CHAPTER 1

INTRODUCTION
INTRODUCTION

Employee means an individual who works part-time or fulltime under a contract

of employment whether oral or written, express or implied and has recognized

rights and duties. Employee is the active key in an organization. Employee

objective are used as a part of staff career development programs. Managers and

employees work together to create developmental plans during the annual review

based on performance goals and then monitor employee progress throughout the

year.

Training can be defined as: The process of increasing the knowledge and skills

of the workforce to enable them to perform their jogs effectively. Training is

therefore, a process whereby an individual acquires job- related skills and

knowledge. Training costs can be significant in any business

Training means to impart information and skills through instruments. It is the

method of increasing the knowledge, skills and aptitude of an employee for

performing a particular job. Its purpose is to enable them to do their jobs better.

Training makes newly appointed worker fully productive with minimum time .
Training is necessary for new as well as existing employees. It reduces wastage

and there by contributes to profitability of the enterprise.

Job performance assesses whether a person performance a job well. Job

performance studied academically as part of individual and organizational

psychology also forms a part of human resources management. Performance is an

important criterion for organizational outcomes and success.

The feature of the job performance is that it has to be goal relevant.

Performance must be directed towards organizational goals that are relevant to the

job or role. There fore performance does not include activities where effort is

expended towards achieving peripheral goal. Job performance reviews are often

done yearly and can determine raise eligibility. Whether an employee is right for

promotion or even if an employee should be fixed.

1.1 STATEMENT OF PROBLEM.

The present study tries to impact of training on employees job performance in

maruthi suziki Ltd., Thodupuzha. The important factor to be controlled and

regulated in organization is the human factor. The manufacturing process done in

this company depends mainly on the efficiency of the employees. The workers are

provided with different facilities so as it motivate them. The proposed study

IMPACT OF TRAINING ON EMPLOYEES JOB PERFORMANCE , ASTUDY WITH

PECIAL REFERENCE TO MARITHI SUZUKI is an attempt to analyze job performance

of employees.

1.2SIGNIFICANCE OF THE STUDY

Organization are made up of people and function through people. Without

human resources, organization cannot exist. People are most significant force of

the enterprise. Hence resources is an important asset of any company. The skilled

persons are scarce and are too attracted and retained in the organization. Job

satisfaction of the employees is the most important aspects an integral part for

smooth functioning of an enterprises. The firm can function properly only is the

employees are satisfied with their jobs.

1. It is helpful to the department to know the problems of the employees.

2. It helps the employees to know the interest of supervisiors in the case of

employee’s job satisfaction.

3. It suggests various controlling techniques that can be adopted to increase the

job satisfaction of the employees.

1.3 OBJECTIVE OF THE STUDY

 The project mainly focuses on the level of perfomance among the employees

working in Maruthi suzuki, Thodupuzha.

1.To know impact of training on employees job performance.

2. To know whether the training programme provided to employees increased the

productivity of the firm.

3. To know the benefits achieved by the employees through training programme.

4. To know whether the training programme motivates the employees.

5. To know the satisfaction level of employees on training programme provided by

the firm.

1.5 RESEARCH METHODOLOGY

* RESEARCH DESIGN

A blue print of the study is designed as empirical and descriptive. It is

empirical as the study is data based research and relies on observation first hand

information and experience to draw inferences and descriptive as it is a fact finding

studies, explaining the state of affairs as it exists

*METHOD OF DATA COLLECTION.

This study is based on the both primary and secondary data. Primary data

forms the major part which was collected using questioners secondary data where
available from published sources. Informal discussion and interviews where also

conducted to elicit relevant information from the top official to the organization.
*SAMPLING TECHNIQUE.

It is a technique considering or a few employees of the population available.

Here convenience sampling technique is used and each element gives an equal and

independent chance of being selected.

*SAMPLE SIZE

A part of all the population or a subject from a set of units which is linked

up by some process is the sample size 50 employees selected from the total

population.

*TOOLS OF ANALYSIS

Statistical tool like mean, percentage are used for analyzing the data, chart

tables etc.

*PRIOD OF STUDY

The period of study is in a month, i.e during 15 th January 2017 to 18th February

2017

1.6 LIMITATION OF THE STUDY

There are certain limitations of the study. The following limitations are:

1. The concept of job performance cannot be measured qualitatively so the

findings are indicative.

 2. The personal bias of respondents may be another factor, which is

uncontrollable.

3. The error is human . They are not open minded. So that, it is impossible

to conducted perfect study.

4. Cost are very expensive and get lack of time

1.7 CHAPTERISATION

The report is prepared in five chapters.

 CHAPTER - 1

The first chapter which gives an introduction to the study which deals

with the introduction, statement of the problem, significance of the study,

objectives of the study, research methodology, limitations of the study.

 CHAPTER – 2

Theoretical framework of the study which deal with concept about

the employees job performance, training and its benefits and importance.

 CHAPTER – 3

The profile of Maruti Suzuki Private Limited Thodupuzha and its

respondents included in this chapter.

 CHAPTER – 4

Data analysis and interpretation on various aspects regarding

employees job performance are included in this chapter.

 CHAPTER – 5

In the last chapter, findings and suggestions and conclusions are included .
 CHAPTRE 2

THEORETICAL FRAME WORK

1.1 TRAINING

Training is the act of increasing the knowledge and skills of an employee for

doing a particular job. It makes the newly appointed workers fully productive in

the minimum time. It is equally necessary for the old employees whenever new

machines and equipment are introduced. In fact, training is a continuous process in

an organization.

Training means to impart information and skills through instructions. It is

the method of increasing the knowledge, skills and aptitude of an employee for

performing a particular job. Its purpose is to enable them to do their jobs better. A

capable and competent person cannot do the best on his job unless he is

systematically trained. Training is necessary for new as well as existing employees.

BENEFITS OF TRAINING

1. Training helps the employees to acquire the skill to do a job within a short of

time.

2. It results in increase in quantity and quality of output.

3. It reduces the need for detailed and constant supervision.

4. It avoids all wastage which leads to less cost of production.

5. It increases the morale of the employees.

6. It creates a feelings of confidence in the minds of workers.

7. It leads to higher remuneration and benefits to employees.

NEED OF TRAINING

Training is beneficial not only to the employers but also to the employees.

The success or failure of an organization largely depends on the efficiency of the

personnel in an organization. Training helps in sharpening and enhancing

employee’ skills, which make them more effective on their job. It reduces wastage

and thereby contributes to profitability of the enterprise. The significance of

training is discussed under the following heads.

1. Quick learning

Training helps to reduce the learning time necessary to attain an acceptable

level of program. The qualified instructions will help the new employees to

acquire the skills and knowledge to do a particular job within a short a span

of time.

2. Higher productivity

Enhanced skills and competencies acquired through training usually helps in

increasing both quantity and quality of output.It helps them to increase their

level of performance on their l present jog assignments.

3. Less supervision

If the employees are given adequate training, the need for supervision is

minimum. With reduced supervision, a manager can increase his span of

management.
4. Higher morale

The morale of employees increase when they are given proper training . Morale is

a mental conditions of an individual or group, which determinants their

willingness to co-operate.

5. Better management

A manager can make use of training to manage in a better way. Training the

employees can assist him in his managerial functions.

6. Economical operations

Trained personnel will be able to make better and economical use of

materials and equipments thereby reducing wastage. These factors will

minimize the cost of production.

7. Benefits to employees themeselves

As employees acquire more knowledge and skills from traning, this

increases their market value and earning power. Training helps in securing

promotion and career growth.

METHODS AND TYPES OF TRAINING

The common methods and types of training programmes are discussed below:

1. On the job training

On the job training methods focuses on learning while an individual is actually

engage in work. Here the employees learn by doing. It includes job rotation,

apprenticeship, coaching, vestibule training, committee assignments etc. On

the job training strongly motivates the trainee to learn. It permits him to

learn at the actual equipments and environment of the job. It is cheaper and

less time consuming. Supervisors have an important role in training

subordinates.

2. Off the job training

In off the job training, trainee has to leave his place of work and devote his

entire time for training purpose. During this period, the trainee does not

contribute anything to the organization. These method can be followed either

in the organization itself or the trainee may be sent away for training courses

organized by specialized institutions. These method include conference, role

playing. Special courses, sensitivity training, internship etc.

3. Vestibule training

In this, employees are taken through a short course under working

conditions that are similar to actual shop, sales or office conditions. An

 attempt is made to create working conditions which are similar to the actual

work. This training is suitable where a special coaching is required.

4. Classroom training or special courses

Classroom instruction is useful when concepts, attitudes, theories and

problem solving abilities are to be taught. It is associated more with

knowledging than skill. The most suitable method for such training is formal

lecture. The trainee take notes as an aid to learning. The lecture method can

be used for large groups. Thus, the cost per trainee is low. But the learners

may be passive.

5. Induction or orientation training

This is concerned with introducing or orientation a new employee to the

organization and its procedures, rules and regulations. A new employee

should be introduced to the work environment and the fellow employees.

6. Refresher training

This is meant for the old employees of the enterprises. Its purpose is to

acquaint the existing employees with the latest method of performing their

jobs and improve their efficiency further.

7. Apprenticeship training

Under this, both knowledge and skills in doing a job are involved. It

companies on th job training and experience with class room instructions in

particular subjects. The trainee receive wages while learning. It is very much
 prevalent in printing, building and construction and crafts like mechanics,

electronics etc,.

1.2 EMPLOYEE

Employment is a relationship between two parties, usually based on a

contract where work is paid for, where one party, which may be a corporation, for

profit, not for profit organization, co operative or other entity is the employer and

the other is the employee. Employees work in return for payment which may be in

the form of an hourly wage, by piecework or an annual salary, depending on the

type of work an employee does and / or which sector she or he is working in.

Employee in some fields or sector may receive gratuities, bonus payment or stock

options.

Employee and Employers

An employee contributes labor and expertise to an endeavor of an employer

or of a person conducting a business or under taking[PCBU] and usually hired to

perform specific duties which are packaged into a job. In a corporate context, an

employee is a person who is hired to provide service to a copmany on a regular

basis in exchange for compensation and who does not provide these services as

part of an independent business.

EMPLOYER-WORKER relationship

Employer and managerial control within an organization results at many

levels and has important implications for staff and productivity a like, with control

forming the fundamental link between desired outcomes and actual process.

Employers must balance interests such as decreasing wage constraints with a

maximization of labor productivity in order to achieve a profitable and productive

employment relationship.

Training and development

Training and development refers to the employer’s effort to equip a newly

hired employee with necessary skills to perform at the job, and to help the

employee grow within the organiztion. An appropriate level of training and

development helps to improve employee’s job satisfaction.

Remuneration

There are many ways that employees are paid, including by hourly wages,

by piecework, by yearly salary, or by gratuities. In sales jobs and real estate

positions, the employee may be paid a commission, a percentage of the value of

the goods or service that they have sold. In some fields and professions, employees

may be paid in stocks or stock options, a compensation approach that has the added

benefit, from the company’s point of view, of helping to align the interests of the

compensated individual with the performance of the company.

Employee benefits

Employee benefits are various non-wage compensation provided to

employee in addition to their wages or salaries. The benefits can included: housing,

group insurance, disability income protection, retirement benefits, daycare, tuition

reimbursement, sick leave, vacation, social security, profit sharing, funding of

education, and other specialized benefits. In some cases, such as with workers

employed in remote or isolated regions, the benefits may include meals. Employee

benefits can improve the relationship between employee and employer and lowers

staff turnover.

Organizational justice

Organizational justice is an employee’s perception and judgment of

employer’s treatment in the context of fairness or justice. The resulting actions to

influence the employee-employer relationship is also a part of organizational

justice.

Workforce organizing

Employees can organize into trade or labour unions, which represent the

work force to collectively bargain with the management of organizations about

working, and contractual conditions and services.

Ending employment

Usually, either an employee or employer may end the relationship at any

time, often subject to a certain notice period. This is referred to as at- will

employment. The contract between the two parties specifies the responsibilities of

each when ending the relationship and may include requirement such as notice

periods, service pay, and security measures. In some profession, notably teaching,

civil servants, university professors, and some orchestra jobs, some employees may

have tenure, which means that they cannot be dismissed at will. Another type of

termination is a layoff.

1.3 JOB PERFORMANCE

Job performance is the way employees perform their work. An employee’s

performance is determined during job performance reviews with an employer

taking in to account factors such as leadership skills, time management,

organizational skills, and productivity to analyze each employee on an individual

basis.

Jhon p. Campbell describes job performance as “an individual level variable, or

something a single person does.” This differentiates it from more encompassing

consructs such as organizational performance or national performance which are

higher level variables.

Features of job performance

There are several key features to campbell conceptualization of job

performance which help clarify what job performance means;

a) OUTCOMES

First, campbell defines performance as behaviour some thing done by

an employee. This concept differentiates performance from outcomes . Outcomes

result partially from an individual’s performance, but they are also the result of

other infulence.

b) ORGANIZATIONAL GOAL RELEVANCE

Another key feature of job performance is that it has to be goal

relevant. Performance must be directed toward organizational goals that are

relevant to the job or role. There fore, performance does not include activities

where effort is expended toward achieving peripheral goals.

c) MULTIDIMENSIONALITY

Despite the emphasis on defining and predicting job performance, it is

not a single united construct. There are vastly many jobs each with different

performance standards. Therefore, job performance is conceptualized as a

multidimensional construct consisting of more than one kind of behaviour.

Campbell proposed there are many factor analytical research that attempt to

capture dimensions of job performance existence across all jobs. That are: task

specific behaviours, non task specific behaviours, written or oral communication

task. An individual’s performance can also be assessed in terms of effort etc are.

TYPES OF JOB PERFORMANCE

Another way to divide to performance is in terms of task and

contextual(citizenship) and counter productive behaviours. Where as task

performance describes obligatory behaviours, contextual behaviours are behaviour

that do not fulfill specific aspects of the job’s required role.

Citizenship behaviours are defined as behaviour which contribute to the goals of

the organization through their effect on the social and psychological conditions.

Counter productive behaviours, on the other hand, are intentional actions by

employees which circumvent the aims of the organization.

 CHAPTER 3
PROFILE OF THE COMPANY
3.1 MARUTI SUZUKI INDIA LTD POPULAR VEHICLES And

SERVICES THODUPUZHA

A BRIEF PROFILE

MARUTI SUZUKI INDIA LTD is a holding company. The company is

engaged in the manufacture, purchases and sale of motor vehicles, components

and spare parts (automobiles). The other activities of the company comprise

facilitation of preened car sales, fleet management and car financing. Its

geographical segments include the domestic segment, which includes sales to

customers located in India , and the overseas segment, which includes sales to

customers located outside India.The company’s product portfolio includes

ALTO800, ALTO K10, WAGON R, CELERIO, RITS, SWIFT, DZIRE,

ERTIGA, OMINI, and GYPSY. Its service offerings include Maruti finance, True

value, Maruti Genuvine parts, Maruti Genuvine Accessories, Marutu Suzuki Auto

acr and Mruti Driving School.

MARUTI SUZUKI INDIA LTD formerly known as MARUTI UDYOG

LIMITED a subsidiary of SUZUKI MOTOR CORPORATION OF JAPAN.

3.2 ACHIEVEMENTS OF THE COMPANY

A) The company takes great pride in sharing that customers have rated Maruti

Suzuki first once again in coustomers satisfaction survey conducted by

independent body, I D Power Asia Pacific.

B) Maruti Suzuki wins Golden Peacock Eco- innovation Award.

C) Maruti Suzuki Ranks Highest in Automotive customer satisfaction in India for

9th censective year.

D) Maruti Suzuki becomes the first car company to export half a million cars.

3.3 REGISTRATION PROCESS

1. After full payment received by the dealership for car, thr dealer will invoice

the car and then set of all complete documents will be handed over to RTO

representative of the dealership to start registration process.

2. Registration process may extend due to Saturday weekly off, Govt. Holiday

and RTO system problems.

3. Allotment of special Regn. No. is not dealer’s responsibility.

4. Disclosure of true and complete information in the documents is the

customer’s responsibility.

5. Of all documents are as per requirement of RTO authority, the smart card
can be obtained in the specified time. In case any additional document is

demanded by RTO authority , it is mandatory to fulfill it. Time taken for physical

verification will totally depend upon the RTO official.

3.4 ORDER BOOKING CUM COMMITMENT CHECKLIST(OBC)

 The purpose of OBC is to ensure that all commitments given at the time of

car booking are in writing to avoid any misunderstanding in future.

 Please retain your copy of OBC with signature of the sales executive.

3.5 MARUTI GENUINE ACCESSORIES

 Maruti Genuine Accessories (MGA) offers a wide range of high quality

accessories as per your choice.

 All types of accessories available under single roof

 Maruti Suzuki brand assures

 Trust and Quality

 Reliable and defect- free product

 Extensive Range- Rich in aesthetics, feel, utility and performance

 Designed especially for your car- perfect mechanical and electrical

compatibility

 Peace of mind through excellent after sales support and widespread service

network.
3.6 EXTENDED WARRANTY

 Extended warranty gives you options for extending the standard warranty of

your car by additional 1 year or 2 years

 Peace of mind at nominal cost

3.7 FINANCE YOUR CAR IN 7 EASY STEPS

STEP 1: COLLECTION OF DOCUMENTS

You need to furnish all Documents as per the check list. All the necessary

Documents have to be submitted before the Finance Process is initiated.

STEP 2: FILE LOGIN

Your Loan application with the complete set of documents, you have

furnished will be submitted to the bank.

STEP 3: FILE VERIFICATION

An independent outsourced agency of the bank will conducted a field

verification at your residence and office and may also do tele verifications. The

agency then submits a positive or negative report directly to the bank on the basis

of your feedback. Usual cases where FI reports is negative – locked house, non

co- operation by customer, wrong information or negative area etc., as specified

by the financer.

STEP 4: APPROVAL
 After taking a positive Fir report, banker will have approval on

the basis of available documents. If any additional / co- applicant required by the

bank, it will be communicated to you.

STEP 5 : AGREEMENTS

Once approval is received, loan agreement needs to be signed. Post dated Cheques

/ECS to be submitted to the bank. ECS forms shall be verified by the banker and

security cheques have.

STEP 6: DISBURSEMENTS

The bank does final checking of approved files, agreements, cheques etc. If

everything is correct, Delivery order will be issued to dealer. In case of any

mismatch, in signature, address proof etc. Delivery order may be delayed till

rectification.

STEP7: DELIVERY OF THE CAR

Delivery of car will be done only after receipt of full amount towards the

cost of vehicle, subject to availability if model, colour, completion of registration

process etc.

3.8 MARUTI FINANCE

 Maruti finance is a tie up arrangement with top finance partners for

providing car loans to customers who intended to purchase Maruti cars.

BENEFITS OF MARUTI FINANCE

 Easy availability of car loans at Maruti Suzuki dealership

 Precise information on terms and conditions of loans being offered by

different finance partners

 Helping to choose the right finance partner based on coustomer requirements

 Transparent deals and hassle free experience.

 3.9 MARUTI SUZUKI LOYALTY PROGRAM

Maruti Suzuki Loyalty card is a unique reward program loaded with

powerful features and offers you the best services along with exciting rewards and

privileges. With this program you not only get rewarded on your spends but also

on the contribution you make towards the ever increasing sales of Maruti Suzuki.

Loyalty card is offered in two versions:

 SBI Maruti Loyalty Card

 Maruti Suzuki Auto CARD

BENEFITS OF MARUTI SUZUKI LOYALTY PROGRAM

 Get rewarded with high value Auto points whenever you refer your friends/

relatives to buy a new Maruti Suzuki car or get your car serviced at our

network just use your Maruti Suzuki Loyalty card

 Get an attractive exchange loyalty bonus of 3000 auto points when you

exchange your existing Mariti Suzuki car with a new one

3.10 IMPORTANT DOCUMENTS

The important documents are as followings::

 Money Receipts

 Involve copy

 Insurance note etc

3.11 DELIVERY PAPERS

The following are the delivery papers:

 Delivery checklist

 Feedback form etc.

3.12 OTHERS

The following are other important documents:’

 Brochure

 Price list etc.

 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

In this chapter an attempt to find out employees opinion and attitude towards

employees job performance level in the Maruti Suzuki Pvt. Ltd. Thodupuzha.

4.1 ) AGE wise classification

Table 4.1 age wise classification

AGE GROUP FREQUENCY PERCE

NT

Below 25 20 40%
26 - 35 28 56%
36 - 45 2 4%
Above 45 _ Nil
Total 50 100%

Figure 4.1 age wise classification

60%

50%

40%

30%
Series1

20%

10%

0%
1 2 3
 Table 4.2) gender wise classification

SEX FREQUENCY PERCENTAGE

Male 46 92%

Female 4 8%

Total 50 100%

Interpretation: The above table 4.1 shows that the 40% of the employees in Maruti

Suzuki were below 25 years, 56% of the respondents were belongs to the category of 26

to 35 years, 4% were 36 to 45 and none of the respondents were aged above 45 years

Figure 4.2 gender wise classification

1
2

Interpretation: The table 4.2 shows that 92% workers are male and rests 8% are female.
4.3) EDUCATIONAL QUALIFICATION

Table 4.3 education qualification

QUALIFICATION FREQUENCY PERCENTAGE

S.S.L.C 2 4%
Plus two Nil Nil
Degree 37 74%
ITI/ Diploma 7 14%
Post Graduation 4 8%
Others Nil NIl
Total 50 100%
Interpretation: It is clear from the table that 4% of workers have secondary education

level, 74% have graduation, 14% have technical education, 8% have postgraduate, plus

two and others are nil.

Figure 4.3 education qualification

80%

70%

60%

50%

40%
Series1
30%

20%

10%

0%
1 2 3 4 5
 4.4) DEPARTMENT OF WORK

Table 4.4 department of work

DEPT. OF WORK FREQUENCY PERCENTAGE

Sales 34 68%

Service 16 32%

Total 50 100%

Interpretation: The table indicate that 68% were work in sales department and rests 32%

in service department.

Figure 4.4 department of work

1
2

.
4.5) WORKING EXPERIENCE

Table 4.5 working experience

PARTICULARS FREQUENCY PERCENTAGE

Less than 1 year 7 14%
1.5 year 21 42%
5 – 10 year 17 34%
More than 15 year 5 10%
TOTAL 50 100%

Interpretation: It can be observed from the table that 14% were working less than 1

year, 42% were 1.5 year, 34% were 5 to 10 year and 10% were more than 15 years.

Figure 4.5 working experience

45%

40%

35%

30%

25%

20% Series1

15%

10%

5%

0%
1 2 3 4 5
 .

4.6) TRANING PROGRAMME

Table 4.6 training programme

PARTICULARS FREQUENCY PERCENTAGE

On the job training 50 100%

Off the job training Nil Nil

Case study Nil Nil

Class room study Nil Nil

TOTAL 50 100%

Interpretation: In Maruti Suzuki ,100% workers are conducted on the job training
programmes.
Figure 4.6 training programme

1
4.7) IMPORTANT BARRIERS

Table 4.7 important barriers

PARTICULARS FREQUENCY PERCENTAGE

Time 9 18%

Money 9 18%

Lack of interest 32 64%

Unskilled trainer Nil Nil

TOTAL 50 100%

Interpretation: From the above table it is clear that majority of the respondents
(64%) considered lack of interest as the main barrier to training.
Figure 4.7 important barriers

70%

60%

50%

40%

30% Series1

20%

10%

0%
1 2 3
4.8) NUMBER OF TRAINING PROGRMMES

Table 4.8 number of training Programme

PARTICULARS FREQUENCY PERCENTAGE

Less than 2 4 8%
2-4 17 34%
4-6 20 40%
More than 10 9 18%
TOTAL 50 100%

Interpretation: 8% of the respondents said that training programme will be

provided less than 2 in an year ,40% were 4 -6 programme ,34% 2 -4 programme

and rests 18% more than 10.

Figure 4.8 number of training programme

45%

40%

35%

30%

25%

20% Series1

15%

10%

5%

0%
1 2 3 4
4.9) CLASSIFICATION OF SKILLS

Table 4.9 classification of skills

PARTICULARS FREQUENCY PERCENTAGE

YES 49 98%

NO 1 2%

TOTAL 50 100%

Interpretation: It is clear from the table that 98% employees will increase their

skills through the training programme and rest of the respondents are 2%, and

believe that through training programme their skills will not improve.

Figure 4.9 classification of skills

1 2
4.9.1) TYPES OF SKILLS

Table 4.9.1 types of skills

PARTICULARS FREQUENCY PERCENTAGE

Soft skill 8 16%

Hard skill 42 84%

TOTAL 50 100%

Interpretation: The table 4.9.1 indicate that majority of the respondents (84%)

believe that through training their hard skill improved. But only 16% of the

respondents have the opinion that their soft skill have increased through training.

Figure 4.9.1 types of skills

1
2
4.10) MOTIVATION CLASSIFICATION

Table 4.10 motivation classification

PARTICULARS FREQUENCY PERCENTAGE

Highly motivated 17 34%

Motivated 33 66%

No change Nil Nil

De motivated Nil Nil

TOTAL 50 100%

Interpretation: It is clear from that 34% of the employees are highly motivated and 66%

are motivated after attending the training programme.

Figure 4.10 motivation classification

70%

60%

50%

40%
Series1
30%

20%

10%

0%
1 2 3
4.11) BENEFITS

Table 4.11 benefits

PARTICULARS FREQUENCY PERCENTAGE

YES 50 100%

NO Nil Nil

TOTAL 50 100%

Interpretation: 100% of the employees get benefit from the training programme .

Figure 4.11 benefits

1
2
4. 11. 1) BENEFITS FROM THE TRAINING PROGRAMME

Table 4.11.1 benefits from the training programme

PARTICULARS FREQUENCY PERCENTAGE

Job performance improved 23 46%
Acquired more skills 9 18%
Increased employee –employer 1 2%
relationship
Increased the relationship between co- 6 12%
workers
Achieved targets easily 11 22%
TOTAL 50 100%

Interpretation: 46% of the employees have increased their job performance and

least 2% shows that increased employee – employer relationship.

Figure 4.11.1 benefits from the training programme

50%
45%
40%
35%
30%
25%
Series1
20%
15%
10%
5%
0%
1 2 3 4 5
4.12) SATISFACTION LEVEL

Table 4.12 satisfaction level

PARTICULARS FREQUENCY PERCENTAGE

Highly satisfied 13 26%
Satisfied 37 74%
Neated Nil Nil
Highly dissatisfied Nil Nil
Dissatisfied Nil Nil
TOTAL 50 100%

Interpretation: The above table shows that 26% of the respondents are

highly satisfied regarding the training programmes provided by firm and 74% are

of the opinion satisfied and others are nil.

Figure 4.12 satisfaction level

80%

70%

60%

50%

40%
Series1
30%

20%

10%

0%
1 2
4.13) EXPENSE INCURRED FOR TRAINING

Table 4.13 expense incurred for training

PARTICULARS FREQUENCY PERCENTAGE

Yes 1 2%

No 49 98%

TOTAL 50 100%

Interpretation: It is clear from the table that 2% of the employees have incurred

expenses connected with the training programme and rests of 98% of the

employees have no expenses incurred connected with the training programme.

Figure 4.13 expense incurred for training

1
2
4.14) NECESIASITY OF TRAINING

Table 4.14 Necesiasity of training

PARTICULARS FREQUENCY PERCENTAGE

Yes 50 100%

No Nil Nil

TOTAL 50 100%

Interpretation: In Maruti Suzuki Ltd. 100% of workers are think that

training programme is necessary for them.

Figure 4.14 Necesiasity of training

1
2
4.15) EMPLOYEE – EMPLOYER RELATIONSHIP

Table 4.15 employer relationship

PARTICULARS FREQUENCY PERCENTAGE

Yes 50 100%

No Nil Nil

TOTAL 50 100%

Interpretation: The table shows that the 100% of the employees help to improve

employee- employer relationship.

Figure 4.15 employer relationship

120%

100%

80%

60%
Series1

40%

20%

0%
1 2
4.16) DIFFERENCE OF PERFORMANCE BETWEEN TRAINED AND

UNTRAINED EMPLOYEES

Table 4.16 difference of performance between trained and

untrained employees

PARTICULARS FREQUENCY PERCENTAGE

YES 50 100%

NO NIL NIL

TOTAL 50 100%

Interpretation : The table shows 100% of the employees said that there is

difference between trained and untrained employees.

Figure 4.16 difference of performance between trained and untrained employees

2
 CHAPTER 5.

FINDINGS, SUGGESTIOS AND CONCLUSION

5.1 FINDINGS , SUGGESTIOS AND CONCLUSION

In this chapter, an attempt is made to high light the findings of the study

Impact of training on employees job performance: A study with special reference

to Maruti Suzuki pvt. ltd.Thodupuzha. Findings have been arrived on the basis of

detailed analysis of data collected from primary sources.

There are many factors related to the job performance of an employees sex,

age, education, training programme, interest etc. Which leads to job performance,

employer- employee relationship, achievement targets easily, improve skills are

supporting of the firm which affect the job performance of the employee. On the

basis of analysis, shown fourth chapter following findings is presented.

5.1.1) FINDINGS

 The 56% workers on Marti Suzuki are the age group of 26-35, 40% the age

group of below 25, 4% are the age group of 36-45, and above 45 years are

nil.

 In Maruti Suzuki 92% workers are male and 8% workers are female.

 The analysis of qualification shows 74% workers are degree, 14% are

techanical qualification, 8% are PG and 4% workers are S.S.L.C.

 The analysis shows 68% workers are in sales department and the rest 32%

are work in service department

 42% of the employees working for 1.5 years, 34% of the employees for 5-

10 years, 14% of the employees for less than 1 year, and 10% of the

employees for working more than 15 years

 The analysis shows that most of the training programme conducted by the

firm are on the job training

 64% employees have the opinion that barriers to attended the training

programme are lack of the interest, 18% employees barrier to attend the

training programme are time and money.

 40% of the respondents will be provided training programme for 4-6 times

in an year, 34% were 2-4 times, 18% were more than 10 times and rest 8%

were less than 2 times.

 In Maruti Suzuki 98% employees would increase their skills through the

training programme

 84% respondents are of the opinion that through training their hard skills

improved and 16% are of opinion that their of skills improved

 66% employees are motivated through training after attending the training

programme and 34% of the employees are highly motivated.

 It is clear from the analysis, the 100% of the employees get benefit from the

training programme

 46% of the employees have increased their job performance, and least 2%

said that their employee- employer relationship increased

  In satisfation level, 74% of respondents are satisfied regarding the training

programme provided by the firm and 26% are highly satisfied and rest are

nil

 In expenses, it is clear from that 98% of the employees have not incurred

any expenses connected with training programme and 2% have incurred

expenses

 From the analysis, 100% of workers are think that training programme is

necessary for them.

 100% of the employees are of opinion that there is difference between

trained and untrained employees.

5.1.2) SUGGESTIONS

 The company should provide more number of training programmes in a

year.

 The company should try to take the full expenses incurred on training.

 The company should provide training programmes which help to improve

soft skills.

 The company should overcome the barriers to training like time, money,

lack of interest etc. by adopting necessary steps.

5.1.3 CONCLUSION

This dissertation is an attempt to analysis the impact of training on

employees job performance : A study with special refrence to Maruti Suzuki. The

training has an impact on workers efficiency and job performance, the study has

almost important. In the analysis section many factors relating to training like

classificationof skills, benefits from the training programme, employee- employer

relationship, difference between trained and untrained employees etc have been

considered and analyzed. In light of this analysis , a general conclusion can be

arrived at on whole, the training programme is a very effective in a firm and the

employees can be improved their job performance. Most of the employees are of

opinion that training programmes are necessary in an organization

BIBLIOGRAPHY
 BIBLIOGRAPHY

 M.M Abraham – business management

 Customers docket – Popular vehicles and services LTD.

 Business management – Sate Council of Educational Research and Training

(SCERT, Kerala)

 W.W.W. Wikipedia .com – job performance

 W.W.W. Popular v. com – Maruti Suzuki.

APPENDIX
 QUESTIONNAIRE

IMPACT OF TRAINING ON EMPLOYEES JOB PERFORMANCE:

A STUDY WITH SPECIAL REFERENCE TO MARUTHI SUZUKI

Name :

1. Age
Below 25 26-35
36-45 above 45

2. Sex : Male Female

3. Educational Qualification : S.S.L.C Plus Two Degree

ITI/ Diploma Post Graduation Others

4. Department of Work : Sales Service

5. For how long have you been working for this company?
Less than 1 year 1.5 year
5-10 years more than 15 years
6. Which type of training programmes are conducted in this company?
On the job training Off the job training
Case study class room training
7. Which are the important barriers to attend the training programme?
Time Money
Lack of interest Unskilled trainer
8. How many training programme will be provided by your firm in an year?
Less than 2 4-6
2-4 More than 10
9. Do you think training programme will increase your skills?
Yes No
If yes, which type of skills improves more
Soft skill hard skills
10. What is your level of motivation after attending the training programme?
Highly motivated Motivated
No change De motivated
11. Do you think that training programme is beneficial for you?
Yes No
If yes, what are the benefits you have got from training programme?
Job performance improved
Acquired more skills
Increased employee-employer relationship
Increased the relationship between co-workers
Achieved-targets easily
12. What is your level of satisfaction regarding the training programme provided by your
firm ?
Highly satisfied satisfied Neated
Highly dissatisfied dissatisfied
13. Do you have incurred any expenses connected with the training?
Yes No
14. Do you think that training programme is necessary for the employees?
Yes No
15. Whether the programme helps to improve employee-employer relationship?
Yes No
16. Do you feel that there is any difference between trained employee and untrained
employees
Yes No