CHAPTER- 1

INTRODUCTION

INTRODUCTION TO THE STUDY

The present study has been conducted in APCO GROUP, CALICUT. The study was regarding the effectiveness of Training programme followed by the firm. This research intends to explore awareness of importance of training among employees, and also in improving their performance. People differ in their aptitude there is always some difference between the quality and quantity of the same work on the same job being done by two different people.

Training is the process of increasing the knowledge and skills 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 at improving the behavior and performance of a person. It is a never ending or a continuous process. Training is closely related with education and development but needs to be differentiated from these terms. The sampling method used for the study was Simple random sampling. Both primary data and secondary data have been used for the study. Sample size was limited to 50.The data collected was coded and tabulated in general format. The data analysis and interpretation was done using charts and tables. Training programme takes into account past performance of the employees and focuses on the improvement of future performance of the employees. In short without, proper training programme, an organization cant function successfully.

RESEARCH PROBLEM
The organization provide training programs to their employees, they adopt both, on the job method and off the job method. In training program the organization put internal and external trainers. Both the internal as well as the external trainers adopt the existing methods that already being used. So the organization wants to know whether the training provided to the employees is helping them to improve their performance. The company also wants to know how it can be made more effective by using new techniques.

OBJECTIVES OF THE STUDY

The objective of study can be classified into two, i.e. the Primary objective and Secondary objectives. PRIMARY OBJECTIVES: The main objective of the study is to measure the effectiveness of training methods.

SECONDARY OBJECTIVES: To ascertain the response of the employee/participants towards the training program. To draw out the impact of training and development program in the growth of employees. To make recommendation to the organization for improving the training program

SCOPE OF THE STUDY

Training is the art of increasing the knowledge and skill of an employee for doing particular job. The study undertaken at APCO GROUP aims to study the effectiveness of training program given to employees. It helps to improve the productivity and skills of the employees by measuring the training program and helps the organization to evaluate the effectiveness of training program. It also helps to understand the employees satisfaction level towards the training program. In this study the questionnaire helps in analyzing the satisfaction level of employees and the method adopted for training.

RESEARCH METHODOLOGY
MEANING: A researcher cannnot be conducted abruptly. Researcher has to proceed systematically in the already planned direction with the help of a number of steps in sequence. To make the research systemized the researcher has to adopt certain methods. The methods adopted by the researcher for completing the study are called research methodology. In other words research methodology is simply the plan of action for a research which explains in detail how data is to be collected, analyzed and interpreted.

COMPONENTS OF RESEARC METHODOLOGY: Research design Type of data Data collection Sampling plan Statistical tools using

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 adopted in the study is descriptive(fact finding investigation with adequate interpretation and also includes survey enquiries of different kinds).

TYPE OF DATA: The primary data was collected from the employees of the organization. For this, direct personal interview and questionnaire were prepared. The secondary data was collected from articles, journals, magazines and various websites. Information also has to be collected from company records, company data base, brochures and catalogues.

DATA COLLECTION:

Questionnaire was given to the employees for response.

 The questionnaire contained various aspects like open ended, close ended, multiple choice etc,. Direct personal interview.

SAMPLING PLAN: Research conducted by considering only a few units of population is called sampling. And the sampling method used is simple random sampling.

SAMPLE SIZE : The sample size consists of 50 employees who had undergone the training program.

AREA OF STUDY: The study was conducted in Calicut city.

STATISTICAL TOOLS USED

Percentage analysis Graph Pie diagram DURATION OF THE STUDY: The time given for the study( effectiveness of training programme) was 21 days.

LIMITATIONS OF THE STUDY

The time allocated for the study was only a period of three weeks. The sample size was restricted to 50. The majority of respondents were hesitant to give their responses whole heartedly. The study was restricted to middle and lower level employees. The study was confined to only APCO GROUPS in Calicut only. Therefore the research cant be generalized.

CHAPTER -2 INDUSTRY PROFILE

INTRODUCTION
This chapter includes the history of automobile industry in India and also the history of Hyundai motor India ltd. This may help to know about Indias position in the world automobile industry, the major Indian automobile manufacturers and also the strength and weakness of automobile industry.

10

Automobile industry in India

The Automobile industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil and became the sixth largest passenger vehicle producer in theworld , growing 16 to 18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars.

As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second (after China) fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 5 million by 2015 and more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads. The Indian Automobile Industry manufactures over 11 million vehicles and exports about 1.5 million each year. The dominant products of the industry are two-wheelers with a market share of over 75% and passenger cars with a market share of about 16%.Commercial vehicles and three-wheelers share about 9% of the market between them. Households and only about 9% use about 91% of the vehicles sold for commercial purposes. The industry has a turnover of more than USD $35 billion and provides direct and indirect employment to over 13 million people.

Over the past few years, the automobile industry has been volatile. Currently, India's increasing per capita disposable income which is expected to rise by 106% by 2015 and growth in exports is playing a major role in the rise and competitiveness of the industry. The level of technology change in the Motor vehicle Industry has been high but the rate of change in technology has been medium. However, further investment in new technologies will help the industry be more competitive. Tata Motors is leading the commercial vehicle segment with a market share of about 64%. Maruti Suzuki is leading the passenger vehicle segment with a market share of 46%. Hyundai Motor India Limited and Mahindra and Mahindra are focusing expanding their footprint in the overseas market. Hero MotoCorp is occupying over 41% and sharing 26% of the two-wheeler market in India with Bajaj Auto. Bajaj Auto in itself is occupying about 58% of the three-wheeler market. The key to success in the industry is to improve labour productivity, labour flexibility, and capital efficiency. Having quality manpower, infrastructure improvements, and raw material availability also play a major role. Access to latest and most efficient technology and techniques will bring competitive

11

advantage to the major players. Utilising manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the Automotive Industry of India.

Both, Industry and Indian Government are obligated to intervene the Indian Automotive industry. The Indian government should facilitate infrastructure creation, create favorable and predictable business environment, attract investment and promote research and development. The role of Industry will primarily be in designing and manufacturing products of world-class quality establishing cost competitiveness and improving productivity in labour and in capital. With a combined effort, the Indian Automotive industry will emerge as the destination of choice in the world for design and manufacturing of automobiles. The Indian market offers endless possibilities for investors.

According to New York Times, India's strong engineering base and expertise in the manufacturing of lowcost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011 Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011.In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India. Apart from shipments to its parent Suzuki, Maruti Suzuki also manufactures small cars for Nissan, which sells them in Europe. The Key competitors in the automotive industry in India are Hyundai Motor India, Tata Motors,Maruti Suzuki India, Mahindra & Mahindra, Ashok Leyland ..

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Hyundai Motor India Limited

Hyundai Motor India Limited is a wholly owned subsidiary of the Hyundai Motor Company in India. It is the 2nd largest automobile manufacturer in India.It is founded on 6 may 1996.Its HQ in at Chennai, India. Key people Mr. Bo Shin Seo (MD) Products are Automobiles. Parent company is Hyundai Motor Company

History
Hyundai Motor India Limited was formed in 6 May 1996 by the Hyundai Motor Company of South Korea. When Hyundai Motor Company entered theIndian Automobile Market in 1996 the Hyundai brand was almost unknown throughout India. During the entry of Hyundai in 1996, there were only five major automobile manufacturers in India, i.e. MUL, HM, PAL, TELCO and M&M. Daewoo had entered the Indian automobile market with Cielo just three years back while Ford, Opel and Honda had entered less than a year back. For more than a decade till Hyundai arrived, Maruti Suzuki had a complete dominance and monopoly over the Passenger Cars segment becauseTELCO and M&M were solely Utility and Commercial Vehicle Manufacturers. HMIL's first car, the Hyundai Santro was launched in 23 September 1998 and was a runaway success. Within a few months of its inception HMIL became the second largest automobile manufacturer and the largest automobile exporter in India.Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company (HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India. HMIL presently markets 6 models of passenger cars across segments. The A2 segment includes the Santro, i10 and the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform and the SUV segment includes the Santa Fe.

Hyundai Motor India Limites manufacturing plant near Chennai claims to have the most advanced production, quality and testing capabilities in the country.To support its growth and expansion plans, Hyundai Motor India Limite currently has a 307 strong dealer network and 627 strong service points across India, which will see further expansion in 2010.[ In July 2012, ArvindSaxena, the Director of Marketing and Sales stepped down from the position after serving the company for 7 long years.

13

CONCLUSION

The Automobile industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is the sixth largest in the world, with an annual production of more than 3.9 million units in 2011. According to recent reports, India overtook Brazil and became the sixth largest passenger vehicle producer in theworld , growing 16 to 18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to become Asia's third largest exporter of passenger cars. Hyundai Motor India Limited is a wholly owned subsidiary of the Hyundai Motor Company in India. It is the 2nd largest automobile manufacturer in India.It is founded on 6 may 1996.Its HQ in at Chennai, India. Key people Mr. Bo Shin Seo (MD) Products are Automobiles. Parent company is Hyundai Motor Company.

14

CHAPTER -3

COMPANY PROFILE

15

HAPBCO
HAPBCO's foundation is laid in 1950 by Late HAJEE A. P. BAVA strengthened India's engineering construction industry.HAPBCO, the Parent company of APCO Group, established six decades ago, are pioneers in Fabrication, Erection, Installation, Commissioning and Maintenance of Plants/Machineries and heavy structures of various projects, with active global presence.Headquartered at Calicut, Kerala, India, the Company employs over 20,000 people. HAPBCO has built a proud history and a leading market position in the engineering construction sector by being a high-efficiency and reliable engineering construction company. By designing and constructing power, steel, cement and petrochemical projects that offer the latest and best process and design technologies, they have established good reputation among their customers.

PROFILE
HAPBCO group, the pioneers in mechanical engineering specialized in the field of fabrication, local manufacturing, erection, commissioning, maintenance of mechanical plants and machineries. They have expertise in industries such as atomic, oil & refineries, thermal & hydro power industries, steel, chemicals, fertilizers sugar etc throughout India and as well as abroad.

HAPBCO provides services such as fabrication of machinery parts, ducts, chutes, structure, guttering, tank and piping columns, truss and bridge, logistic for erection, alignment, testing commissioning and maintenance, fabrication and erection of heavy structure for huge building and roofing works, supply of all types of skilled man power for maintenance and shutdown works of running plants, Installation, fixing, erection, and commissioning of equipments for all industrial projects.

MISSION
To safely, deliver any project, any time, in any environment for the benefit of our customers, shareholders, employees and the communities we serve.

Vision
To be leader in creating and providing exemplary services to our valued clients and to generate maximum satisfaction. Totally committed to drive forward business by interactively visualizing specific needs. Providing fast, reliable, efficient and best cost effective service to fulfill client's requirement and their expectations. Assembles, integrates and retains experts to match the specific needs.

16

 Flexible thinking, fast alignment with customers and understanding their techno-commercial requirement. Desire to cultivate long-term client relationship.

APCO GROUP
APCO Group is a sister concern of the company HAPBCO established almost six decades ago, and are pioneers in Fabrication, Erection, Installation, Commissioning and Maintenance of Plants/Machineries and heavy structures of various projects, with active global presence.

The varied Business Endeavors of APCO Group are:

APCO HYUNDAI APCO TATA APCO YAMAHA APCO SUZUKI APCO ASSOCIATES APCO CERAMICS CORPORATION APCO AGENCIES

APCO Hyundai
APCO HYUNDAI, a part of the noted corporate conglomerate APCO GROUP, was started at Calicut in January 2008 with both 3-S facilities and well-trained and efficient work force.

APCO TATA
APCO Tatas Calicut is one of the best showrooms for Commercial Vehicles with exclusive 3-S facility.

APCO YAMAHA
APCO Automobiles is the official dealer and exclusive dealer for Yamaha two wheelers in Calicut. It has earned itself a lot of goodwill and brand awareness among the public.

APCO SUZUKI
APCO Motorcycles is the official dealer of Suzuki in Calicut since 2006, with full fledged spare parts counter providing customers with genuine Suzuki spares and accessories.

APCO ASSOCIATES
APCO Associates is one of the leading home appliances and electronics distribution units dealing in wide range of products that includes refrigerators, washing machines, CTVs.

APCO CERAMICS CORPORATION &AGENCIES

Established in 2006, the organization is engaged in distribution of vitrified tiles, Floor Tiles, Wall Tiles and Exclusive Sanitary

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APCO HYUNDAI
APCO HYUNDAI, is a part of the noted corporate conglomerate APCO GROUP, was started at Calicut in January 2008. HAPBCO is the Parent company of APCO Group. Within a short timetheywere able expand their operations and established their unique presence in the entire North Kerala. They have recently started their operations at Kasaragode. The focus is to provide their customers with a unique Sales Service experience and the missionis to be with them always and ensure a life-long association with our organization. Within a short span, APCO expandedtheir operations and establish the unique presence in the Kerala with two exclusive 3-S facilities at Calicut and Kasaragode and other outlets at various strategic locations and proved themselves the best showrooms for small commercial vehicle in Kerala.

Profile
APCO Hyundai is an exclusive elite dealership of globally renowned Hyundai Passenger Cars with fully integrated 3-S (Sales, Service and Spares) facilities at North Kerala offering peerless customer service in the region. The fully air conditioned showrooms areEndowed with a world- class display of a wide range of Hyundai passenger cars. APCO HYUNDAI, a part of the APCO GROUP, was started at Calicut in January 2008. They expandedtheir operations, within a short span, and establish our unique presence across the region, with Sales & Service facilities at Calicut Pavangad& Mini Bye pass, Kasargode&Wayanad.

VISION
Their vision is to provide matchless services and establish ourselves as a benchmark organization for others to emulate us Our vision remains constant: To earn trust and acceptance from all, every day and become a successful organization.

Core objectives
Our aim is to provide matchless services and establish ourselves as a benchmark organization for others to emulate us Get accepted and trusted by others for the services we offer and become successful in all our business endeavor

APCO HYUNDAI - LUMIANRIES

They have an experienced & dynamic team with more than 300 employees across North Kerala that drives the company passionately towards the mission of providing customers with unmatched service.

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CHAPTER-4

REVIEW OF LITERATURE

19

INTRODUCTION
A literature review is a body of text that determines the aims to review the critical points of current knowledge including substantive findings as well as theoretical and methodological contributions to a particular topic. Literature reviews are secondary sources, and as such, do not report any new or original experimental work. Also, a literature review can be interpreted as a review of an abstract accomplishment. Most often associated with academic-oriented literature, such as a thesis, a literature review usually precedes a research proposal and results section. Its main goals are to situate the current study within the body of literature and to provide context for the particular reader.

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TRAINING
Training is an act of increasing the knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific job related skill to the employee. The aim of training is to develop some specific skill in an individual. It is mostly a preparation to meet individuals present needs. It can thus be seen as a proactive process. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him to improve his performance.

NEED FOR TRAINING:

To train the employee in the company culture pattern. To train the employee to increase his quantity and quality of output. This may involve improving in work method or skills. To train employee for promotion to higher jobs. To train the bright but dronish employee in the formation of his goals. This may involve instructions in initiative and drive. To train employee towards better job adjustment and high morale. To match the employee specifications with the job requirement and organizational needs. Technological advances. Change in the job assignments.

BENEFITS OF TRAINING:
Benefits to the organization:-. 1. Improve the morale of the work force. 2. Improves the job knowledge and skills at all the levels of the organization. 3. Helps to create better corporate image. 4. Improve labour-management relations. 5. Helps people to identify with organizational goals. 6. Provides information or future needs in all areas of the organization. Benefits to the individual which in turn ultimately should benefit the organization: 1. Helps the individual in making better decision and effective problem solving 2. Aids in encouraging and achieving self confidence and self development 3. Helps a person to handle stress, tension, frustration and conflict. 4. Increase job satisfaction and recognition. 5. Develops a sense of growth in learning. 21

6. Helps to eliminate fear in attempting new tasks. Benefits in Personnel and Human Relations, intra and intergroup Relations and policy implementations: 1. Improves communication between groups and individuals 2. Provides information on equal opportunity and affirmative action. 3. Improves interpersonal skills. 4. Makes organization policies, rules and regulations viable. 5. Builds cohesiveness in group.

OBJECTIVES OF TRAINING:
T o impart new entrants the basic knowledge and skills required for efficient performance of definite task. To assist the employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they would require in their particular fields. To build up a second line of competent officers and prepare them to occupy more responsible positions. To broaden the minds of the senior managers through interchange of experience within and outside so as to correct the narrow outlook caused due to over specialization.

PRINCIPLES OF TRAINING:
The most important objective of HRD is to create learning environment in organization so that the member of organization continuously learns and acquires competencies. In order to make the learning environment effective certain principles need to be followed: Knowledge of results: Every employee in a learning situation wants to know what is expected of him and how well he is doing. He seeks information, appraisal and guidance about his progress and is made uneasy by the possibility that he may be making some serious error in his behavior and not knowing that he is doing so. Knowledge of results affects learning in two ways: - It provides the trainees basis for correcting his error. - It produces motivational effects on the trainee. Motivation: A motivated worker learns better than an unmotivated one. Until the worker has become convinced of the need of training and of the worthwhileness of the return the level of motivation will be low and learning will be slow.

22

 Reinforcement: In order for behavior to be acquired, modified and sustained it must be rewarded. But reward should be distributed cautiously or discretely. Praising an inefficient and poor learner may disappoint good trainees. Principle of reinforcement also states that punishment is less effective than reward. Punishment tends to fix the undesirable behavior rather than to eliminate it. It may also develop in the trainee a dislike for the punishment giver. However mild punishment is quite effective if administered immediately following the incorrect response. Similarly fairly immediate reinforcement should be provided foe desirable behavior. Supporting climate and practice: Practice makes a man perfect. In order that the trainee may not revert back to the old behavior, it is essential that he practice the new learning daily. The internal environments of many organizations are hostile to this. Too often the trainee is not able to implement in his work place what he has learned during training session. Principles: Given a task of relatively high organization, as task complexity increase whole learning becomes more efficient than part learning. Given a task if relatively low organization, as task complexity increase part learning becoming more efficient than whole. Transfer of learning: Transfer of learning from the training to the job would depend up on the extent to which there are identical elements in two. Thus if the devices used in training where similar to those on the job and there would be positive transfer of learning. This means that the trained employee would be superior in performance of the job to an untrained individual. But if the physical and psychological fidelities are wanting there would be negative transfer of learning. This means that the trained would display inferior performance on the job. If incorrect work methods are learned once, there may be considerable difficulty encountered in rejecting these methods. Pedagogy vs. Andragogy: Pedagogy is based on the mechanistic model of the man. In this model man is regarded as a passive robot, reactive organism, which is inherently at rest. Activity in him is viewed as the result of external forces. The purpose of education according to this model is to transmit knowledge and skill and shape the individual to a predetermined mould. As a consequence pedagogy emphasizes designing the content of learning in advance. It says that the trainer should decide in advance what knowledge or skills need to be transmitted. Andragogy is based on the organic model man. This model regards man as a inherently active organism- the source of acts rather than the collection of acts initiated by the external forces. The purpose of education according to this model is the continuous development of individuals towards their full potentials a consequence, andragogys emphasis is on the significance of the process over products and on qualitative change over quantitative change. Its stress is on the role of training as the source of development. 23

TRAINING PROGRAMME:
After an employee is selected, placed and introduced in an organization he or she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and systematic and organized procedure by which employee learn technical knowledge and skill for a specific purpose. In other words training improves changes and some moulds the employees knowledge, skills, behavior and aptitude and attitude towards the requirement of the job and the organization. Training refers to the learning activities carried on the knowledge for the primary purpose of helping members of an organization to acquire and apply the knowledge, skills, abilities, and attitudes needed by particular job and organization.

TRAINING PURPOSE:
a) To prepare the employee, both new and old to meet the present as well as the changing requirements of the job and the organization. b) To prevent obsolescence. c) To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job. d) To prepare employees for level tasks. e) To assist employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. f) To build up second line of competent officers and prepare them to occupy more responsible positions. g) To develop the potentialities of people for the next level job. h) To ensure smooth and efficient working of a department. i) To ensure economical output of required quality. j) To promote individual and collective morale, a sense of responsibility.

24

METHODS OF TRAINING PROGRAMME:

As a result of research in the field of training, a number of programs are available. Some of these are new methods, while are others improvements over the traditional methods. The training programs commonly used to train operative and supervisory personnel are discussed below. These programs are classified in to on-the-job and off-the-job training programs. On-the-job methods include: Job Rotation Coaching Committee Assignment Job Instruction Off-the-job methods include: Vestibule Training Role Playing Lecture Method Conference or Discussion Programmed Instruction

ON-THE-JOB TRAINIG METHODS

This type of training, also known job instruction training is the most commonly used method. Under this method the individual is placed on a regular job and taught the skills that are necessary to perform the job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job training has the advantage of giving finished knowledge and experience under the actual working conditions. While the trainee learns how to perform rather job, he is also a regular worker rendering the services for which he is paid. The problem of transfer a trainee is minimized as the person is learned onthe-job. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. On-the-job training methods include job rotation, coaching, job instruction or training through step by step and committee assignments. (1) Job Rotation: This type of training involves the movement of trainee from one job to another. The trainee receives job knowledge and gains experience for his supervisor or trainer in each of the different job assignments. Though this method of training is common in training mangers of general management positions, trainees can also be rotated from job to job in work shop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.

(2) Coaching:

25

The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee or his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. (3) Committee Assignments: Under this method, a group of trainees are given and asked to solve an actual organization problem. The trainees solve the problem jointly. It develops team works. (4) Job Instruction: This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way o doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

OFF THE JOB TRAINING METHODS:

Under the method of training, the trainee is separated from the job situation and his attention focused up on learning the material related to his future job performance. Since the trainee is not distracted by job requirement, he can place his entire concentration of learning the job rather that spending his time in performing it. There is an opportunity of freedom of expression for the trainees combines have started using multimedia technology and information technology in training. (1) Vestibule Training: In this method, actual work conditions are simulated in a clear room. Materials, files and equipments which are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. (2) Role Playing: It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production managers, mechanical engineers, superintendents, maintains engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing their personal interactions and relations. (3) Lecture method: The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective the lecture must motivate and create interest among the trainees. (4) Conference /discussion approach: In this method, the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified. When big organizations use this method, the trainer uses audiovisual aids such as black boards, mockups and slides; in some cases the lectures are videotaped or audio taped. Even the trainees presentation can be taped for self-confrontation and selfassessment. The conference is, thus, a group centered approach where there is a clarification of ideas, communication of procedures and standards to the trainees. 26

(5) Programmed instruction: This method has become popular in recent years. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex level of instruction. The trainee goes through these units by answering questions or filing the blanks. This method is, thus, expensive and time consuming.

27

CONCLUSION
Training is done to improve the quality of existing and new employees. It increases the skill of the employees and also efficiency and productivity. Among the various methods, the management should select an appropriate method, which is suited to the organizational needs. The effectiveness of training programme in the organization should also be checked.

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RETPAHC-5 DATA ANALYSIS AND INTERPRETATION

29

INTRODUCTION
The data was collected through questionnaire from 50 employees of APCO GROUP, CALICUT. The collected data is analyzed by using tables and charts like pie charts and bar diagrams and resulted inferences have been drawn.

30

GENDER OF EMPLOYEES Description: The table and chart below shows the gender of the employees. TABL: 1

Table showing the gender of the employees.

Attributes Male Female Total Source: Primary Data CHART: 1 No. of respondents 36 14 50 Percentage (%) 72 28 100

Chart showing gender of employees

Male Female

INFERENCES: From the above it can be inferred that out of 50 employees 72% of respondents are male and 28% are female.

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WORKING EXPERIENCE OF THE EMPLOYEES Description: The table and chart below shows the working experience of the employees. TABLE: 2

Table showing working experience of the employees

Degree Below 1 year 1-5 years 6-10 years Above 10 years Total Source: Primary Data CHART:2 No. of respondents 44 6 50 Percentage (%) 88 12 100

Chart showing working experience of employees

90 80 70 60 50 40 30 20 10 0
Below 1 year 1-5 years 6-10 years Above 10 years

percentage

Series1

Degree

INFERENCES: From the above it can be inferred that out of 50 employees 88% have below 1 year working experience, 12% have 1-5 years and none of the respondents have 6-10 years and above 10 years.

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SATISFACTION LEVEL WITH THE PRESENT WORKING ENVIRONMENT OF THE EMPLOYEES Description: The table and chart below shows present working environment of the employees. TABLE: 3

Table showing present working environment of the employees

Attributes Highly satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied Total Source: Primary Data CHART: 3 No. of respondents 15 19 9 4 2 50 Percentage 30 38 18 8 6 100

Chart showing working environment of employees

40 35 30 25 20 15 10 5 0

percentage

Series1

Attributes

INFERENCES: From the above it can be inferred that out of 50 employees 30% of respondents are highly satisfied with the working environment, 38% of satisfied, 18% of neither satisfied nor dissatisfied, 8% of dissatisfied and 6% of highly dissatisfied.

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SATISFACTION LEVEL WITH THE EXISTING TRAINING PROGRAM OF THE EMPLOYEES IN THE ORGANISATION Description: The table and chart below shows the satisfaction level with the existing training program in the organization. TABLE: 4

Table showing the satisfaction level with the existing training program in the organization
Attributes Highly satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly dissatisfied Total Source: Primary Data CHART: 4 No. of respondents 28 3 6 13 50 Percentage 56 6 12 26 100

chart showing satisfaction level of employees with present training program

60 50 40 30 20 10 0 Satisfied Neither Dissatisfied Highly satisfied dissatisfied nor dissatisfied
Attributes

percentage

series

INFERENCES: From the above it can be inferred that out of 50 employees 56% of respondents are satisfied with the present training program, 6% of neither satisfied nor dissatisfied, 12% of dissatisfied and 26% of highly dissatisfied.

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SUFFICIENCY TO SATISFY THE TRAINING NEEDS OF THE EMPLOYEES Description: The table and chart below shows sufficiency in satisfying the training needs of employees. TABLE: 5

Table showing sufficiency in satisfying the training needs of employees

Attributes Always Sometime Never Total Source: Primary Data CHART: 5 No. of respondents 9 22 19 50 Percentage 18 44 38 100

Chart showing sufficiency in satisfying the training needs

Always Sometime
Never

INFERENCES: From the above it can be inferred that out of 50 employees 18% of respondents are always satisfying the training needs, 44% sometimes and 38% never.

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TRAINING PERIOD OF THE EMPLOYEES Description: The table and chart below shows training period of employees TABLE: 6

Table showing training period of employees

Attributes Quarterly Half yearly Yearly Total Source: Primary Data CHART: 6 No. of respondents 12 38 50 Percentage 24 76 100

Chart showing training period of employees

Half yearly Yearly

INFERENCES: From the above it can be inferred that out of 50 employees 24% of respondents are half yearly trained, 76% are yearly trained and there is no quarterly training in the organization.

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WHO GIVES TRAINING FOR THE EMPLOYEES IN THE ORGANISATION Description: The table and chart below shows trainers in the organization. TABLE: 7

Table showing trainers in the organization

Attributes Professional trainers Internal faculties Higher authorities Total Source: Primary Data CHART: 7 No. of respondents 38 12 50 Percentage 76 24 100

Chart showing trainers in the organisation

80

percentage

60 40 20
0 Series1

Professional trainers

Internal faculties Attributes

Higher authorities

INFERENCES: From the above it can be inferred that out of 50 employees 76% of respondents are trained by professional trainers, 24% of higher authorities and there is no internal trainers in the organization.

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SUITABILITY OF TRAINERS IN THE ORGANISATION FOR EMPLOYEES Description: The table and chart below shows suitability of trainers in the organization for employees. TABLE: 8

Table showing suitability of trainers in the organization for employees

Attributes Professional trainers Internal faculties Higher authorities Total Source: Primary Data CHART: 8 No. of respondents 47 3 50 Percentage 94 6 100

Chart showing suitability of trainers in the organisation for employees

100 80 60 40 20 0
Professional trainers Internal faculties Higher authorities

percentage

Series1

Attributes

INFERENCES: From the above it can be inferred that out of 50 employees 94% of respondents are suitable with professional trainers, 6% of them with internal faculties and there is no respondents for higher authority.

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TRAINING METHOD ADOPTED IN THE ORAGINIZATION FOR EMPLOYEES

Description: The table and chart below shows training method adopted in the organization TABLE: 9

Table showing training method adopted in the organization

Attributes On the job Off the job Both Total Source: Primary Data CHART: 9 No. of respondents 18 16 16 50 Percentage 36 32 32 100

Chart showing training method adopted in the organisation

On the job Off the job

Both

INFERENCES: From the above it can be inferred that out of 50 employees 36% of respondents have done on the job training, 32% of off the job and both on the job & off the job training.

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METHOD OF TRAINING WHICH IS MORE EFFECTIVE AND HELPFUL FOR THE PERFOMANCE OF EMPLOYEES Description: The table and chart below shows effectiveness of training method adopted in the organization. TABLE: 10

Table showing effectiveness of training method adopted in the organization

Attributes On the job Off the job Both Total Source: Primary Data CHART: 10 No. of respondents 34 16 50 Percentage 68 32 100

Chart showing effectiveness of training method

80

percentage

60
40

20 0
On the job Off the job Both

Series1

Attributes

INFERENCES: From the above it can be inferred that out of 50 employees 68 % of them responds that on the job training is more effective method, 32%for both of the training and none of the respondents have off the job training.

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DID THE TRAINING PROGRAM HELP IN THE CREATION OF TEAM AND ITS EFECTIVE WORKING Description: The table and chart below shows the training program help in the creation of team and its effective working. TABLE: 11

Table showing did the training program help in the creation of team and its effective working
Attributes Strongly agree Satisfied Neutral Disagree Strongly disagree Total Source: Primary Data CHART:11 No. of respondents 25 6 19 50 Percentage 50 12 38 100

Chart showing training program help in the creation of team and effective working
50
percentage

40

30
20 10

Series1

0
Strongly Satisfied Neutral Disagree Strongly agree disagree

Attributes

INFERENCES: From the above it can be inferred that out of 50 employees 50% of respondents strongly agree, 12% of agree, 38% of neutral and no respondents for disagree and strongly disagree.

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DOES THE TRAINING HELP IN ACHIEVING A FEELING OF SELF CONFIDENCE AND SELF ACHIEVEMENT IN THE MIND OF EMPLOYEES

Description: The table and chart below shows the feeling of self confidence and self achievement to the employees TABLE: 12

Table showing the feeling of self confidence and self achievement to the employees
Attributes Yes No Total Source: Primary Data CHART: 12 No. of respondents 50 5o Percentage 100 100

Chart showing the feeling of self confidence and selfachievement to the employees

100 80 percentage 60 40 20 0 Yes Attributes No Series1

INFERENCES: From the above it can be inferred that out of 50 employees 100 % of respondents feels that training helps in self confidence and self achievement.

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EMPLOYEES RESPONDENTS WHICH STRESS AND TENSION HANDLING BECOMES EASIER THROUGH TRAINING

Description: The table and chart below the stress and tension handling becomes easier through training to the employees. TABLE: 13

Table showing the does the stress and tension handling becomes easier through training to the employees
Attributes Strongly agree Agree Neutral Disagree Strongly disagree Total Source: Primary Data CHART: 13 No. of respondents 22 16 12 50 Percentage 44 32 24 100

Chart showing stress and tansion handling becomes easier through training
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Attributes Disagree Strongly disagree

percentage

Series1

INFERENCES: From the above it can be inferred that out of 50 employees 44 % of respondents strongly agree that stress and tension handling become easier through training, 32% of agree, 24 % of strongly disagree and no respondents for neutral and disagree.

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FEEDBACK SESSION ABOUT THE TRAINING PROGRAM

Description: The table and chart below shows feedback session about the training program.

TABLE: 14

Table showing feedback session about the training program

Attributes Yes No Total Source: Primary Data CHART: 14 No. of respondents 44 6 5o Percentage 88 12 100

chart showing feedback session about the training program

Yes No

INFERENCES: From the above it can be inferred that out of 50 employees 88% of respondents says yes that they have feedback session about the training program and 12% of them says no.

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RATING THE PERFORMANCE OF THE EMPLOYEES THEMSELVES

Description: The table and chart below shows the performance of the employees. TABLE: 15

Table showing the performance of the employees.

Attributes Excellent Good Neutral Poor Very poor Total Source: Primary Data CHART: 15 No. of respondents 47 3 50 Percentage 94 6 100

chart showing performance rating

100 80 percentage 60 40 20 0 Good Neutral Poor Very poor Attributes series

INFERENCES: From the above it can be inferred that out of 50 employees 94% of respondents are good in performance, 6% of them are neutral and there is no respondents for the option excellent, poor and very poor.

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IS THERE ADDITIONAL TRAINING REQUIRED TO PERFORM DUTIES OF THE EMPLOYEES Description: The table and chart below shows does any additional training is required to perform the duties of the employees.

TABLE: 16

Table showing does any additional training is required to perform the duties of the employees
Attributes Yes No Total Source: Primary Data CHART: 16 No. of respondents 37 13 5o Percentage 74 26 100

Chart showing additional training required

Yes No

INFERENCES: From the above it can be inferred that out of 50 employees 74% of them responds for additional training and 26% of them responds no that they dont have any additional training to perform the duties.

46

RATING THE TRAINING PROGRAM IN THE ORGASNISATION BY THE EMPLOYEES Description: The table and chart below shows the rate of training program in the organization.

TABLE: 17

Table showing the rate of training program in the organization

Attributes Excellent Good Neutral Poor Very poor Total Source: Primary Data CHART: 17 No. of respondents 6 41 3 50 Percentage 12 82 6 100

Chart showing raye of training program in the organisation

100 percentage 80 60 40 20 0 Excellent Good Neutral Attributes Poor Very poor Series1

INFERENCES: From the above it can be inferred that out of 50 employees 12% of them rate training is excellent in the organization, 82% of good, 6% of neutral and none of the respondents for poor and very poor.

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NATURE AND ATTITUDE OF THE TRAINER INFLUENCING THE TRAINING PROGRAM EFFECTING POSITIVELY TO THE EMPLOYEE

Description: The table and chart below shows nature and attitude of the trainer influencing the training program positively TABLE: 18

Table showing nature and attitude of the trainer influencing the training program positively
Attributes Yes No Total Source: Primary Data CHART: 18 No. of respondents 31 19 5o Percentage 62 38 100

chart showing the nature and attitude of the trainer influencing the training program positively

Yes No

INFERENCES: From the above it can be inferred that out of 50 employees 62% of the respondents influence positively the nature and attitude of the trainer in the training program and 38% of them responds no.

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CONCLUSION
Data analysis and interpretation help in the researcher to draw a clear inference about the object under study. In the project the study relates to evaluation training program in an organization by tabulating the gathered data and by using the graph and charts it was an easy task to show the relationship among the variables under study of various aspects of training and development programme. After data analysis, the response of employees towards the existing programme and the need for the improvement was clear.

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CHAPTER -6

CONCLUSION

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SUMMARY
Chapter 1: Introduction Introduction includes research problem, objectives, Significance, scope and research methodology. The study is to find out the effectiveness of training programs on employees performance. Research methodology includes research design, data types, sampling plan, data collection tools, data analysis tools etc. Chapter 2: industry profile This chapter provides the details about automobile industry as apco group as an automobile dealer. The history of the automobile begins as early as 1769. Since 2009 China became the new world's absolute car manufacturer leader with production more than US, Japan or all European countries. Chapter 3: Company profile This chapter gives information about APCO GROUP,CALICUT established in 1950,and it explains about earliest company HAPBCO and company APCO HYUNDAI in India. This provides mission, vision and objectives of both Hapbco and Apco. Chapter 4: Review of literature This chapter gives the importance of training programme in the organization and the factors which affects the training, advantages, concepts, methods, types, objectives of training programs. Proper training makes an organization more effective and helps to achieve goals of the organization. So each company should provide importance to training, Chapter 5: Data analysis and interpretation This chapter gives data analysis by using analyzing tools like charts, simple percentage method. Chapter 6: Conclusion This chapter gives summary, findings, suggestions and conclusion.

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FINDINGS
1. Most of the employees are satisfied with the training program given to the employees in the organization. 2. Yearly basis training is mostly provided to the employees in the company. 3. Employees are trained with on the job, off the job and both of the training respective to their job and most of them are provided on the job training. 4. The training method provided to the employees feel more effective and helpful to perform their job is mostly on the job training. 5. 76% of the employees are trained by professional trainers and others are trained by higher authorities. 6. 94% of the employees prefer professional trainers. 7. Most of the employees are satisfied with the present working environment in the organization and some of them are not fully satisfied. 8. About 56% of the employees are satisfied with the existing training program in the organization. 9. Most of the employees agree that the training program help in the creation of team and its effective working. 10. All employees agree that training helps in achieving a feeling of self confidence and self achievement. 11. 76% of the employees agree that stress and tension handling becomes easier through training and rests of them strongly disagree. 12. They have feedback session about the training program in the organization. 13. 94% of the employees rate their performance as good. 14. 74% of the employees argue that they need additional training to perform their duties. 15. 62% of the employees respond that nature and attitude of the trainer is influencing the training program positively. 16. Only 62% of the employees are positively influencing the nature and attitude of the trainer and rest of them are not satisfied with that.

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SUGGESTION AND RECOMMENDATIONS

1. Time duration between training programmes of employees must be reduced in order to update their knowledge and skill according to recent scenario. 2. Facilities must be provided for giving training along with the lecture training to motivate and create interest among employees towards training programme and job. 3. Audio-visual technique should be adopted in training program to make the programme more attractive. 4. Special training should give to the employees who are of low level performance. 5. After each training program an opportunity must be provided for self assessment. 6. In a training program trainer is the most important aspect, so the nature and attitude of the trainer should influence positively the training program as well as the employees.

53

CONCLUSION
The study was conducted to know the response of the employees towards the current training program existing in an organization. The data collected from APCO GROUP, CALICUT, shows that employees are not fully satisfied with the training program. Training is given to the employees to enhance the quality of work. The company gives importance to their human resource in their organization. The analysis shows that company provides training to their employees, but unfortunately that has not reached in its full boom. The study helps to know the behavior of many employees towards their work. Difference in perception makes the employees uncomfortable in the organization. APCO GROUP is always on the lookout for newer opportunity and they are thinking of introducing newer training program. The study conducted on APCO GROUP states that the employees are not fully satisfied with the present job condition and their suggestion is to improve the current training program.

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7.1 BIBLIOGRAPHY

Research Methodology--C.R. KOTHARI Human Resource Management---

V S P RAO
Human Resource planning--DIPAK KUMAR BHATTACHARYA

WEBLIOGRAPHY
www.wikipedia.org www.google.com www.apcohyundai.in

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QUESTIONNAIRE

56

Sir/Madam, I am Dhanuja .O.B 3rd semester MBA student of School of Management Studies Calicut (Calicut University). I am doing my project in HR on the topic THE EFFECTIVENESS OF TRAINING METHODS, with special reference to your company. For the completion of the project, I kindly request your valuable opinions and suggestions and I expect your co-operation to fill the questionnaire given below. PERSONEL INFORMATION;

NAME AGE GENDER QUALIFICATION

: : : : M F

1. How long have you been working in this company? Below 1 yr 1-5 yr 6-10yr above 10 yrs

2. Are you satisfied with the present working environment? Highly Satisfied Dissatisfied Satisfied Neither Satisfied nor dissatisfied Highly Dissatisfied

3. Are you satisfied with the existing training program in your organization? Highly Satisfied Dissatisfied Satisfied Highly Dissatisfied Neither Satisfied nor dissatisfied

4. Do you get sufficient training to satisfy your training needs? Always sometime never

5. How often do you get training? Quarterly half yearly yearly

6. Who gives you training? Professional trainers internal faculties higher authorities
7.

57

7.In your opinion who is suitable to train you ? Professional trainers internal faculties higher authorities

8. Which is the training method adopted in your organization? On the job off the job both

9. Which training method do you feel more effective and helpful for your performance? On the job off the job both

10. Do you agree that training programs help in the creation of teams and its effective working? Strongly agree agree Strongly disagree neutral disagree

11. Does the training help in achieving a feeling of self confidence and self achievement? Yes no

12. Do you agree that stress and tension handling become easier through training? Strongly agree strongly disagree agree Neutral disagree

13. Do you have feedback session about the training program? Yes no

14. How do you rate your performance? Excellent good Neutral poor very poor

15. Do you feel that any additional training is required to perform your duties? Yes no 16. How do you rate the training program in your organization? Excellent good Neutral poor very poor

17. Does the nature and attitude of the trainer is influencing the training program positively? Yes no
18. Any suggestions for making any improvements in the training program? .. .. ..

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