to manage.

 Development is concerned with overall personality of the candidate.

 Development improves performance of the mangers by giving them opportunity for growth
and development.
OBJECTIVES OF DEVELOPMENT

 Development is continuous ongoing activity.

 Development aims at improving total personality of an executive.
 Development aims at meeting future needs.
 Development helps the manager to acquire knowledge, skills and abilities.
 Executives can show superior performance on the job.
 Development efforts help executives to realize their own career, goals and aspirations in a
planned way.

METHODS OF DEVELOPING MANAGERS

1. Decision Making Skills  In basket

 Business Game
 Case Study

2. Interpersonal Skills  Role Play

 Sensitivity Training
 Behavior

3. Job Knowledge  On the job experience

 Coaching
 Understudy

4. Organizational Knowledge  Job Rotation

 Multiple Management

5. General Knowledge  Special Courses

 Special Meetings
 Special Meetings
1. DECISION MAKING SKILLS

(i) In Basket: A method where the trainee is required to examine a basket full of papers and files
relating to his are and recommendations on problems contained therein.
(ii) Business Game: A method to develop smart thinking, quick reactions, initiative, organizing
and leadership skills
(iii) Case Study: A method to develop analytical, reasoning and problem solving skills.

2. INTERPERSONAL SKILLS
(i) Role Playing: A method to translate theoretical knowledge into actions plans and to promote
good human relations skills among trainees.
(ii) Sensitivity Training: A method to promote self awareness and its impact on others.
(iii) Behavior Modeling: A method to teach interpersonal and cognitive skills.

3. JOB KNOWLEDGE
(i) On the Job Experience: Any Training technique that involves allowing the person to learn
the job by actually performing it on the job.
(ii) Case Study: An in depth description of a particular situation an employee might encounter
on the job
(iii) Understudy: A method to aid succession planning by developing the skills of juniors to a
preset plan.

4. ORGANIZATIONAL KNOWLEDGE
(i) Job Rotation: A method to develop diversified skills and broadens the outlook of an executive.

(ii) Multiple Management: A method to assist managers in expending their outlook and
knowledge in various functional areas.
5. GENERAL KNOWLEDGE
(i) Special Courses: Like; the workshops or executive development programmes organized by
institutes, universities and colleges – help the trainees to acquire general knowledge.
(ii) Special Meetings: Special meetings organized in consumers forums, voluntary organizations,
etc. to help the trainees in developing their knowledge.
(iii) Specific Meetings: Specific meetings published by various journals, specific portions of
important books are provided to the trainees to improve their general knowledge.

GLOBAL TRAINING STANDARDS OF

 All associates are certified in basic job skills prior to assuming jobs.
 Performance analysis is used to determine Training needs.
 Organization has functioning Training committee.
 Each associate has an individual annual Training plan.
 Job experts are trained as trainees.
 Training is performance based.
 Organization has an overall Training plan
 Learning guides exist for all key jobs.
 CHAPTER - 2
COMPANY PROFILE
 COMPANY PROFILE

Goodyear Tire and Rubber Company History

The mid 2000s–present Goodyear logo

Type Public
NASDAQ: GT
Traded as
S&P 500 Component
Industry Manufacturing
Founded 1898
Founder(s) Frank Seiberling
Headquarters Akron, Ohio, U.S.
Area served Worldwide
Richard J. Kramer
Key people (Chairman, President and CEO)
Darren Wells, EVP & CFO
Products Tires
Revenue US$ 18.832 billion (20 0)
Operating income US$ 313 million (2010)
Net income US$ –216 million (2010)
Total assets US$ 15.630 billion (20 0)
Total equity US$ 921 million (2010)
Employees 72,000 (2010)
Website Goodyear.com
The Goodyear Tire & Rubber Company was founded in 1898 by Frank Seiberling in Akron,
Ohio. Goodyear manufactures tires for automobiles, commercial trucks, light trucks, SUVs, race
cars, airplanes, farm equipment and heavy earth-mover machinery.

Even though he had no connection with the company, it was named after Charles Goodyear.
Goodyear invented vulcanized rubber in 1839. The first Goodyear tires became popular because they
were easilydetachable and required little maintenance.

Goodyear is known throughout the world for the Goodyear Blimp. The first Goodyear blimp flew in
1925. Today it is one of the most recognizable advertising icons in America. The company is the
most successful tire supplier in Formula One history, with more starts, wins, and constructors'
championships than any other tire supplier. They pulled out of the sport after the 1998 season. It is
the sole tire supplier for NASCAR series.

Goodyear is a former component of the Dow Jones Industrial Average.

Contents

History

Goodyear's headquarters
Early history 1898–1926

The first Goodyear factory opened in Akron, Ohio in 1898. The thirteen original employees
manufactured bicycle and carriage tires, rubber horseshoe pads, and poker chips. The company grew
with the advent of the automobile.

In 1901 Frank Seiberling provided Henry Ford with racing tires. In 1903, Paul Weeks Litchfield is
granted a patent for the first tubeless automobile tire. By 1908 Ford was outfitting his Model T with
Goodyear tires. In 1909 Goodyear manufactured its first aircraft tire.[5]

In 1911 Goodyear started experimenting with airship design. It later manufactured airships and
observation balloons for the United States Army Air Service during World War I. The transport and
reconnaissance capabilities that Goodyear provided contributed significantly to the Allied victory.

In 1916, Litchfield finds land in the Phoenix area to be suitable for growing long-staple cotton,
needed for reinforcing rubber in tires. The 36,000 acres purchased were controlled by the Southwest
Cotton Company, formed with Litchfield as president. (This included land that would develop into
the towns of Goodyear and Litchfield Park).

In 1924, Litchfield as Goodyear Vice President forges a joint venture with the head of Zeppelin to
form the Goodyear-Zeppelin Corporation.

By 1926 Goodyear was the largest rubber company in the world. Only four years earlier they were
forced to temporarily cease race tire production due to competition. Nevertheless, the popularity of
the Goodyear tire on the racing circuit led to a popular demand for the brand.
Expansion 1926–1990

Paul Litchfield, inventor of the tubeless car tire who promoted the Zeppelin partnership and later
became Goodyear president and board chairman.

On August 5, 1927, Goodyear had its initial public offering and was listed on the New York Stock
Exchange.

For the next sixty years Goodyear grew to become a Multinational corporation with multi-billion
dollar earnings. It acquired their rival Kelly-Springfield Tire in 1935. During World War II
Goodyear manufactured F4U Corsair fighter planes for the U.S. Military. Goodyear ranked 30th
among United States corporations in the value of wartime production contracts. WWII forced the
dissolution of the Goodyear-Zeppelin partnership in December 1940. By 1956 they owned and
operated a nuclear processing plant in Ohio.

In 1944, Goodyear created a subsidiary in Mexico in a joint venture with CompañíaHulera, S.A. de
C.V., CompañíaHulera Goodyear-Oxo, S.A. de C.V. or Goodyear-Oxo.

Sales for 1969 topped $3 billion, five years later sales topped $5 billion and it boasted operations in
thirty four countries. In 1978 the original Akron plant was converted into a Technical Center for
research and design. By 1985 worldwide sales exceeded $10 billion.
Goodyear Aerospace, a holding that developed from the Goodyear Aircraft Company after World
War II designed a supercomputer for NASA's Goddard Spaceflight Center in 1979, the MPP. The
subsidiarywas sold in 1987 to the Loral Corp. as a result of restructuring.

In 1987, Goodyear formed a business partnership with Canadian tire retailer, Fountain Tire.

The Goldsmith affair

In October 1986 The Goodyear Rubber & Tire Company was a victim of a Greenmail attack. British
financier James Goldsmith in conjunction with the investment group Hanson purchased 11.5% of
Goodyear's outstanding common stock. They threatened to take the company over. On November
20, 1986, Goodyear acquired all of the 12,549,400 shares of stock held by Goldsmith's group at an
above-market price of $49.50 per share. Goodyear also made a tender offer for up to 40 million
shares of its stock from other shareholders at $50 per share. The tender offer resulted in Goodyear
buying 40,435,764 shares of stock in February 1987.

As a result, Goodyear took a charge of $224.6 million associated with a massive restructuring plan.
The company closed plants in Cumberland, Maryland; New Toronto, Ontario, Canada; and Windsor,
Vermont. It sold its Goodyear Aerospace business to Loral Corporation for $588 million and its
Motor Wheel business to MWC Inc. for $175 million. Two subsidiaries involved in agricultural
products, real estate development, and a resort hotel in Arizona were sold for $220.1 million.

1990 to present

The last major restructuring of the company took place in 1991. Goodyear hired Stanley Gault,
former CFO of Rubbermaid to expand the company into new markets. The moves resulted in 12,000
employees being laid off. In 1998 Goodyear Leone Tire & Auto was established in Oldsmar, Florida.
In 2001 Goodyear Leone Tire & Auto was established in Holiday, Florida.
Recent history

 1965 — radial-ply tires made available in a full range of sizes to auto manufacturers
 1967 — Goodyear introduces the Polyglas tire, one of the first wide-tread bias-belted
fiberglass tires, which along with similar tires from competitors such as the Firestone Wide-Oval
would become regular equipment on 1970 to 1974 models, which would be superseded by radial
tires beginning in 1975.
 1969 — sales reach $3 billion
 1970 — first tires on the moon (Apollo 14)
 1974 — sales reach $5 billion
 1975 — all tires used in Indianapolis 500 supplied by Goodyear
 1976 — Chemical Division shipped first shatterproof polyester resin bottles
 1977 — industry's first all-season tire (Tiempo) introduced
 1978 — Akron plant converted into Technical Center for R&D
 1983 — three billionth tire produced
 1984 — worldwide sales exceed $10 billion
 1986 — James Goldsmith takeover attempt and resulting restructuring
 1987 — completion of the California - Texas "All American" oil pipeline
 1991 — Aquatred tire introduced
 1992 — began selling tires at Sears stores
 1993 — opened first tire store in Beijing, China
 1993 — inauguration of Dalian plant, China
 1994 — "electronic store" opened on CompuServe
 1995 — worldwide sales exceed $13 billion

1998 — sold the All American Pipeline and Celeron In 2005, Titan Tire purchased the farm tire
business of Goodyear, and continues manufacturing Goodyear agricultural tires under license. This
acquisition included the plant in Freeport, Illinois.

On July 10, 2008, the Goodyear Tire & Rubber Company was recognized as one of America’s most
respected companies by the Reputation Institute (RI) and Forbes magazine. Goodyear ranked 16th
on the magazine’s third annual listing of companies with the best reputations in the United States.
The list is based on the results RI’s Global Pulse consumer opinion survey, which measures the
overall respect, trust, esteem, admiration and good feelings consumers hold toward the world’s
largest companies.

Scores are based on RI’s seven dimensions of reputation: products/services, innovation, workplace,
citizenship, governance, leadership and performance. RI said the 2008 survey indicates that
consumers are most influenced by a company’s high-quality products and services as well as its
governance and citizenship.

Goodyear’s score of 76.0, represented a 7.54 point increase over 2007 and was the largest year-over-
year improvement of any company on the list. Goodyear is the only tire company on the top-75 list.

The recognition from RI and Forbes is the fifth significant honor for Goodyear in 2008. The
company was named the world’s most admired company in the motor vehicle parts industry by
Fortune magazine. Audit Integrity Inc. and Forbes magazine ranked Goodyear sixth on their list of
America’s most trustworthy companies. The Wall Street Journal recognized Goodyear for leading
shareholder return for the past five years in the automotive category. Goodyear was also ranked
among the Top 100 Corporate Citizens selected by CRO magazine.

The company announced in summer 2009 that it will close its tire plant in the Philippines as part of a
strategyto address uncompetitive manufacturing capacity globally bythe end of the third quarter. [15]

Goodyear announced that will sell the assets of its Latin American off-road tire business to Titan
Tire for US$98.6 million. This includes the plant in Sao Paulo, Brazil, and a licensing agreement that
allows Titan to continue manufacturing under the Goodyear brand, similar to its 2005 purchase of
Goodyear's US farm tire assets.

In 2011, more than 70 years after the dissolution of the Goodyear-Zeppelin Corporation, it is
announced that Goodyear will partner with Zeppelin again (the legacy company Zeppelin
Luftschifftechnik) to build more zeppelins together.
Timeline

Goodyear Tires Advertisement - Syracuse Post-Standard, February 26, 1916

 1898 — Goodyear Founded

 1899 — automobile tires added to the original product line of bicycle tires, carriage tires and
horseshoe pads
 1901 — Seiberling makes racing tires for Henry Ford
 1903 — Paul Litchfield granted patent on first tubeless automobile tire (Litchfield would go
on to become president of Goodyear-Zeppelin, then board chairman)
 1908 — Ford's Model T is outfitted with Goodyear tires
 1909 — first pneumatic aircraft tire
 1911 — first airship envelope
 1912 — Goodyear blimp first debuts
 1917 — made airships & balloons for the U.S. military during World War I
 1919 — tires on the winning car at the Indianapolis 500
 1924 — Zeppelin patents acquired, joint venture Goodyear-Zeppelin Corporation formed with
the German company
 1925 — Pilgrim is launched, the first commercial non-rigid airship to use helium
 1926 — world's largest rubber company, based on sales of $230,161,356
 1927 — initial public offering
 1929 — construction of world's largest airship dock started in Akron
 1935 — acquired Kelly-Springfield Tire
 1937 — first American-made synthetic rubber tire
 1940 — in December, Goodyear-Zeppelin Corporation dissolved with WWII straining
partnership
 1942 — awarded contract to build Corsair fighter planes
 1944 — tire testing begins near San Angelo, Texas
 1947 — first nylon tires developed
 1949 — first television advertising with sponsorship of "The Goodyear Review," hosted by
Paul Whiteman
 1954 — first nationwide strike in company's history lasted 52 days
 1956 — Goodyear-operated U235 atomic processing plant opens in Ohio
 1957 — Goodyear Proving Grounds for tire testing, near San Angelo, Texas, is rebuilt
 1958 — production of foam-padded instrument panels begun for 1959 model cars
 1962 — Goodyear racing tires used on more winning stock and sports cars than any other
brand
 1963 — Goodyear produces its one billionth tire
 businesses
 1999 — Announced $1 billion global alliance with Japan's Sumitomo Rubber Industries,
which had rights to the Dunlop tire brand in much of the world, to establish six joint ventures in
North America, Europe and Japan
 2000 — formed an Internet-based purchasing alliance with five other rubber companies called
RubberNetwork.com
 2003 — quarterlydividend to shareholders eliminated
 2004 — Assurance TripleTred and ComforTred tires introduced
 2005 — North American farm tire operations sold to Titan Tire Corporation
 2006 — Goodyear blimp made maiden voyage in China
 2007 — Engineered Products Division sold to Carlyle Group; EPD is renamed Veyance
Technologies
 2008 — Voluntary Employees’ Beneficiary Association trust (VEBA) approved by U.S.
District Court, funded with $1 billion
 2009 — Goodyear Assurance Fuel Max tire introduced in North America
 2010 — plans announced to sell European and Latin American farm tire businesses
 2011 — after being dissolved during WWII, Goodyear and Zeppelin's legacy company partner
again to build more airships together.

The history of the brand

The Goodyear Tire & Rubber Company began in 1898, when founder Frank A. Seiberling purchased
the company’s first production plant using money he borrowed from his brother-in-law. Naming the
company after Charles Goodyear, the pioneer who discovered the process of vulcanisation,
Seiberling also fashioned the distinctive winged-foot trademark based on a statue of Mercury he kept
in his home. Though the symbol has since been altered over the years, it remains a recognisable
signature for Goodyear till this veryday.
From a rubber company…

It wasn’t an easy start though. Goodyear’s rubber and cotton had to be transported from halfway
around the world to a landlocked town that had only limited rail transportation. With just 13
employees, Goodyear production began on November 21, 1898, with a line of bicycle and carriage
tyres, horseshoe pads and poker chips. After the first full month of business, sales amounted to
$8,246 – a great success.

Since the first bicycle tyre rolled off its production line in 1898, Goodyear has continued to strive to
become the world's largest tyre company — a title it earned in 1916 when it adopted the slogan
"More people ride on Goodyear tyres than on any other kind". Just ten years later, company fulfilled
this vision and became the world's largest rubber company in 1926.Goodyear’s legendary early years
set the tone that continues to be felt in all aspects of the company, and in its relationship with its
customers.

…to a global brand

When you look at the global Goodyear brand today — with its thousands of breakthroughs,
innovations, new inventions, firsts and groundbreaking improvements — you're seeing a reflection
of the bold, innovative and down-to-earth character of the company's founders. Today, Goodyear is
one of the world's largest tyre companies, with a presence on six continents. The company also
produces several other well-respected brand names including Dunlop, Kelly, Fulda, Lee, Sava and
Debica. Its non-tyre business units provide rubber products and polymers for a variety of automotive
and industrial markets.

Innovation

Innovation - the continuous flow of creative new ideas, products and materials - has always been at
the very core of Goodyear's activities. The company established a major research facility in 1943,
which has since received thousands of patents. Major inventions by Goodyear's scientists and
technicians have been used not only in car tyres and other automotive products, but also in artificial
hearts and joints, adhesives, artificial turf for playgrounds and food packaging, to name only a few.
Cutting-edge research

Goodyear Research was the training ground for Paul Flory, a Nobel laureate in the field of polymers.
Two research associates have been awarded the Goodyear Medal, the highest award of the Rubber
Division of the American Chemical Society, which honours scientists and engineers who have made
outstanding innovations

Beyond rubber

Goodyear Research scientists and engineers today come from all over the world and continue
working at the cutting edge of rubber and polymer science. They have also branched out into such
diverse fields as computer science, physics, mathematics, engineering mechanics, metallurgy and
others to create a myriad of unique materials and processes.

Goodyear Milestones

For over a hundred years, Goodyear has been at the forefront of tyre technology. Through advanced
research and manufacturing practices, Goodyear continues to push the boundaries of innovation and
remains One Revolution Ahead.

1898 Frank Seiberling starts the Goodyear Tire and Rubber Company. He
chooses to name it in honour of the inventor Charles Goodyear.

1908 Henry Ford's Model T, fitted with Goodyear tyres, is a sensation with
middle class consumers. Car registrations skyrocket.

1922 Goodyear enters India Market.

 1961 Starts production in India at Ballabgarh Plant.

1964 Using Goodyear tyres, Craig Breedlove becomes the first man to top 600
miles (960km) an hour.

1969 Goodyear Aerospace helps send astronauts safelyto the moon and back.

1971 Goodyear tyres are the first tyres to land on the Moon.

1984 India's largest tyre, over 8 feet tall, rolls out of the factory.

1998 Goodyear celebrates its 100th anniversary.

2002 Goodyear becomes first companyto launch tubeless tyre in India.

2006 Launch of 'Shop-in-shop' Branded Retail Outlet .

2008 Launch of Goodyear Assurance - passenger tire made with Dupont

KEVLAR.
 2009 Launch of new farm tyreVajra Super and commercial tyres Timber King
and CTD 21.

2009 Launch of Goodyear DuraPlus and Duraco Hi-Miler - long milage

passenger tyres made with TredLife Technology.

Full Description

Goodyear India Limited is an India-based company that manufactures automotive tires, such as farm
tires and medium commercial truck tires at its Ballabgarh plant. The other products, marketed and
sold by the Company include tubes and flaps. It also trades in Goodyear branded tires (including
radial passenger and off-the-road bias tires) manufactured by Goodyear South Asia Tires Private
Limited (GSATPL) Aurangabad pursuant to an off-take agreement entered into with that company.
During the year ended December 31, 2011, the Company sold 2.72 million of automotive tires,
35,000 of flaps and 1.628 million of automotive tubes. The Goodyear Tire & Rubber Company,
(GTRC) has transferred its 74% interests in the Company to its wholly owned subsidy, M/s
Goodyear Orient Company (Private) Limited (GOCPL), Singapore. On November 29, 2011 and
subsequently the Company became the subsidiary of GOCPL and GTRC became the ultimate
holding company.

Goodyear Tire and Rubber Company

 Stripping tube on mandrel before sending to cure, Goodyea
Tire Factory, Akron, O

In 1898, Frank Seiberling established the Goodyear Tire and Rubber Company in Akron, Ohio.

The company was named for Charles Goodyear, the man who developed vulcanized rubber.
Seiberling borrowed 3,500 dollars from a brother-in-law to purchase the company's first factory.
Goodyear originally employed thirteen workers, but the firm quickly emerged as a leader in the
production of rubber items, including bicycle tires, pneumatic carriage and automobile tires,
horseshoes, and hoses. By 1926, Goodyear was the largest rubber company in the world.

David Hill, who purchased nearly one-third of the 100,000 dollars worth of stock that the Goodyear
Tire and Rubber Company issued in 1898, became the company's first president. The company went
through two additional presidents before Seiberling became chief executive in 1906. The founder of
the company remained as the firm's president until 1921, when an economic recession prompted him
to resign. Seiberling personally developed the company's logo -- a winged foot -- the same logo that
the Goodyear Tire and Rubber Company utilizes in the twenty-first century.
Goodyear led the industry in the development of new products. In 1903, the company developed the
first tubeless automobile tire. In 1909, the firm branched out into the aviation industry, producing the
first airplane tires. Before this point, pilots primarily utilized bicycle tires on their planes. Three
years later, Goodyear produced its first blimp. In 1919, the firm also developed the first bulletproof
gas tank for planes. The company continued to lead the industry in creating new products throughout
the twentieth century.

While the Goodyear Tire and Rubber Company prospered, its workers sometimes suffered. In the
late nineteenth and early twentieth centuries, factory workers faced poor working conditions, low
wages, and almost no benefits. This was true for the workers employed by rubber manufacturers in
Akron, Ohio, such the Goodyear Tire and Rubber Company, B.F. Goodrich, and Firestone Tire and
Rubber Company. In an attempt to alleviate their conditions, workers established a union named the
United Rubber Workers in 1935. The following year, this union organized its first major strike
within Akron's rubber industry.

The strike began as a protest against a plan created by Goodyear to reduce wages and increase the
pace of production. The workers utilized the concept of the "sit-down" strike. In the past, when
workers went on strike they would leave the factory to join picket lines. Company owners often
hired "scab" laborers to cross the picket lines and continue production. The practice of using scab
labor made it difficult for striking workers to obtain their demands. In contrast, in a sit-down strike,
workers quit working but still occupied their places within the factory. This process meant that the
factory owners could not send in additional workers to continue the job. In addition, factory
management was more reluctant to use private security forces or other strikebreakers to intimidate
the striking workers, as that approach threatened destruction to plant property.

In addition to the sit-down strike, the rubber workers also organized long picket lines in protest.
Akron's mayor, Lee D. Schroy, attempted to send in the police to put down the strike, but the police
officers refused to do so when they faced the thousands of organized workers. In the long term, the
rubber companies were forced to recognize the United Rubber Workers and negotiate better
contracts with workers. One immediate success was a six-hour workday.
Several reasons existed for the workers' success in this strike. First, sit-in strikes made it much more
difficult for employers to replace their striking workers. Equally as important in this strike was the
federal government's recent passage of the Wagner Act. This legislation made unions legal for the
first time in United States history. Finally, the United Rubber Workers belonged to a larger
organization, the Congress of Industrial Organizations (CIO). The CIO consisted of an umbrella
organization for multiple unions. These unions worked together by providing both moral and
material support to CIO-member unions, especially when these member unions went on strike.
 CHAPTER - 3
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

A researcher experiences some difficulty either in a theoretical and practice situation and wants to
obtain a solution.

Major components of a research problem:

 If someone goes for a research then there should be a problem for which he go and solved it.
 The problem should be helpful for achievement of objective.
 There are alternative means to achieve objectives, and the researcher must know about the
favorable and unfavorable means of the objective.
 There is a doubt in the mind of the researcher, so that researcher can achieve his objective.
 The environment should be problem pertaining so that he can found the problem and for solving it
he can do research.

“Research is a systematized effort to gain new knowledge.” It is a systematic study consisting of a

problem formulating a hypothesis collecting the facts and data, analyzing the facts and reaching for
certain conclusions, which can be in the form of either solution towards a problem.

(i) RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure. The research
design used in my study is basically descriptive in nature.
DESCRIPTIVE RESEARCH
The research design in my study is descriptive. Its studies are concern with describing the
characteristics of a particular group or individual. Studies concerned with specific prediction with
narration of facts and characteristics concerning individual, group or situations are examples of
descriptive research .it is also known as social research.

(ii) COLLECTION OF DATA

The study made in use of both primary and secondary sources.

 PRIMARY DATA COLLECTION - The survey has been undertaken on the lines of
interaction with employees of different plants and managers of the company with the help of
structured questionnaires.

 SECONDARY DATA COLLECTION - secondary data have been collected from

various sources involving induction manual, internet etc that were of considerable help to me,

 ANALYSIS OF DATA:

The data after collection has to be processed and analyzed with the outline laid for the purpose at
the time of developing the research plan. This is essential for a scientific study and for insuring that
we have all relevant data for making contemplated comparison and analysis.

Technically speaking processing implies editing, coding, classification and tabulation of collection
data so that theyare amenable to analysis.

The term analysis refer to the computation of certain measures along with searching for patterns of
relationship that exist among data groups. To analyze the data percentage, pie charts, graphs etc are
used.
(iii) SAMPLING

SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample i.e. the
size of the sample. Stratified sample method is adopted to select the sample.

SAMPLE UNIT
Sample is made on the basis of the stratified sampling, in this type of sampling simple random
and sub sample are drawn from different data which are equal o some characteristics . the first
step in stratified sampling choosing a strata on the basis of existing information.

SAMPLE SIZE
Hundred (100)

(iv) OBJECTIVES OF THE STUDY

1. To understand the TRAINING & DEVELOPMENT process of GOOD YEAR.

2. To find the various Sources and Techniques of TRAINING & DEVELOPMENT at
GOOD YEAR.
3. To focus on importance of TRAINING & DEVELOPMENT how it helps to achieve
organizational objectives.
4. To know employees’ preferences regarding Training & Development facilities provided by
the company.
 5. To studythe information regarding the Training & Development policies provided by
the company to the employees.
6. To check the role of management in providing Training & Development.
7. The study aims at providing relevant information for marking the necessary amendments in
the Training & Development policies of the company.

8. To know employees’ perception about the Training & Development.

9. To know the formalities fulfilled before availing the Training & Development.

(v) SCOPE OF THE STUDY

This study is aimed at providing India - with an insight into the success of cranes as well as the
customer’s response and awareness towards the brand, products and services of Ltd.
The data has been analyzed and presented in a simple and precise way on the basis of which
pertinent recommendation have been made to the company to better the services, policies and
strategies of the company in India.

 Human research
 Training & development
 Advantages of Training & development
 Need of Training & development
 Process of Training
 Development of trainees
 Analysis of trainees skills.
 Training & Development & selection of trainees
 Method of Training
 CHAPTER - 4

DATA ANALYSIS
QUESTION 1: DOES YOUR COMPANY PROVIDE TRAINING TO ITS
EMPLOYEES?

TABLE NO. 4.1

YES NO

100 0

120
100
followers

80
60 Series1
40
20
0
yes no
answ erof follwers

FIG.NO. 4.1

INTERPERETATION:

Out of 100 employees surveyed, all agreed that their companyprovides Training & Development to
them.
QUESTION 2: WHAT IS /ARE THE MAIN OBJECTIVES BEHIND
EMPLOYEE TRAINING & DEVELOPMENT?

TABLE NO. 4.2

OBJECTIVES NO.OF PERSONS

Help to motivate and retain employees. 30
Loyaltyin workers towards the organization 20
minimize Loss 6
Helps to improve the local image of the company 38

All of above 6

MOTIVATE AND
RETAIN
EMPLOYEES
LOYALTY
TOWARDS ORG.

MINIMISE LOSS

IMPROVE LOCAL
IMAGE

ALL OF ABOVE

FIG.NO. 4.2

INETERPRETATION:

Out of 100 people surveyed, 38% employees said that Training &Development .helps in improving
the image of the company. 30% says motivate to do work in this organization, 20% are loyal
because of goods Training &Development .and 6% helps in minimizing the Loss.
QUESTION 3: WHO MAKES THE EMPLOYEE TRAINING & DEVELOPMENT
POLICIES?

TABLE NO. 4.3

MAKERS NO. OF PERSONS

Immediate superior 11
Specialized committee 25
Personnel department 24
Don’t know 40

Immediate
superior
specialized
committee
personnel
department
don't know

FIG.NO. 4.3

INTERPRETATION:

Out of 100 people surveyed, 40% of people doesn’t know who made Training &Development .for
them. 11% says immediate superior made, 25% says specialized committee and 24% says
personnel department.
QUESTION 4: ARE YOU SATISFIED WITH THE EMPLOYEE TRAINING &
DEVELOPMENT ACTIVITIES IN THE ORGANIZATION ?

TABLE NO.4.4

Thinkers NO. OF PERSONS

Always 55
Sometimes 20
Never 13
May Be 12

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

FIG.NO. 4.4

INTERPRETATION:

Out of 100 persons 55% are always satisfied from the Training &Development .of the company,
20% are satisfied and 13% never satisfied & 12% is maybe from the Training & Development.
QUESTION 5: DO YOU THINK THAT TRAINING & DEVELOPMENT WHICH IS
BEING PROVIDED TO THE EMPLOYEES IS FAIR TO ALL WORKERS?

TABLE NO. 4.5

YES NO
80 20

100
80
60
Series1
40
20
0
YES NO
NO. OF PERSONS

FIG.NO. 4.5

INTERPRETATION:

Out of 100 people surveyed, 80% says Training &Development .are fair to all workers and 20%
says not fair to all workers.
QUESTION 6: HAVE YOU NOTICIED ANY DISCREPANCY REGARDING EMPLOYEE
TRAINING & DEVELOPMENT ?

TABLE NO. 4.6

Implication NO. OF PERSONS

Everytime 10

Sometimes 30

Never 60

70
60
50
40 every time
30 sometimes
20 never
10
0
1
no. of persons

FIG.NO. 4.6

INTERPRETATION:

Out of 100 people surveyed, 60% people says there is no mistake in Training &Development ., 30%
says sometimes there is mistake done by the management and 10% says there is always mistake in
Training & Development .
QUESTION 7: ARE YOU SUFFICIENTLY UTLIZING THE TRAINING &
DEVELOPMENT ACTIVITIES PROVIDED BY THE COMPANY?

TABLE NO. 4.7

YES NO
90 10

NO. OF PERSONS1

85 90 95 100

1
NO 10
YES 90

FIG.NO. 4.7

INTERPRETATION:

Out of 100 people surveyed, most of people are availing the Training &Development .i.e. 90%,
only10% people are not availing Training & Development sufficiently.
QUESTION 8: WHAT ARE THE TOOLS AND TECHNIQUES ADOPTED FOR THE
TRAINING & DEVELOPMENT ACTIVITIES?

TABLE NO. 4.8

Type of implication No. of persons

Proper format 80
First come first serve basis 18
No method 2

100 3
50 2
1
0 0
pro r format proper format
no. of persons pe
fcfs
no method

FIG.NO. 4.8

INTERPRETATION:

Out of 100 people surveyed, most people say proper format is there for availing Training &
Development .of the company i.e. 80% and 25 says there is no method for availing Training &
Development.
QUESTION 9: DO YOU RECEIVE ANY HELP FROM YOUR MANAGEMENT IF
UNDERGONE TRAINING & DEVELOPMENT ACTIVITIES?

TABLE NO. 4.9

Implication NO. OF PERSONS

ALWAYS 35
SOMETIMES 58
NEVER 7

no.of persons

always
sometime
never

FIG.NO. 4.9

INTERPRETATION:

Out of 100 people surveyed, 35% says management helps them besides Training &Development
58% says on some occasion management helps them besides Training & Development . and 7%
says there is no help from the side of management.
QUESTION 10: IS TRAINING & DEVELOPMENT PROVING TO BE BENEFICIAL TO
YOU IN ENHANCING YOUR PRESENT LIVING OF STANDARD?

TABLE NO.4.10

YES NO
70 30

YES
NO

FIG.NO. 4.10

INTERPRETATION:

OUT of 100 people surveyed, 70% people agreed that Training &Development .have increased
their standard of living but 30% are not agreed to this statement.
QUESTION 11: DO YOU WANT ANY CHANGES IN THE METHOD / POLICIES OF
EMPLOYEE TRAINING & DEVELOPMENT?

TABLE NO. 4.11

YES NO
98 2

YES
NO

FIG.NO. 4.11

INTERPRETATION:

Out of 100 people surveyed, 98% people doesn’t want any changes in existing Training &
Development, only 2% people want the change.
CHAPTER – 5
FINDINGS
Almost all the employees have positive opinion towards the satisfaction level on present training
methods which is followed by the company. Training and development programs of the company
has positive impact on employees jobs in various ways like, increase in efficiency, lesser errors,
high involvement. It helps to create positive results and good work environment in the organization.
Most of the employees require training in the areas like personality development, technical training
and job oriented training programs. In order to perform more effectively and efficiently. According
to the employees the outcomes of the training programs are like this, increase efficiency, updated
knowledge, improved interpersonal relation and career development. During the training programs
employees are facing various problems like, communication, subject oriented, and timing problems.
In order to ensure 100% effectiveness, company has take measures to overcome from these factors.
Almost all the employees are very clear about the training programs and its objectives, well before
attending training. For most of the employees, training and development program content has met
their needs only to some extent. Most of the employees have attended training and development
programs to upgrade their skills and knowledge levels.

LIMITATIONS OF THE STUDY

On the basis of my study following are the major recommendations.

 Sample size, which I have taken, is verysmall, on the basis of which efficient
decisions can not be taken.

 Co- operation of respondents: this has been a major problem. Employees were reluctant to
fill the questionnaire.

 Another constraint has been regarding cost since study involves the collection of primary
and secondary data. Therefore the cost incurred was much more. Due to constraints the coverage
of the studycould not be extended to more respondents.

 Our knowledge is limited as we are students and do not have much experience.

 Managers and employees of the companyare hesitant to disclose the information.

CHAPTER – 6

CONCLUSION
CONCLUSION

 The “Employee Training & Development Scheme” provided by the organization - is very good
for employees, but many employees take unduly advantage of it and sum employees do not
know how to avail the Training & Development policies.

 Trust provides financial beyond his limit under any of the scheme of the company.

 The Training & Development scheme provides by the company is fulfilling all the statutory and
non- statutoryprovisions.

 Employees are very happy with the Training & Development of the company and they do want
any changes in it.

In the end, I would like to conclude that besides having a very good Training & Development.
running by the organization, the managers of the company especially personnel managers should
take care that no employee take unduly advantage of the Training & Development policies and the
employees who do not sufficient knowledge about Training & Development policies, they should
guide them. And each and every employee should be treated equally.
SUGGESTIONS

SUGGESTIONS RECEIVED FROM THE RESPONDENTS OF THE QUESTIONNAIRE:

The following are the suggestions received from the respondents of the questionnaire. The
suggestions are based on their experience regarding Training & Development for the workers.
1. Extension of bus facilities of local conveyance should be improved.
2. Periodic survey’s to know the opinion of the employees should be conducted and findings
should be implemented.
3. Formalities for availing the Training & Development should be reduced.
4. The Training & Development services should be fast and any problem related to the employees
should be tackled within short span of time.
5. A yearly Training & Development calendar should be printed and distributed among all
employees.
6. There should be no biased decision taken by the managers while providing any help besides
Training & Development. of the company.
7. The employees who should take undue advantage of Training &Development .should be given
warning not to do these type of activities again.
8. In the end, I can say that - is doing its best efforts in providing a Training & Development
services which are universal to their employees and have made Them leader in the market, but
even then - should consider the Problems f- d bytheir employees while availing its services.
CHAPTER – 7
REFERENCES
REFERENCES

TEXT BOOKS

A .ASWATHAPPA K, PERSONNEL MANAGEMENT MC GRAW HILL

PUBLICATIONS
(4TH EDITION ).
B .AGGARWAL S.C. PRINCIPLE OF HUMAN RESOURCES DHANPAT RAI
PUBLICATION COMPNAY.
C.KOTHARI C.R., RESEARCH METHODOLOGY, NEW AGE PUBLICATION
HOUSE
(2NDEDITION).
D. MAMORIA C.B. PERSONNEL MANAGEMENT (2ND EDITION).
E.SHARMA V.K. HUMAN RESOURCES MANAGEMENT(3RD EDITION).

PAMPHLETS
TRAINING & DEVELOPMENT – A PERSPECTIVE REVIEW
ECONOMIC TIMES & BUSINESS TIMES
CHAPTER – 8
APPENDICES
 QUESTIONNAIRE

TRAINING & DEVELOPMENT

Q1. : DOES YOUR COMPANY PROVIDE TRAINING TO ITS EMPLOYEES?

A. YES
B. NO

Q2.WHAT IS /ARE THE MAIN OBJECTIVES BEHIND EMPLOYEE TRAINIG &

DEVELOPMENT?

A. Help to motivate and retain employees

B. Loyalty in workers towards the organization.
C. To minimize social evils such as alcoholism, gambling. Etc.
D. Helps to improve local image of the company.
E. All of the above.
Q3.WHO MAKES THE EMPLOYEE TRAINING & DEVELOPMENT/POLICIES?

A. Immediate superior
B. Specialized committee
C. Personnel department
D. Don’t know

Q4. ARE YOU SATISFIED WITH THE EMPLOYEE TRAINING & DEVELOPMENT
ACTIVITIES IN THE ORGANIZATION?

A. Always
B. Sometimes
C. Never
Q5. HAVE YOU NOTICIED ANY DISCREPANCY REGARDING EMPLOYEE TRAINING &
DEVELOPMENT.?

A. Every time
B. Sometimes
C. Never

Q6. ARE YOU SUFFICIENTLY UTLIZING THE TRAINING & DEVELOPMENT ACTIVITIES
PROVIDED BY THE COMPANY?

A. Yes
B. No

Q7. : WHAT ARE THE TOOLS AND TECHNIQUES ADOPTED FOR THE TRAINING &
DEVELOPMENT ACTIVITIES

A. Proper format
B. First come first serve basis

Q8. : DO YOU RECEIVE ANY HELP FROM YOUR MANAGEMENT IF UNDERGONE

TRAINING & DEVELOPMENT ACTIVITIES?

A. Always
B. Sometimes
C. Never
Q9. : IS TRAINING & DEVELOPMENT PROVING TO BE BENEFICIAL TO YOU IN
ENHANCING YOUR PRESENT LIVING OF STANDARD?

A. Yes
B. No

Q10. DO YOU WANT ANY CHANGES IN THE METHOD / POLICIES OF EMPLOYEE

TRAINING & DEVELOPMENT?

A. Yes
B. No

Q11. ARE OFFICE CONDITIONS COMFORTABLES?

A. Yes
B. No

Q12. DO YOU REQURIE A HIGH DEGREE TECHINCAL KNOWLEDGE FORYOUR JOB?

A. Yes
B. No

Q13. DO THE PRACTICE's SUPERVISORS USE POSOTIVIE ATTITUDE WITH

EMPLOYESS?

A. Yes
B. No
Q14. DO YOU FEEL TRUST IN YOUR SUPERVISORS?

A. Yes
B. No

Q 15.DO YOU FEEL, YOY ARE BEING PAID FARILY?

A. Yes
B. No