A STUDY ON THE EFFECTIVENESS OF TRAINING PROGRAMMES IN TRAVANCORE CEMENTS LTD

PROJECT REPORT
SUBMITTED TO THE UNIVERSITY OF KERALA IN PARTIAL FULFILMENT OF THE AWARD OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION
SUBMITTED BY

JAYAKRISHNAN.U REG. NO. 195 -10 822 012

UNDER THE GUIDANCE OF MR.DAMU CHANDRAN FACULTY : BBA

2010 - 2013
SREE NARAYANA GURU MEMORIAL ARTS AND SCIENCE COLLEGE (APPROVED BY THE AICTE AND AFFILIATED TO THE UNIVERSITY OF KERALA) VALAMANGALAM SOUTH P.O., CHERTHALA, ALAPPUZHA, KERALA
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CERTIFICATE
This is to certify that this project title A STUDY ON THE EFFECTIVENESS OF TRAINING PROGRAMMES IN

TRAVANCORE CEMENTS LTD submitted in partial fulfillment of the requirement for the award of degree of Bachelor of Business Administration of the University of Kerala is a confide record of the orginal work done by Jayakrishnan (Reg.No:195-10 822 012) under the guidance and supervision and that this work has not been submitted for the award of any degree, from any university

Principal Prof. B.Geetha

Project guide Mr Damu chandran

Place Date

: :

DECLARATION
I hereby declare that the project titled A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMMES IN TRAVANCORE CEMENTS LTD(TCL) in kottayam submitted in partial fulfillment of the requirement for award of the degree of Bachelor of Business Administration of the University of Kerala is a record of orginal work done by during the period from 28January 2013 to 28February 2013 under the guidance of Mr. Damu chandran faculty of BBA SNGM Arts&Science College Valamangalam, Thuravoor.

Place: Date : JAYAKRISHNAN. U

ACKNOWLEDGEMENT
My prayer and thanks to the Almighty is acknowledged here,first showering upon me with his blessings to complete this project successfully in time. I take this opportunity to express my gratitude and indebtedness to our principal Prof.B.Geetha,SNGM Arts& Science College Thuravoor. I am extremely thankful to Mr.Damu chandran faculty of BBA,SNGM Arts & Science College,Thuravoor for their help and encouragement. My sincere thanks to Mr.Joseph dosth (junior manager), TCL LTD Nattakom for their support and guidance in parting with relevant information vital for my work Finally I would like to thank all relatives and friends who have hepled me in completing this organisation study report successfully.

JAYAKRISHNAN.U

TABLE OF CONTENTS
Chapter 1 INTRODUCTION ORGANIZATIONAL PROFILES INDUSTRY PROFILE COMPANY PROFILE PRODUCT PROFILE RESEARCH PROBLEM SCOPE OF THE STUDY OBJECTIVES OF THE STUDY RESEARCH METHODOLOGY 2 REVIEW OF LITERATURE Title Page No.

3 & 4 DATAANALYSIS AND INTERPRETATION 5 FINDINGS & SUGGESTIONSFINDINGS SUGGESTIONS CONCLUSION BIBLIOGRAPHY

LIST OF TABLES
NO. 1 2 3 4 5 PARTICULARS AGE OF THE WORKERS GENDER WISE CLASSIFICATON OF WORKERS WORK EXPERIENCE DIVISION WISE CLASSIFICAION OF WORKERS PARTICIPATION IN TRAINING PROGRAMMES IN PAST THREE YEARS 6 TABLE SHOWING WHETHER TRAINING PROGRAMMES CONDUCTED ARE BASED ON IDENTIFIED NEEDS 7 TRAINING IS OF SUFFICIENT DURATION IN THE ORGANISATION 8 EXTENT TO WHICH THEORATICAL CLASSES CO-RELATED TO PRACTICAL EXPERIENCE 9 OPINION ABOUT PREVAILING TRAINING METHORD 10 TABLE SHOWING OPINION ON TRAINING IMPROVES QUALITY OF PERFOMENCE 11 12 TRAINING INITIATES TEAM BUILDING TRAINING REDUCES WASTAGE PAGE NO.

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TRAINING HELPS IN ELIMINATING FEAR IN ATTEMPTING TASKS

14.

TRAINING HELPS TO HANDLE STRESS,TENSION,FRUSTRATION AND CONFLICTS

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TRAINING PROGRAMMES IMPROVES RELATION SHIP BETWEEN SUPERIOR AND SUBORDINATES

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TRAINING HELPS TO WORK WITH LESS DEPENDENCE AND MORE EFFICIENCIES

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TRAINING HELPS TO INCREASE PRODUCTIVITY AND ACHIEVE MINIMUM LEVEL OF ACCOMPLISHMENT

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TRAINING MAKES THE ORGANISATION A BETTER PLACE TO WORK AND LIVE IN

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TRAINING IS PERIODICALLY EVALUATED AND IMPROVED IN THE ORGANISATION

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TRAINING GIVEN HELPS TO COPE UP WITH THE COSTANTLY CHANGING TECHNOLOGY FOR PERFOMING JOB

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TRAINING PROGRAMME INCREASE OUR CREATIVITY

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OPINION ABOUT TRAINING PROGRAMMES ARE BECOMING MONOTONOUS DUE TO REPETATION

LIST OF TABLES
NO. 1 2 3 4 5 PARTICULARS AGE OF THE WORKERS GENDER WISE CLASSIFICATON OF WORKERS WORK EXPERIENCE DIVISION WISE CLASSIFICAION OF WORKERS PARTICIPATION IN TRAINING PROGRAMMES IN PAST THREE YEARS 6 TABLE SHOWING WHETHER TRAINING PROGRAMMES CONDUCTED ARE BASED ON IDENTIFIED NEEDS 7 TRAINING IS OF SUFFICIENT DURATION IN THE ORGANISATION 8 EXTENT TO WHICH THEORATICAL CLASSES CO-RELATED TO PRACTICAL EXPERIENCE 9 OPINION ABOUT PREVAILING TRAINING METHORD 10 TABLE SHOWING OPINION ON TRAINING IMPROVES QUALITY OF PERFOMENCE 11 12 TRAINING INITIATES TEAM BUILDING TRAINING REDUCES WASTAGE PAGE NO.

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TRAINING HELPS IN ELIMINATING FEAR IN ATTEMPTING TASKS

14.

TRAINING HELPS TO HANDLE STRESS,TENSION,FRUSTRATION AND CONFLICTS

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TRAINING PROGRAMMES IMPROVES RELATION SHIP BETWEEN SUPERIOR AND SUBORDINATES

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TRAINING HELPS TO WORK WITH LESS DEPENDENCE AND MORE EFFICIENCIES

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TRAINING HELPS TO INCREASE PRODUCTIVITY AND ACHIEVE MINIMUM LEVEL OF ACCOMPLISHMENT

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TRAINING MAKES THE ORGANISATION A BETTER PLACE TO WORK AND LIVE IN

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TRAINING IS PERIODICALLY EVALUATED AND IMPROVED IN THE ORGANISATION

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TRAINING GIVEN HELPS TO COPE UP WITH THE COSTANTLY CHANGING TECHNOLOGY FOR PERFOMING JOB

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TRAINING PROGRAMME INCREASE OUR CREATIVITY

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OPINION ABOUT TRAINING PROGRAMMES ARE BECOMING MONOTONOUS DUE TO REPETATION

TRAINING EFFECTIVENESS
INTRODUCTION

What is Training ?
Training is the way to learn the spiritual technology of Scientology. It is the word used to describe the study of Scientology principles by a parishioner so they can be applied to accomplish the purpose of improving conditions in life, both his own and the lives of others. Study programs ranges from the introductory where an individual learns the basics of Scientology, to the advanced were individuals study the higher levels of scripture on their path to advanced spiritual levels. Programs also exist for those who seek to become ministers and apply the auditing technology to others as an auditor. In every church of Scientology are special rooms where parishioners study the written works and listen to tape recorded lectures of L. Ron Hubbard in a precise order. A Course Supervisor is present in each course room to assist Scientologists to attain full understanding of the material they are learning. The student finds out for himself that Scientology principles work. A Course Supervisor does not teach, lecture or interpret in any way, but instead refers the individual to the correct material if the student is experiencing difficulty. Because of the check sheets and Supervisors role, parishioners studying Scientology materials are able to proceed at their own individual pace.
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The end result of auditor training is that an individual is able to minister auditing to another person. In every church of Scientology around the world there is one passing standarda 100% perfect auditing session every time. Through Scientology training, that standard is reached daily. Because Scientology offers an understanding of human behavior, training as an auditor also provides individuals with a means of dealing with real-life situations by understanding their causes. Training gives an individual the know-how to resolve difficulties in life that might otherwise appear unsolvable. TRAINING DEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior. 1. 2. 3. 4. Its not what you want in life, but its knowing how to reach it. Its not where you want to go, but its knowing how to get there. Its not how high you want to rise, but its knowing how to take off. It may not be quite the outcome you were aiming for but it will be an outcome. 5. 6. 7. Its not what you dream of doing, but its having the knowledge to do it. Its not a set of goals, but its more like a vision. Its not the goal you set, but its what you need to achieve it.

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8.

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time Training is about the acquisition of knowledge, skills, and abilities

(KSA) through professional development.

ROLE OF TRAINING

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IMPORTANCE OF TRAINING

Training is a very important priority for us. Training and developing our people is a strategic focus. Were talking about winning in a highly competitive business. Our objective is to drive our competitiveness through this training. Now, its not going to happen unless every person in the division, including the President, makes a personal investment in leadership, in learning and in development. We think this is the central concept around building quality of work life. It is the central concept around getting the best people to come to work for you, and it is the central concept around moving to the next level. It cant be overemphasized. Organizations are under pressure to justify various expenses. The training budget is, often, not exempted from this purview. There are a number of questions raised on the value derived from training programesboth directly and indirectly. Business heads and training managers are under pressure to prove the effectiveness of training.

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1.1

INDUSTRY PROFILE Travancore Cements Ltd is one of the oldest cement manufacturing

public sectors undertaking functioning in the state of Kerala since 1946. The TCL has been producing White cement since 1959. TCL is the only white cement manufacturer in the country to produce white cement from a raw material other than lime stone. The raw material for the companys white cement is Lime Shell, which is purest source of calcium carbonate available for cement manufacturer since it does not contain magnesium oxide. There are only two companies in the world in which white cement manufacturer raw materials other than lime stone. The TCL wishes raw materials as lime shell is available in Vembanad Lake, one of the backwaters of Kerala. It has very good product and service. Research study on cement paint was conducted in Travancore Cements Limited, which was dated from 21December-2010 to 22-Feb-2011.The major objective of research is to know consumption pattern of cement paint in Kottayam district at Travancore Cements Limited. The sample size or the number of respondents who provided their opinions through questionnaires were 100. These respondents were asked for their opinion based on certain factors like quality of the product, price and other features they are looking for in the product. Based on their reponse, the business problem was analyzed, interpreted and concluded on.

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Evolution of Paint Industry

Indian Paint Market Indian paint market is vast and is growing fast. The estimated size of Indias paint industry is 3500 crores. Our paint industry is highly competitive and well versed with latest technology. After the recession of late 80s and early 90s branded paint market was growing in double digit growth rates. Consumption Pattern Era of economic reformation marked a wide change in the pattern of consumption of all products, paints are not any exception. Consumers are showing colour sensitivity and quality consciousness. However 70 percentage of the paint products are still consumed in urban and semi urban regions. Types of Paints There are two kinds of paints- Decorative and Industrial. Industrial paints are essentially protective in functionality. Decorative paints are less protective even through it accounts for a whopping the segments together contribute towards making the paint industry worth around 3,500 crores annually Decorative Paints Vs Industrial Paints All along decorative paints has been the mainstay in India and it accounts for around 80 percentageof the market while industrial paints accounts for the remaining 20 percentage. This is in sharp contrast with the global scenario where the reverse is true.

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Per Capita Consumption India s per capita consumption on paints is very low (300 gms a year)

when compared to Taiwan which has a per capita consumption of 1.5 kg, Philippines has 3.55 kg, Japan has 16.44 kg and US having the per capita consumption of 25 kg which is the highest in the world. Organized Vs Unorganized Market The paint industry is segmented into organized and unorganized sectors. There are 24 large and medium sized plants in the organized sectors while in the unorganized sector, there are around 1600 units which accounts for approximately 35 percentage of production in the Indian Paint Industry. They cater mostly to the semi urban rural markets. All along, this segment has thrived at the cost of the organized sector. This is because consumers of paints are extremely price sensitive. Price Sensitive Market In paint market only those who can reduce the cost can survive such a situation came up because of the peculiar nature of the Indian industry where decorative paints as a luxury item and for them the cheaper the better. Simultaneously, by harnessing other strategies like reducing inventories and offering superior products, they have managed to gain the loyalty of vital segment of the population which is not sensitive and which looks at decorative as a status symbol.

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Low Capacity Utilization The industry is characterized by low capacity utilization. It averages

around 55percentage. The total demand for paints from organized sector in the country projected at around 31 lakh ton per annum. The current production is approximately 2.83 lakh in this is as wide as the mind can imagine. Consumers want the final product tailored to suit the exact demand, like the shade and quality. In paint industry attaining a capacity utilization of 60percentage is considered to be a major Cement Paints Cement Paint is water based paint widely used for painting buildings both exterior and interior. Cement paint is a special formulation of white cement and water proofing compounds with oxide extender, oxide pigments and hardening agents. The pioneer in this field was Killick Nicholson, who launched the product, branded as snowcem in year 1968. After a decade a few companies ventured into this field, after identifying the potential for this product Usually cement paints are marked in a powered form. The powder is mixed with suitable quantity of water to get thick slurry, which is then applied on the plastered brick work, concrete work, stone masoning etc. for application on corrugated iron; it is mixed with boiled linseed oil. For good result a 1.5 to 2.1 aqueous solution of sodium silicate and sulphate is applied as primer coat before applying cement paint.

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1.3 COMPANY PROFILE Nesting amidst the lush green paddy fields, under a canopy of majestic coconut trees, beside the intricate patterns woven by canals, is Travancore Cements Ltd, - the house of White Cement. Bustling with activity against the sylvan landscape, it is a place where Art and Nature merge and mingle. The Travancore Cement Limited was incorporated in the year 1946. The year of commencement of Grey Cement in the year 1949. The licensed capacity of the plant was 50,800 Ts of cement per annum.The master-mind behind setting up of this factory was that of late Sir. C.P.RamaswamiIyer, the Divan of Travancore, who had realized the vital role of cement in the industrial development of Kerala. The company was promoted by M\s. Essel Limited, Bombay and the Technology tie up made with M\s. F.L.Smith& Co. Denmark. Travancore Cements Ltd. deposits of the required quality were not available to start a cement plant factory in travancore. However, lime shells available in the backwaters offered in alternative ofcourse a better source for calcium raw material. Sir C.P RamaswamyIyer induced the promoters of TCL for pulling up cement plant based on the lime shell reserve. Thus the first cement plant starts its operation on 7.12.1946 in Kerala. Travancore Cements Ltd is one of the oldest cement manufacturing public sectors undertaking functioning in the state of Kerala since 1946. The TCL has been producing White cement since 1959. TCL is the only

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white cement manufacturer in the country to produce white cement from a raw material other than lime stone. The raw material for the companys white cement is Lime Shell, which is purest source of calcium carbonate available for cement manufacturer since it does not contain magnesium oxide. There are only two companies in the world in which white cement manufacturer raw materials other than lime stone. The TCL wishes raw materials as lime shell is available in Vembanad Lake, one of the backwaters of Kerala. During 1959, the company diversified into the production of White Portland Cement. The installed capacity for the production of White Cement is 30,000 Ts per annum. Till 1974, the company was manufacturing both White Cement and Grey Cement in the same plant, disturbing the production of two over certain period in a year. Since 1974, the company manufacturing white Cement alone, as the demand for white cement went up. During the last 54 years of its existence, TCL has diversified its activities to relate areas. Besides Super Shelcem brand Cement paint, the company has added to its products ranges, Sheltex Acrylic Emulsion paint for interiors and exteriors and Shelprime Cement Primer. The Travancore Cements Limited is the only manufacturer, perhaps in the whole world, producing White Cement from a raw material other than conventional limestone. The main raw material of TCL is lime shell, which is dredged out of Vembanad Lake, one of the back waters in Kerala. The company has successfully executed a diversification project for manufacture of Grey cement during the year 2000, with a capacity of 66,000 MT per annum.
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TCL has a history of continuous profit. The profit before tax during 19992000 was Rs.1.95 crores. The company has paid a dividend of 50% to its share holders during the last 4 years continuously. TCL is a public sector undertaking with the Kerala government having 51 percent share. The authorised share capital of the company amounts to Rs. 5000000. The Board of Directors heads the company. The Board of Directors consists of Chairman, M.D, and seven other directors. The milestones of the company so far are listed as follows: Started production of Vembanad Grey cement from lime shell in August 1949. Started production of Vembanad White cement from lime shell in August 1959. Grey cement production stopped in 1976. Diversified into cement paint Super Shelcem production in 1977. Celebrate Silver Jubilee in 1982. Become a government company in April 1989. Celebrate Golden Jubilee in 1997. Launched Shelprime Dry Cement primer in January 2000. Diversified into Acrylic Emulsion Paint Sheltex for interiors and Exteriors in April 2000 Diversified into Grey cement production from bought outclinker in 2000. Become an ISO 9002 company in December 2000. Started HRD centre in 2002. Started production of Vembanad Wall Putty in 2008.
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TCL has implemented the Quality Management System and maintain best quality throughout the production process. The row materials are taken by verifying quality and after and every production process they are testing the quality of sample in the laboratory. Thus customers are well satisfied with the products Branches and offices The cement plant is situated at a picturesque locality on the bank of Kodoor River and on the side of the state highway, M.C Road, 4KM away from the cosmopolitan town of Kottayam in Kerala. The location of plant makes it accessible by road as well as by water. It is the only cement plant where the raw material is transported by water. The rail head is only 3 km away at Kottayam. The beautiful locality in which the company is situated extends over an area of 60 acres. The location facilitates the need of transportation of raw material and finished goods. The company has its registered office and factory at Nattakom, Kerala. Also it has another registered office in Trivandrum; it has depots at Bangalore, Coimbatore and Vijayawada. Promoters of the organization Travancore Cements Ltd. The company was originally started under private management of M/s EsselPvt. Ltd. In 1975 government of Kerala took over the management of the company. The director of the managing agency of the company at the time of its commencement was Mr. T.S.

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Narayanaswamy. The factory was installed under the supervision of Mr. S. Rudlinger. Now the government of Kerala is holding 51.33 percent of the equity share capital. The pyramid group of the company is holding another 25 percent of the shares and the remaining shares are held by General Public. Problems faced by company The main problem faced by the company is the storage of row materials. The company has serve storage of lime shell which is the major row material for both the products of the company. The difficulty in commencing mining operations for lime shell in the companys lease hold area at Vaduthala is affecting the lime shell availability. The issue is being sorted out. Now the company is obtained lime shell from Chithira lake. The increasing use of oil and diesel is badly affecting the profitability of the company. Surplus labour is the another major problem faced by the company. Pricing of product The price for 1Kg of Vembanad White Cement is Rs.-16. For 50Kg of white cement is Rs.800. For Super Shelcem Cement Paint 5Kg is priced at Rs. 1480. and for jute bag Rs.90.80. These products are priced very high mainly because the raw materials particularly lime shell and white clay is scared. TCL has an advertisement budget of 25 lakhs per annum. Since the amount is too small the company is advertising at a low level. Other promotional activities include, conducting dealers meeting once in two years.

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In addition to these the company offers various incentive schemes for its details according to their sales performance. Due to very low advertisement budget the company does not engage in any large scale type of advertisement activities. The company occasionally engages in advertisement through news papers, magazines etc. the main modes of advertisement are displaying boards which are positioned where they get maximum attention. They also use Asianet cable vision, wall painting etc. TCL gives trade discounts of 10 percent and each discount of 4 percent for purchase of 250Kg and above. The company allows 3 percent discount on freight allowances and 3 percent on special discount. In every three months, the company gives 1 percent quantity discount for 200Kg, 2 percent for 500Kg. They also give annual discount of 3 percent. Market share The cement paint industry is divided into organized and unorganized sectors. The major players are in the organized sector, however majority of the brands come from unorganized sector. TCL has 40 percent of market share of white cement and 33 percent for Super Shelcem Paint in the cement industry of Kerala. Objectives of the organization The main objective of TCL is the production of Vembanad White Portland cement. It is the first and foremost product of the company. By quality, it is the best whit cement produced in India. The company is now engaged in
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the production of cement paint known as Super Shelcem Cement Paint which is available in 42 different shade. The main objectives of the tcl are the following To produce white cement paints using natural resources To provide employment opportunities To earn maximum profit To provide training to apprentice To make the company as the market leader.

.Vision of TCL
In the fast paced global development as the barriers are withering away. India need proper external synergy creations from the manufacturing sector for which TCL, pioneer of the white cement manufacturing in the country , can play a remarkable role and so is committed towards effective utilization of Man, Machine, Material and Money (4 Ms) Mission of TCL Having a unique role in the Heavy industry sector of the country, TCL is committed for catering the society towards the specific need expected by producing quality product at a customer friendly price while keeping sustained growth of the organization and total growth of the society. Quality policy of TCL At TCL are committed to continual improvement of the system enhancing customer satisfaction by providing consistent quality products through the implementation of Quality Management System
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Quality control policy TCL has implemented the Quality Management system and best quality throughout the production process. The row materials are taken by checking its quality and after each and every production process they are testing the quality of sample in the laboratory. Thus customers are well satisfied with the product Infrastructural facilities Infrastructure is the basic physical and organizational structures needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function . As physically I was present there every working day in the companys branch, I found that the Travancore Cements Limited has fulfilled all infrastructural facilities require for the company, both the customer point of view as well as internal company point of view. These infrastructure facilities involve of Location of branches Telecommunication services Energy infrastructure Internal illumination Communications infrastructure IT Tools and Software Networks system Parking for vehicles
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The company provides following Infrastructural facilities to the employees, A fare price canteen is operating at the premises. The employees are given Rs. 30 per day of attendance. Maximum Rs.900 per month is allowed by the company. Allowances Uniform Foot wear allowance Umbrella Rain coat Washing soap Toilet soap Turkey towel 3 pairs of uniform once in two years Every year Once in two years Once in three years Two half bars in a month Two numbers in a month Every year

Company scholarship Company is giving scholarship to the children of employees. For S.S.L.C, P.D.C, to Degree & Diploma Rs. 700/- for 1st highest rank. Rs 500/- for 2 nd rank.

Transportation Free transportation facility provided to employees for coming and return after duty. For the children of employees for attending education institution in and around Kotayam.
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Quarters facility A limited number of employees are provided with quarters with free electricity and water. Recreation facility Recreation facility for indoor games, reading rooms with newspaper and periodicals, T.V with cable facility. Training and developnent There are both internal and external training for workers and employees, and it is conducted by the HRD centre under the supervision of the Personnel Development. Job rotation is allowed only for officers. Conference, talks, workshops, etc. are conducted as part of training and development. Achievement The Company has taken the ISO 9002 Certification during the year 2000. During the year 2003 it switched over to ISO 9001:2000 certifications Work Flow Model The basic cement making process consist of collecting the row materials, grinding them to a fine stage, blending them to a uniform composition and heating them to the point of sufficient fusion when the cement compounds are formed. Portland cement is the product obtained by cooling and grinding the clinker thus formed with gypsum to a fine powder. Production process can be mainly divided into three stages: Slurry preparation Clinker making Clinker grinding
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The different processes under these main stages are: Dredging The main raw material for the production of Vembanad White Cement is lime shell an underwater deposit in Vembanad Lake, is dredge and brought and brought to the company by means of power bargers. The company has two dredgers, one hydraulic dredger and one mechanical dredger. The capacity of two dredgers may about 30 tonnes/hour. The dredger can cut the lime shell around 40 feet maximum depth. The dredger works on two powerful engines, a dredger pamper engine and an auxiliary engine. Unloading station The shell brought by Barger from lake is unloaded here. Shell in barger is diluted with about 60 percent of water by means of diluting pump for easiness of sucking. A sucking pump draws water along with the shell to receiving tank near the rotary grill of screening plant. The shell is then passed through
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Dredging Unloading station Wash mill Shell-sand grinding(Ball mill) Slurry making(Raw mill) Slurry section Clinker making(Kiln) Clinker grinding(Cement mills) Packing and Despatching

the rotary grill and waste materials are washed out during its rotation. Cleaned shell is either passed through the belt conveyors through hoppers or stored out. There are two rubber conveyors (Conveyor 1-short and straight, conveyor 2-long and inclined) for conveying the shell to the ball Wash mill Before actually used for the process clay is mixed with water. This work is done in a clay wash mill. Clay is put into the mill and about 65 percentage of water is also added during the grinding. During the hammering action of the weights provided in the wash mill clay is made to slurry is pumped to the storage tank known as silo. From silo, it is taken for process when required. Shell-sand grinding Slurry preparation is the fourth stage in the production process of whit cement. Slurry is a mixture of shell, sand and clay with around of 40percentage of water. For slurry preparation two grinding mills are used: Roughing mill known as ball mill Finishing mill known as row mill

Ball mill is a cylindrical shell of welded metal plates. The shell around required amount of white sand and water is fed to the ball mill by rotating feed table. When the mill rotates the materials are crushed down to the small particulars while it passes through the ball. The materials coming out of the ball mill is diverted to a hammer screen by means of slurry
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elevator. Fine material come out of the hammer screen is fed to the row mill. The coarse material return to the ball mill for further grinding. Slurry making The row mill is hollow cylindrical shell, the inside of which is line with flint blocks. The shell lining are avoided to reduce the contamination of slurry by iron. The grinding media is used is Flint Pebbles. The mill is rotated by a motor at constant speed while passing through the mill, the fine materials discharged from ball mill and clay pumped from clay silo are finally ground and comes out as a party material known as slurry which then flows to slurry pit. Slurry section Slurry discharged from the row mill is stored in silos by means of pipes. The chemical composition of the slurry will be adjusted by this stage. There are three silos for storing the slurry. From these silos slurry is pumped to the slurry basin. In the basin slurry is constantly agitated with compressed air and stirring mechanism. From the basin, slurry is taken from burning in the kiln. Clinker making Kiln is a cylindrical steel lined with refractory bricks mounted at an inclination of 30 degrees on roller supports. The kiln having a length of 285 feet with diameter of about 9 feet and is rotated at about 1rpm by an electric motor.

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During the process of slurry passes through three stages: Drying zone Calcinations zone Burning zone

In the drying zone about 99 percent of water content in the slurry will removed. In the calcinations zone the removal of CO2 take place. After that the materials enters the burning zone. The clinker is formed in the burning stage by fusing Diclacium Silicate, Tricalcium silicate, and Tera calcium Alumino Ferrite at about 400 degree celsuis. There after the clinker is cooled by flow of air. Clinker come out of the cooler will be usually in the modular form. Cilnker grinding The cooled clinker is grinded is very finely to make white cement. Clinker grinding take place in the cement mill. There are cement mill A, B and C with clinker grinding capacity of 60 tonnes, 50 tonnes, 50 tonnes respectively. The mills B&C are identical in nature. During grinding, small quantity about 3 percent to 4 percent Gypsum is added. The Gypsum controls the initial setting time of cement. If gypsum is not added, the cement wouldnt set as water is added. The gypsum act as retarder and it delays the setting action of cement. It thus permits cement to be mixed with aggregate and to be placed in the position. The cement coming out of the mill is conveyed to claufies by means of bucket elevator. In the separator, causes particles are separated and they flow to the mill while fine particles flow to the Flaxo
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pump, which is operated by compressing air. Using Flaxo pump cement is transferred to the cement silo located at the packing house. Packing and despatching The white cement stored in silos is packed in paper bags in the packing house. Compressed air is used for the free flow of the cement from the Silo and hopper located above the packing machine. While the bag is filled with 50Kg materials discharges from the spout is automatically transferred to truck through a fixed point belt conveyer and a movable belt conveyer. The filled bags fall down from the spout to the wire net conveyor and are transferred to truck through a fixed point belt conveyer and a movable belt conveyer. Future Growth and Prospects The company has planned some diversification schemes which will be implemented in the near future, which include proposal to insist setting up of Enamel paints and textured coating under cooperative societies. There are proposals to start a pocking unit, the venturing project for manufacturing Calcium nitrate and Dicalcium phosphate, shifting of present technology to dry process technology, reinitialize the production of Grey cement and the proposal to export white cement to Srilanka, Gulf, South Africa and Mauritius. The company is at present having a bright future ahead. Functional Analysis The departments of the company are briefed as follows: Administration Department

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 Finance Department Marketing Department Human Resource Department Production Department Administration Department This department consists of the front line office and other employees who assist the head of the administration department. The front office employees responsibility is to look after all other departments, the calls coming into office to the various departments and attending the visitors. The other administration departments employees have to look after the stationary requirements from all the departments, maintenance of stock of stationary, maintaining the photocopy and the printing section. The everyday needs to be organized in the company are the responsibility of the administration is responsible for every small necessity of the company. Finance Department Finance manager is the head of department. This department controls the finance matters like payment of bill, salary, collection of bill and receipt, bank transaction etc. This department deals with all the inflow and outflow of cash in the organization. All the accounts of flow of cash and monthly and yearly balance sheet and cash flow statement are being prepared by this department. All the issues regarding monthly incomes, incentives, payroll, pension and all other deduction like taxes are taken care of by them.
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By producing an accurate portrayal of the potential profits and costs of each title, the finance department aids all departments in making the best financial publishing decisions. The department is charged with the following tasks and reporting procedures: Forecasting, budgeting, and strategic planning for departments, titles, and imprints. Accurately projecting the companys financial performance. Controlling costs through internal auditing and external research of alternatives. Developing business plans and models for growth of the company trend analysis. Marketing Department The marketing department is responsible for creating, preparing and establishing marketing strategies and policies for each title by coordinating the efforts of publicity, promotion, advertising, online, and sales. The marketing department performs the following functions: Preparing all sales presentation materials: audio recordings, fact sheet collation, and promotions Creating and producing additional account-specific presentation materials Creating pricing strategies Researching and establishing relations with new markets Planning and maintaining sales and marketing scheduled, including title launch and planning meetings. Measuring the effectiveness of strategies once completed.
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Human Resource Department The human resources department works closely with all divisions and departments to ensure the health and happiness of their employees through benefits administration, rewards and recognition, facilitation of company- wide events, and the recruitment of new employees. They also act as a liaison between the employee and the recruitment of new employees. The company is working towards institutionalizing a performance-oriented culture. The entire HR systems e.g. recruitment, performance management system, reward & recognition have been aligned with the business objectives. The company attaches considerable importance to training and employee development with focus on customer sensitivity, process and ISO training. Regular communication channel is maintained with the employees through town halls, departmental meets and such other forums. The fortnightly leadership meet is conducted to keep the employees informed about the performance and strategic objectives of the organization. An independent employee engagement survey is conducted annually involving the entire organization. The survey results are shared with the employees and action plan is worked out through consensus. The company has aligned its employee policies with those of Travancore Cements Ltd to ensure uniformity. Production Department Production department controls the production function, the production manager analysis the customers demand with the help of merchandiser and MD and decide the production quantity and style of production.

35

Function of Production Department The main function of the production is to produce the main product of the company ie Dennis Morton The production department controls and coordinates the production process 1.2 The production department conducts research for new product Verification of raw material stock statement and maintaining stock Verification of production statements PRODUCT PROFILE

The company is producing three types of products. They are, White Portland Cement under the brand name VEMBANAD. Cement paints under the brand name SUPER SHELSEM in 42 different shades. Wall putty under the brand name VEMBANAD. Vembanad White Portaland Cement It is the first place in Indian white cement market by its excellent quality and its quality is at pas with that of the best available in the world market. As compared to others brand it accounts for its superior whiteness and maintain its quality by using lime shells instead of lime stone. The white cement is the best suited for housing and construction of industries. Vembanad White Cement is quickly drying, process high strength and superior aesthetic values. Also it is good for floor finish, plaster and ornamental works. The miscellaneous application of white cement are in swimming pools, where it

36

replaces the use of glazed tiles with coloured shades under water, for moulding sculptures and statues, for painting furnitures. It is also used for ready mixed concrete and precast blocks and also fixing marbles and glazed tiles. Today the company enjoys the highest 8042 e-1976 specification. Special features Lowest magnetic content and hence most durable white cement. Brilliant whiteness. High strength. Super soundness. Super finishing. Excellent properties. Ideal for manufacturing cement paints, mosaic tiles etc.

Applications Pointing brick works. Road marking. Cast stone finish. External rendering. Mosaic tiles. Terrazzo flooring. Primary coat for cement paints.

Super Shelcem Cement Paint

37

In 1977 TCL started manufacturing cement paints under the brand name SHELCEM. It was rebranded as SUPER SHELCEM in 1986. Super Shelcem is a unique technology formulation with the most durable VEMBANAD white cement. It is an intimate mixture of Vembanad white cement, water proofing fungicides, oxide extends, non fading oxide pigments and hardening agents. Cement paint is water biased paint widely used for painting buildings. Unlike other cement paints, Super Shelcem doesnt require water curing after first and second coat. Only initial wetting of the surface is necessary. This makes it ideal for exteriors of multi storied buildings and sky scrapers. Also it is ideal for interiors since, tedious curing after removing furniture can be avoided which means saving of labour. Once a wall is painted with Super Shelcem , it looks and stays good for years un affected by weather and fungal attack . Super Shelcem carries ISI marks and the approval of Bureau of Indian Standards, is E-1969. It is available in a wide range of colours of total 42 different shades in the market. Special features Capacity: Any previous deep shade made on the surface can be effectively hidden with a single coat of Super Shelcem. The second coat completely covers the dark patches and stains on the wall. Coverage: Super Shelcem covers greater area than any other cement paint. 1Kg covers 100 sq feet for a single coat or 65 sq feet for two coats.

38

Adhesion: Super Shelcem can be applied on a wide variety of surface like cement plaster, concrete, brick work and plastered surface.

Drying: Super Shelcem dries very quickly. While other cements paints requires 16 to 24 hours waiting time for applying the second coat, Super Shelcem need only 3 to 6 hours after the first coat.

Production of Super Shelcem The main raw material for the production of cement paint, i.e.; lime shells is dredged from Vembanad Lake by the company themselves. Lime Shell, rich white clay, white silica sand is used for the production of white cement. The white cement is mixed with hydrated lime, colouring pigments, and fine sand and water repellent compound in a separate mill to get the cement paint of desired colour.A premium quality cement paint, always consistent and of international standards. Vembanad Wall Putty Vembanad Wall Putty was introduced in the last year, i.e. in 2008. It is dry powder putty with Vembanad White Cement as the base. By the low content of MgO in Vembanad White Cement, the putty when applied on the cement plastered wall and ceiling will ensure durability, extra coverage and smooth finish. Vembanad Wall Putty can be applied on freshly plastered surface also. Like other products of TCL, Vembanad Wall Putty is also excellent in quality. Before applying wall putty, one or two coats of Vembanad White Cement is recommended to be applied on the newly plastered wall.

39

Special features Quality tested Vembanad White cement is used for making wall putty. Its production process goes through the strictest quality test. It has a unique formulation. It has more coverage than any other wall putty in the market.

Area of operation The Travancore Cements Ltd, has regional area of operation. TCLs Vembanad white cement is the best white cement available in the country. TCL having its sales office at Kottayam and godowns at Bangalore, Coimbatore, Culcutta and Delhi. For sales promotion C&F (commission agents) are appointed at Madurai and Vijayawada. The regional office is situated at Trivandrum. TCL was exporting white cement to various Asian countries, but due to the greater demand of the product in the country, it stopped exporting. Ownership pattern Travancore cements ltd is a public sector company. 51 percent of the shares are owned by Kerala state government and the rest 49 percent are owned by public. Competitors information Major Competitors of Super Shelcem

40

Snowcem India Ltd. Berger Paints India Ltd., Kolkata Classic Paints, Vennala Cochin

41

STATEMENT OF RESEARCH PROBLEM

The efficiency and productivity of the firm can be increased considerably with right training methods. This is the reason why HR department gives Training such a huge importance. So it is essential that we conduct studies and experiment s to improvise our training methods. The motive behind this study is to understand the effectiveness of training and development programs on the employees of Travancore cements in kottayam. The training cannot be measured directly but the change in attitude and behavior that occurs as a result of training. By studying and analyzing the response of employees regarding training, we can make scientific conclusions, which is the core idea of this study. Problem Statement The intention of this research is to analyze and evaluate the effectiveness of training and development process in Travancore cements in kottayam.

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SCOPE OF THE STUDY

This study identifies the effectiness of the training progrmme for staffs and identifies the factor which are to be changed and improve which makes the organization to adopt a better method and thereby impore performance and achieve its mission and vision effectively and efficiently. The responses are taken for analysis to arrive at the findings and suggestions which can be beneficial for the organization to increase the effectiveness of the training programme LIMITATIONS The study was conducted at TCL., Kottayam. Therefore its findings may not applicable to other industries or organizations. The study has been conducted only to staff people. So findings may not apply to any other employees.

43

OBJECTIVES OF STUDY

Primary Objective To study the effectiveness of training and development programs in Srivirad Systems and Services, Chennai. Secondary Objectives To study the methods used in training the employees To analyze whether the quality of training and satisfaction of respondents related. To analyze whether the employees are satisfied with their current training methods. To collect and analyze the views of the participants and superior on the training. To study the training program on the basis of relevance, implementation and outcomes.

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RESEARCH METHODOLOGY
Research methodology is a way of systematically solving the research problem. Research mentodoliogy deals with the research design used and methods used to present the study. RESEARCH DESIGN A research design is a detailed blue print used to guide a reserch study toward its objective. The process of designing a research study involves many interrelated decisions. The most significant decision is the choice of research approach, because it determines how the information will be obtained. The choice of the reserach approach depends on the nature of the research that one wants to do. The research design adopted for the studey is Descriptive Research. Descriptive method was adopted because it deals with description of the state of affairs as if exists at present. DATA COLLECTION METHOD: Data are collected from primary and secondary data. The data collection can be categorized into two types. Primary Data Secondary Data Primary Data: Primary data is the information that is collected or generated by the researcher for the purpose of the research work and constitutes the principle source of data. The primary data for the study was collected through a questionnaire.

45

Scondary Data: Secondary data consists of information that has been collected by somene other than the researchers. Researchers usually start investigation by examining secondary data. Secondary data was collected from company websites, magazines and web articles. Method of Data Collection: Primary data was collected from the employees of TCL., with the help of the questionnaire. Secondary data was collected form webistes and book refernces. A pilot study was conducted based on which a few changes made in the questionnaire. Questionnaire Design: Proper care has been taken to ensure that the information needs match the objectives which in turn match the questionnaire. The basic cardinal rules of questionnaire design, like using simple and clear words, the logical and sequential arrangement of question has been taken. SAMPLING TECHNIQUE: A sample is a representation of a large whole. When some of the elements are selected with the intention of finding out something about the plpulation from which they are taken, that group of element is referred as a sample, and the process of selection is called sampling. Sampling unit: The respondents are staffs of TCL Ltd., kottayam works. Sample Size: The sample size for the study is 100. Sampling Method: Convenient sampling is used in the study.
46

CHAPTER 2

REVIEW OF LITERATURE

47

REVIEW OF LITERATURE
Depending on the size, goals and nature of the organization, trainers may be differ considerably in their responsibilities and in the methods they use. Training methods also vary by whether the training is conducted in a classroom setting. Most skill- training provides some combination of hands-on instruction, demonstration, and practice at doing something and usually is conducted in a classroom setting. Most skill-training provides some combination of hands-on instruction, demonstration and practice at doing something and usually conducted on a shop floor, studio or library where trainees gain experience and confidence. Some on-the-job training methods could apply equally to knowledge or skill training and formal apprenticeship training programmers combine classroom training and work experience. Increasingly, training programmers involve interactive internet-based training modules that can be downloaded for either individual or group instruction, for dissemination to a geographically dispersed class, or to be coordinated with other multimedia programs. These technologies allow participants to take advantage to take advantage of distance learning alternatives and to attend conferences and seminars through satellite or internet communications hookups, or use other computer-aided instructional technologies, such as those for the hearing-impair or sight-impaired. TYPES OF TRAINING There are many different types of job training, including on-the-job training and computer-assisted training. Simulations are another popular way for individuals to gain job training. Most popular are the following:

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1.

INDUCTION TRAINING Induction training is as important as it enables a new recruit to

become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their from job to job and will depend on complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training 1. Learning about the duties of the jobs Meeting new colleagues Seeing the layout of the premises Learning the values and aims of the business Learning about the internal working and policies of the business ON THE JOB TRAINING On the job training (OJT) is job training that occurs in the work place. The new employee learns the job while doing the job and while earning his or her pay cheque. On the job training has many advantages, but it can also have a few disadvantages if the OJT is not properly planned and executed. This is the most common method of training. The trainee is placed on the job and the manager or mentor shows the trainee how to do the job. To be successful, the training should be done according to a structured programme that uses task lists, job breakdown, and performance standards as a lesson plan. Pros: The training can be made extremely specific to the employee needs. It is highly practical and reality based, It also helps the employee establish important relationships with his or her supervisor or mentor.
49

Cons: Training is not standardized for employees. There is often a tendency to have a person learn by doing the job, providing no real training. a. Mentoring

A mentor can tutor in their learning. Mentors help employees solve problems both through training them in skills and though modeling effective attitudes and behaviors. This system is sometimes known as a buddy system. Pros: It can take place before, during, or other shift. It gives the trainee individual attention and immediate feedback. It also helps the trainee get information regarding the business cultures and organization structure. Cons: Training can be interrupted if the mentor on. If a properly trained mentor is not chosen, the trainee can pick up bad habits .b. Coaching Coaching is the practice giving sufficient direction, instruction and training to a person or a group of people, so as to achieve some goals or even in developing specific skills. Through coaching is a system of providing trainee, the method of coaching differs the persons to person, aim or goals to be attained, and the areas needed. Stills there are some common methods in coaching. They are essential part of an effective coaching. These common areas included: Motivational speaking Seminars Workshops Supervised practice

50

Coaching method included both theoretical and practical session. Where motivation speeches are done theoretically, working, seminars comes under practical method. Hence the method of training is decided depending on the need of trainee. c. Job instruction training Job Instruction Training (JIT) is a step-by-step, relatively simple technique used to train employees on the job. It is especially suitable for teaching used to train employees on the especially suitable for teaching manual skills or producers; the trainer is usually an employees supervisor but can be a co-worker. The JIT technique consist of a series of steps that a supervisor or other instructor follows when teaching an employee to do something. Usually, the steps consist of the following (1) get ready to instruct; (2) prepare the learns; (3) present the learning; (4) try out leaner performance; and (5) follow up. d. Role play Role play is a simulation in which each participant is given a role to play. Trainees are given with some information related to description of the role, concerns, objectives, responsibilities, emotions, etc. then, a general description of the situation, and the problem that each one of them face, is given. For instances, situation could be strike inn factory, managing conflict, two parties in conflict, scheduling vacation days, etc. once the participants read their description, they act out their roles by interacting with one another. e. Job rotation This of training involves the movement of trainee from one job to another. This helps to have a general understanding of how the general understanding of how the generation functions. The purpose of job rotation
51

is to provide is provide trainee with larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interests. Apart from relieving boredom, job rotation allows to build rapport with a wider range of individuals within the organization facilitating future cooperation among departments. The cross trained personnel offer a great a mount of flexibility for organizations when transfer, promotions or replacements become inevitable. Merits 1) 2) 3) 4) Improves participants job skill, job satisfaction. Prices valuable opportunities to network within organization. Offer faster promotions and higher salaries to quick learners. Lateral transfers may be beneficial in rekindling enthusiasm and Sdeveloping new talents. Demerits 1) 2) 3) 4) Increased workload for participants Constant job change may produce stress and anxiety Mere multiplication of duties doesnt enrich the life of trainee. Development costs may shoot up when trainee, commit mistakes handle tasks less optimally. 2. a. OFF THE JOB TRAINING Lecture A lecture is the method in which learners often most commonly associate with college and secondary education. Yet, it also considered one of
52

the least effective methods to use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or poster to support the lecture. Communication is primarily one-way: from the instructor to leaner. Pros: Less time is needed for trainer to prepare tan other methods. It provides a lot of information quickly when it is important that the trainees retain a lot of details. Cons: Does not actively involve trainees in training process. The trainees forget much information if it is presented only orally. b. Demonstration Demonstration is very effective for basic skill training. The trainer shows trainees how to do job. The trainer may provide an opportunity for trainees to perfume the task being demonstrated. Pros: This method emphasizes the trainee involvement. It engages several senses: seeing, hearing, feeling, touching. Cons: it requires a great deal of trainer preparation and planning. There also needs to be an adequate spaces for the training to take place. If the trainer is not skilled in the task being taught, poor work habits can learned by the trainee. c. Seminar Seminar often combines several group methods: lectures, discussions, conferences, demonstrations. Pros: Group members are involved in the training. The trainer can use many group methods as part of the seminar activity.
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Cons: Planning is time-consuming. The trainer must have skill in conducting seminar. More time needed to conduct a seminar than is needed for many other methods. d. Conference The conference method is a good problem-solving approach. A group considers a specific problem or issue and they work to reach agreement on statements or solutions. Pros: there is a lot of trainee participation. The trainees build consensus and the trainer can use several method (lecture, panel, seminar) to keep session interesting. Cons: It is difficult to control a group. Opinion generated at the conference may differ from the managers ideas, causing conflict. e. Case studies A case study is description of real or imagined situation which contains information that trainee can use to analyze what has occurred and why. The trainees recommend solutions based on the content provided. f. Simulations Trainees participate in a reality-based, interactive activity where they imitate actions required on the jobs. It is a useful technique for the skills development. Simulation is the imitation of some real thing, state affairs, or process. The act of simulation something generally entails representing certain key characteristics or behaviors of a selected physical or abstract system. Simulation can be used to show the eventual real effects of alternative conditions and courses of action. Simulation is also used when the real system
54

cannot be engaged, or it is being designed but not yet built, or it may simply not exist. Pros: Training becomes more reality-based, as trainees are actively involved in the learning process. It directly applies to jobs performed after training. Simulations involve yet another learning style, increasing the chances that trainees will retain what they have learned. Cons: Simulations are time-consuming. The trainer must be very skilled make sure that trainees practice the skill correctly. Only perfect practice makes perfect results. g. Projects Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training. It might involve participation on a team, the creation of database, or the forming of a new process. The type of project will vary by the business and the skill level of the trainee. Pros: This is a good training activity for experienced employees. Projects can be chosen which helps solve problems or otherwise improve the operation. Trainees get first-hand experience in the topic of the training. Little tine is needed to prepare the training experience. Cons: Without proper introduction to the project and its purpose, trainees may think they are doing somebody elses work. Also, if they do not have an interest in the project or there is no immediate impact on their own jobs, it will be difficult to obtain and maintain their interest.

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3.

APPRENTICESHIP TRAINING Most craft workers are trained through formal apprenticeship programe.

Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach or a trainer. Assistantship and internship are similar to apprenticeship because they also demand high levels of participation from the trainee. An internship is a kind of on the job training with classroom instruction in trade, school, colleges, or universities. One important disadvantage of the apprenticeship methods in the uniform period of training offered to trainees. People have different abilities and learn varied rates. Those who learn fast may quit the program in frustration. Slow learners may need additional training time. Its also likely that in these days of rapid changes in technology old skills may get outdated quickly. Trainees who spend years learning specific skills may fin, completion their programmes the job skills they acquired are no longer appropriate. 4. VESTIBULE TRAINING A vestibule is a large entrance or reception room or area. Vestibule Training is a term for the near-the-job training, as it offers access to something new (learning). There are many advantages of vestibule training. The workers are trained as if on the job, but it does not interfere with the more vital task of production. Transfer of skill and knowledge of the workplace is not required since the classroom is a model of the working environment. Classes are small so that the learners receive immediate feedback and ask question more easily than in a large classroom. Its main disadvantage is that is quite expensive as it duplicates the production line and has a small learners to trainer ratio.

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5.

REFRESHER TRAINING Sometime known as remedial or continuing education training, refresher

training is a process aimed at providing individuals with the opportunity to one the skill and talents they already use in the workplace. At times, the focus of this type of remedial training has to do discard habits that have crept in over time, effectively aiding the employee in regaining efficiency that has been lost over time. In other cases refresher training allows the individual to revisit some aspect of former training and be exposed to new methods or technology that enhances his or her ability to perform. Factory worker may receive remedial training that helps them to abandon habits that slow them down on an assembly line and hamper their productivity. There are even math refresher courses for individuals involved in academic pursuits or research where the uses the use of mathematical formulas is crucial to the success of the research, exposed to new methods or technology that enhances his or her ability to perform at its best, refresher training helps to increase the competency and knowledge base of the individual participating in the training. In many cases, people who undergo this training find themselves with an increased level of satisfaction in their work and their ability to perform efficiency on the job. Since continuing and remedial training tends to increase both productivity and builds self-confidence among employee, many employers find the time and resources devoted to this type of training effort to be well worth the effort.

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CHAPTER-3&4

DATA ANALYSIS AND INTERPRETATION

58

DATA ANALYSIS AND INTERPRETATION

TABLE - 1 AGE OF THE WORKERS

AGE GROUP <30 30-40 40-50 >60 Total

Sources : Primary Data

NO. OF RESPONDENTS 0 5 23 22 50

PERCENTAGE OF RESPONDENTS 0 10 46 44 100

Interpretation:Table 1 reveals that out of the 50 respondents, 46% are between 40-50 year, 44% belong to more than 50 years, 10% are between 30-40 years and no one belongs to >30 years.

59

FIGURE NO. 1 AGE OF THE WORKERS

50 45 40 35 30 25 20 15 10 5 0 <30 30-40 0 10

46

44

40-50

>60

60

TABLE - 2 GENERAL WISE CLASSIFICATION OF THE WORKERS

GENDER Male Female Total

Sources : Primary Data

NO. OF RESPONDENTS 40 10 50

PERCENTAGE OF RESPONDENTS 80 20 100

Interpretation:Table 1 reveals that the genderwise classification of respondents reveals that 80% are male and 20% are female

61

FIGURE NO. 2 AGE OF THE WORKERS

80

80 70 60 50 40 30 20 10 0 Male Female 20

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TABLE NO. - 3 WORK EXPERIENCE

PERCENTAGE OF RESPONDENTS 0 14 70 16 100

AGE GROUP <10 10-20 20-20 >30 Total

Sources : Primary Data

NO. OF RESPONDENTS 0 7 35 8 50

Interpretation:From the above table, it is clear that 70% of workers fall under the category 20-30 years experience in their work, 16% of the workers got more than 30 year of experience, 14% fall under category of 10-20 years and no one belongs to less than 10 years category.

63

FIGURE NO. 3 WORK EXPERIENCE

70 70 60 50 40 30 20 10 0 <10 20-Oct 20-20 >30 0 14 16

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TABLE NO. 4 DIVISION WISE CLASSIFICATION OF WORKERS

PERCENTAGE OF RESPONDENTS 6 12 12 70 100

DEPARTMENT HR SALES MARKETING PRODUCTION Total

Sources : Primary Data

NO. OF RESPONDENTS 3 6 6 35 50

Interpretation:From the above table, it is clear that 70% of respondents belongs to production department, 12% belongs to marketing, another 12% belongs to sales and 6% belongs to HR department.

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FIGURE NO. 4 DIVISION WISE CLASSIFICATION OF WORKERS

70 70 60 50 40 30 20 10 0 HR Sales Marketing Production 6 12 12

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TABLE NO. 5 PARTICIPATION IN TRAINING PROGRAMMES IN PAST THREE YEARS

PERCENTAGE OF RESPONDENTS 38 14 14 34 100

DEPARTMENT ONE TWO THREE NONE Total

Sources : Primary Data

NO. OF RESPONDENTS 19 7 7 35 50

Interpretation:Above table shows that 38% of respondents have participated once in training programmes conducted during last three years, 14% of respondents have participated twice and another 14% have participated thrice. 34% of respondents have not yet particpated in any of the training programme for last three years.

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FIGURE NO. 5 PARTICPATION TRAINING PROGRAMME IN PAST THREE YEARS

38 40 35 30 25 20 15 10 5 0 One Two Three None 14 14 34

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TABLE NO. 5 TABLE SHOWING WHETHER TRAINING PROGRAMMES CONDUCTED ARE BASED ON IDENTIFIED NEEDS

GENDER Yes No Total

Sources : Primary Data

NO. OF RESPONDENTS 15 35 50

PERCENTAGE OF RESPONDENTS 30 70 100

Interpretation:According to the above table, 70% feel that training conducted is not based on identified needs and only 30% of respondent feel that the training programmes conducted are based on identified training needs.

69

FIGURE NO. 6 TABLE SHOWING WHETHER TRAINING PROGRAMMES CONDUCTED ARE BASED ON IDENTIFIED NEEDS

70 70 60 50 40 30 20 10 0 Yes No 30

70

TABLE - 7 TRAINING IS OF SUFFICIENT DURATION IN THE ORGANIZATION

PERCENTAGE OF RESPONDENTS 50

OPINION Agree Neither Agree Nor disagree Diagree Total

Sources : Primary Data

NO. OF RESPONDENTS 25

7 18 50

14 36 100

Interpretation:From the above table it is clear that 50% of respondents agree to the statement Training is of sufficient duration in the organization while 36% disagree, 14% agree nor disagree.

71

FIGURE NO. 7 TRAINING IS OF SUFFICIENT DURATION IN THE ORGANIZATION

50 50 45 40 35 30 25 20 15 10 5 0 Agree

36

14

Neither Agree nor disagree

Diagree

72

TABLE - 8 EXTENT TO WHICH THEORATICAL CLASSES CO-RELATE TO PRACTICAL EXPERIENCE

OPINION High Moderate None Total

Sources : Primary Data

NO. OF RESPONDENTS 15 27 8 50

PERCENTAGE OF RESPONDENTS 30 54 16 100

Interpretation:The above table show Theoretical classes co-related to practical experience by the worker, 54% of them open that they moderately agree and 30% high while 16% none.

73

FIGURE - 8 EXTENT TO WHICH THEORATICAL CLASSES CO-RELATE TO PRACTICAL EXPERIENCE

54 60 50 40 30 20 10 0 High Moderate None 30 16

74

TABLE NO. 9 OPINION ABOUT PREVAILING TRAINING METHOD

Motivation Level Highly Satisfied Moderately Satisfied Dissatisfied Total

Sources : Primary Data

No. of Respondents 3 24 13 10 50

Percentage of respondents 6 48 26 20 100

Interpretation:From the above table, we can point out that 48% of respondents are moderately satisfied about the company where as 26% are satisfied and 6% are highly satisfied.

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FIGURE NO. 9 OPINION ABOUT PREVAILING TRAINING METHOD

50 45 40 35 30 25 20 15 10 5 0 Highly Satisfied 6

48

26 20

Moderately

Satisfied

Dissatisfied

76

TABLE NO. 10 TABLE SHOWING OPINION ON TRAINING IMPROVES QUALITY OF PERFORMANCE

Percentage of respondents 20 58 14 8 100

Motivation Level Help very Much Helps to Some Extent Satisfied Dissatisfied Total
Sources : Primary Data

No. of Respondents 10 29 7 4 50

Interpretation:It can be defined from following the abvoe table that, 58% of respondent say that training programme helps to some extent in improving quality of performance, 20% say that it helps very much, 14% say that it doesnt help and 8% cant say.

77

FIGURE NO. 10 TABLE SHOWING OPINION ON TRAINING IMPROVES QUALITY OF PERFORMANCE

58 60 50 40 30 20 10 0 Help very Much Helps to Some Extent Satisfied Dissatisfied 20 14 8

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TABLE - 11 TRAINING INITIATES TEAM BUILDING

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 40 7

PERCENTAGE OF RESPONDENTS 80 14

3 50

6 100

Sources : Primary Data

Interpretation:From the above table it is clear that 80% of respondents agree to the statement training initiates team building while 14% disagree, 6% neither agree nor disagree

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FIGURE - 11 TRAINING INITIATES TEAM BUILDING

80 80 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 14 6

80

TABLE - 12 TRAINING INITIATES TEAM BUILDING

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 38 10

PERCENTAGE OF RESPONDENTS 76 20

2 50

4 100

Sources : Primary Data

Interpretation:From the above table it is clear that 76% of respondents agree to the statement training initiates team building while 20% disagree, 4% neither agree nor disagree

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FIGURE - 12 TRAINING INITIATES TEAM BUILDING

80 70 60 50 40 30 20 10 0 Agree

76

20 4

Disagree

Neither agree nor disagree

82

TABLE - 13 TRAINING HELPS IN ELIMINATING FEAR IN ATTEMPTING TASKS

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 40 3

PERCENTAGE OF RESPONDENTS 80 6

7 50

14 100

Sources : Primary Data

Interpretation:From the above table it is clear that 80% of respondents agree to the statement training helps in eliminating fear in attempting taks whereas 6% neither agree not disagree, 14% disagree

83

FIGURE - 13 TRAINING HELPS IN ELIMINATING FEAR IN ATTEMPTING TASKS

80 80 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 14 6

84

TABLE NO.14 TRAINING HELPS TO HANDLE STRESS, TENSION, FRUSTRATION AND CONFLICTS

GENDER Yes No Total

Sources : Primary Data

NO. OF RESPONDENTS 15 35 50

PERCENTAGE OF RESPONDENTS 84 16 100

Interpretation:Above table shows that 84% of respondents agree to the statment training helps to handle stress, tension, frustration and conflict, whereas 16%

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FIGURE NO.14 TRAINING HELPS TO HANDLE STRESS, TENSION, FRUSTRATION AND CONFLICTS

84 90 80 70 60 50 40 30 20 10 0 Yes No 16

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TABLE - 15 TRAINING PROGRAMMES IMPROVES RELATIONSHIP BETWEEN SUPERIOR AND SUBORDDINATES

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 37 3

PERCENTAGE OF RESPONDENTS 74 6

10 50

20 100

Sources : Primary Data

Interpretation:Table No. 15 reveals that 74% of respondents agree to the statment training improves relationship between superior and subordinates, while 20% neither agree nor disagree and 3% disagree.

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FIGURE - 15 TRAINING PROGRAMMES IMPROVES RELATIONSHIP BETWEEN SUPERIOR AND SUBORDDINATES

74 80 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 6 20

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TABLE - 16 TRAINING HELPS TO WORK WITH LESS DEPENDENCE AND MORE EFFICICIENCES

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 44 2

PERCENTAGE OF RESPONDENTS 88 4

4 50

8 100

Sources : Primary Data

Interpretation:From the above table, it is revealed that 88% of respondents agree to the statement Training helps to work with less dependence and more efficiency while 4% disagree and 8% neither agree nor disagree.

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FIGURE - 16 TRAINING HELPS TO WORK WITH LESS DEPENDENCE AND MORE EFFICICIENCES

88 90 80 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 4 8

90

TABLE - 17 TRAINING HELPS TO INCREASE PRODUCTIVITY AND ACHIEVE MAXIMUM LEVEL OF ACCOMPLISHMENT

OPINION Agree Disagree Neither agree nor disagree Total

NO. OF RESPONDENTS 35 2

PERCENTAGE OF RESPONDENTS 70 10

4 50

20 100

Sources : Primary Data

Interpretation:Above table shows that 70% of respondents agree to the statement training helps to increase productivity and achieve maximum level of accomplishment, whereas 10% disagree and 20% neither agree non disagree.

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FIGURE - 17 STRAINING HELPS TO INCREASE PRODUCTIVITY AND ACHIEVE MAXIMUM LEVEL OF ACCOMPLISHMENT

70 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 10 20

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TABLE NO.18 TRAINING MAKES THE ORGANIZATION A BETTER PLACE TO WORK AND LIVE IN

GENDER Yes No Total

Sources:Pri m aryData

NO. OF RESPONDENTS 45 5 50

PERCENTAGE OF RESPONDENTS 90 10 100

Interpretation:-

From the above table it is clear tha t90% of respondents said that training makes the organization a better place to work and live in, while 10% of respondents not satisfied.

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FIGURE NO.18 TRAINING MAKES THE ORGANIZATION A BETTER PLACE TO WORK AND LIVE IN

90 90 80 70 60 50 40 30 20 10 0 Yes No 10

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TABLE - 19 TRAINING IS PERIODICALLY EVALUATED AND IMPROVED IN THE ORGANIZATION

OPINION Agree Disagree Neither agree nor14 disagree Total

NO. OF RESPONDENTS 31 2

PERCENTAGE OF RESPONDENTS 62 4

5 50

10 100

Sources : Primary Data

Interpretation:Above table reveals that 625 of respondents agree to the statment Training is periodically evaluated and improve in the organization whereas 28% disagree and 105 neither agree nor disagree to the statement.

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FIGURE - 19 TRAINING IS PERIODICALLY EVALUATED AND IMPROVED IN THE ORGANIZATION

62 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 4 10

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TABLE - 20 TRAINING GIVEN HELPS TO COPE UP WITH THE CONSTANTLY CHANGING TECHNOLOGY FOR PERFORMANCE
PERCENTAGE OF RESPONDENTS 70 22

OPINION Agree Disagree Neither agree nor14 disagree Total

NO. OF RESPONDENTS 35 11

4 50

8 100

Sources : Primary Data

Interpretation:According to the above table, 70% of respondents agree to the statement training given helps to cope up with the constantly changing technology for performing job, whereas 22% neither agree nor disagree and 8% disagree to the statement.

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FIGURE - 20 TRAINING GIVEN HELPS TO COPE UP WITH THE CONSTANTLY CHANGING TECHNOLOGY FOR PERFORMANCE

70 70 60 50 40 30 20 10 0 Agree Disagree Neither agree nor disagree 8 22

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CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

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FINDING SUGGESTION AND CONCLUSION

This chapter throws light on main findings of the study. On the basis of these finding, certain suggestions are put forth the modification of training programmes for the development of employees of TCL Ltd. FINDINGS The TCL Ltd has introduced and implemented a few number of training programmes for the non-technical employees. Training programmes are conducted frequently for the employees of production department. 1. Most of respondents are middle-aged and have as average of 25 years of work experience. 2. Majority of the respondents are male workers. Female workers were only found in the Administration department of the organization. 3. More than half of the respondents belong to production department which conducts training programmes periodically. 4. A number of respondents have not attended any training sessions conducted in the organization during past three years. 5. Most of the respondents feel that training programmes conducted in the organization are not based on identified training needs. 6. Almost half of the respondents are moderately satisfied about prevailing training techniques in the organization. 7. More than half of respondents feel that training provided to them helps to improve their quality of performance to some extent.

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8.

Half of the respondents opinion that training provided to them is of sufficient duration.

9.

A reasonably number of respondents feel that training is periodically evaluated and improved in the organization.

10. Half of the respondents feel that training given to them helps to cope up with constantly changing technology. 11. Most of the respondents agree to the statement that training helps to work with less dependence and more efficiency. 12. Most of the respondents agree that training improves individual and organized performance, initiates team-building, reduces wastage and also helps in eliminating fear in attempting tasks. 13. More than half of the respondents feel that training improves bosssubordinate relationship, and makes the organization a better place to work and live in.

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SUGGESTION
1. The company should provide training to the HR employees besides focusing on production department. 2. Some of the staffs were recruited from the organizations school and hospital recently. They should be trained and motivated to do work. 3. Training should be conducted based on identified training needs most essentially, the need for motivation to do work. 4. Training should be periodically evaluated so that better results may be obtained each time. 5. The organization is conducting in-house training presently. It may hire competent faculty outside the organization so that training programmes is made more interesting and effective. 6. Training programmes may also stress on improving soft skills of the employees for that total development.

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CONCLUSION
The project entitled A STUDY ON THE EFFECTIVENESS OF TRAINING AMONG THE EMPLOYEES WITH REFERENCE TO TCL Ltd., NATTAKAM was done with an aim to identify the effectiveness of training in the organization. From the study, it is revealed that the existing training techniques of the organization are successful to an extent and need some modification as suggested. It is clear that training prevents technical obsolescence and if properly carried out it act as catalyst or change agent in the complete development of the organization. Since employees of the production department are trained frequently the organization is able to attain the objectives of training like reduced wastage, increased production etc. HR department needs to conduct training for the employees. In total, the training programme of the organization is satisfactory.

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BIBLIOGRAPHY

For the project report on EFFECTIVENESS OF TRAINING in TCL, I have consulted the following books, periodicals and websites :

1) HUMAN RESOURCE MANAGEMENT 2) HUMAN RESOURCE MANAGEMENT 3) HUMAN RESOURCE MANUAL IN TCL 4) www.ongcreports.net 5) www.travecem.com

L.M. Prasad - P. Subba Rao

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