“TRAINING AND DEVELOPMENT’’

With Reference to

UNIPARTS INDIA PRIVATE LIMITED

A Project Report submitted to Andhra University, Visakhapatnam

In Partial fulfillment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

KARRI JYOTHI

(Regd.No: 117228802046)
Under the Esteemed guidance of

Dr. D. VIJAYA LAKSHMI

Asst. Professor

Department of Management Studies

Dr. LANKAPALLI BULLAYYA PG COLLEGE
Affiliated to the Andhra University
Visakhapatnam-530013
(2017-2019)

1
 DECLARATION

I hereby declare that the project work entitled “TRAINING AND

DEVELOPMENT” in UNIPARTS INDIA PRIVATE LIMITED”, is a bonafide
work done by me for the award of the degree of “Master of Business Administration”
(MBA), from Andhra University, done under the guidance of Dr.D.VIJAYA
LAKSHMI, Assistant Professor, Department of Management Studies, during the
academic years 2017–2019 and has not been submitted to any other University or
Institution for the award of any Degree or Diploma.

Place: Visakhapatnam K. JYOTHI

Date: Regd. No: 117228802046

 CERTIFICATE

This is to certify that the project report entitled “TRAINING AND

DEVELOPMENT” in “UNIPARTS INDIA PRIVATE LIMITED”, is a bonafide

work done by K.JYOTHI, a student of MBA, Department of Management Studies,

Dr.Lankapalli Bullayya P.G.College, Visakhapatnam, for the award of the degree of

“Master of Business Administration” (MBA), from Andhra University, done under my

guidance, during the academic years 2017–2019.

Date: Dr. D. VIJAYA LAKSHMI

Place: Visakhapatnam Asst. professor
Dept. of Management Studies

Dr. Lankapalli Bullayya PG College

Smt.R.ANJANA
Head of Dept. of Management Studies
Dr. Lankapalli Bullayya PG College
Visakhapatnam
 ACKNOWLEDGEMENT

It is of great pleasure to take the opportunity to acknowledge and express my

gratitude to all those who helped me throughout my project work.

First and foremost, I am thankful to Prof. K V S PATNAIK, Director Research

Studies, Dr. Lankapalli Bullayya PG College, for giving me permission for taking up
my project work.

I am thankful to Prof. G S K CHAKRAVARTY, Dean, PG of Dr. Lankapalli Bullayya

P.G. College, for giving me permission for taking up my project work.

I would also thank Dr. R.V.H.SRIKANTH, Asst. Dean, PG of Dr. Lankapalli

Bullayya P.G. College, for encouraging me to take up this project.

I also thank Smt. R. ANJANA, Head of the Department, Department of

Management Studies, Dr. Lankapalli Bullayya P.G. College, for giving me the
opportunity to take up the project work and helping me out throughout.

I would also like to thank Dr.D.VIJAYA LAKSHMI, Asst Professor,

Department of Management Studies, for her valuable guidance and support for the
completion of my project work.

I would like to express my sincere gratitude to the management and staff of

“UNIPARTS INDIA PRIVATE LIMITED” for giving me permission to do my
project work in their organization and helping me meticulously in all the aspects of my
project work.

Finally I would also like to thank all my staff members in the Department of
Management Studies, Dr. Lankapalli Bullayya P.G. College, for their enduring support
throughout my MBA Program.
 CHAPTERIZATION

Chapter 1:
 Introduction
 Need for the study

 Objectives of the study

 Scope of the study
 Importance of the study
 Limitations
 Chapterization
Chapter 2:
 Industry profile
 Company Profile
Chapter 3:
 Theoretical framework of Training and Development
Chapter 4:
 Training and Development at Unipart’s India Limited
Chapter 5:
 Data analysis and Interpretation.

Chapter 6:
 Summary
 Findings
 Suggestions
 CONCLUSION
Annexure
Questionnaire
Bibliography
CHAPTER-1
INTRODUCTION
 INTRODUCTION

Human Resource Development in organizational context is a process of which

the employees of an organization are helped in a continuous and planned way to:
Acquire or sharpen capabilities require or sharpen capabilities required to perform
various functions associated with their present or expected future roles.

The subject of the present study’ Training and Development” is an integral part
of Human Resource Development [HRD]. The word “Resource” refers to the
productive power of natural goods. Human Resource is, therefore the productive power
in human beings. Unlike the material resources, human resources are the particulars as
also the beneficiaries of economic development process. Human Resource
Development has gained increasing attention in last decade from Human Resource
and
Specialist, Training Development Professionals, Chief Executives and Line
Managers. Many dimensions of human resource development have been integrated into
Research, Training Organizational Design and Change.

Training and Development programmes are considered to be one of the important

aspects of organization development. It is an act of increasing the knowledge and skill
of employee for doing a particular job. For learning to be effective individuals and
organization must acquire relevant training capabilities and successfully apply them to
the actual work situation. In modern industrialized economy the training has become a
major activity in any working organization. Today the organization seeks the latest
means and methods by which they could develop their through training.

Training programmes are necessary in any organization for improving the

quality of work of employees at all levels particularly in a world of fast changing
technology, changing values and environment. There has been growing need to find
ways to determine the efficiency and effectiveness of such training programmes both in
terms or organization and training institution.

Training is a practical and vital necessity, for; it enables employees to develop

and rise within the organization and increase their “Market Value, Earning Power and
Job Security”. In training the focus is on learning by an individual the new ways of
doing things. Hence training is organized on the needs of the people, the projects and
the programmes and therefore is performances oriented.

The purpose of the training is to help meet company objectives by providing

opportunities for employees at all organization levels to acquire the requisite
knowledge, skill and attitudes, further training should be conducted in the actual job
environment to the maximum possible extent.

NEED FOR THE STUDY

After employees have been selected for various positions in an organization,

training them for the specific tasks to which they have been assigned assumes great
importance. In many organizations that before an employee fitted into a harmonious
working relationship with other employs, he is given adequate training. Training is the
act of increasing the knowledge and skills of an employee for performing a particular
job. Training enables an employee to do his present job more efficiently and prepare
himself for a higher level job. In order to survive in this competitive area, the
organizations have to focus on improving its performance. Towards this end the
organizations are running training and development programs on a regular basis.
The nature of the job is constantly changing due to changes in environment,
technology, organizational goals and strategies. It has become a challenging task for
organizations in public, private, joint and cooperative sectors to cope up with growing
competition due to on slot of globalization.
Unipart’s Group is the Largest Producer of 3-Point Linkage Systems for
agricultural machinery globally. Products portfolio includes 3-Point Linkage System,
Fabrications and Assemblies, Machined Components, Forgings and Castings. The
Group started supplying to International OEMs in 1996.It is validated by OEMs like
John Deere, Mahindra & Mahindra, CNH, Kubota, and Yammer. The Group has
strategically placed manufacturing bases in India and their main markets in Europe and
the USA which service the global agricultural market.
Thus there is a felt need to study the Training and Development Programs
at Unipart’s India pvt.ltd.
 SCOPE OF THE STUDY

The scope of the study is limited to the employees UNIPART’s India

Private ltd. It also focuses on training, development programs, training programmed,
and training evaluation and also includes all other human resource activities conducted
before and after training.
The scope of the project is UNIPART’s India Private ltd, in Vizag. The
scope of the project is for all employees working in UNIPART’s India Private ltd.
Upto the level of A.E (Area executive). The development of any organization depends
on the employees for organizational productivity training and development assumes
great significance.

OBJECTIVES OF STUDY

The main objectives of the study on Training and Development in Unipart’s

India limited are as follows:

1. To review the HR Department activities at’ Unipart’s India limited with a focus
on training and development.

2. To understand the system of Training and Development process at Unipart’s

India limited.

3. To analyze & examine the employees perception towards training.

4. The employees strongly agree that management use new technologies for
training the employee and very few employees disagree for this statement.

5. To offer useful suggestions for improving the Training and Development

Programs at Unipart’s India limited
 METHODOLOGY

The methodology intends to explain the sequence of research process under taken in
“Unipart’s India ltd” Visakhapatnam.

DATA COLLECTION:
Primary data:
The data from members is collected by administration of the questionnaire
and also by the personal interviews. The process of data collection from the
respondents is done very smoothly without any resistance from the employees of
“Unipart’s India ltd”.
Secondary data:
The secondary data for the study like different statistics (financial and non-
financial) related aspects from the records, manuals and annual reports of “UNIPART’s
India ltd”.

Preparation of the questionnaire:

From the above objectives the investigator prepared a questionnaire with the
help of the guides. So the questionnaire is aimed at the collecting information from the
various members of various departments and trades of “Unipart’s India ltd”.

Sample size:
Administrations of the questionnaire for huge member of employees are
difficult so the investigator opted random sampling method in order to conduct study.
The actual size of the samples was 110.

Date Analysis Techniques:

 The data is analyzed through sample analysis technique. The data tool is
percentage method
 Percentage method is used in making comparison between two or more criteria.
This method is used to describe relationship.
  Percentage of Respondents = No. of Respondents / total no of Respondents X
100

LIMITATIONS OF THE STUDY

o Detailed study is not possible due to the lack of time.

o The population of the study was limited.
o Cooperation from employees is less.
o Vizag unit of Unipart’s started last year so limited people got training and others
are having their on-job training this year.
o Little information is made available to make the study.
o Employees were not willing to fill questionnaire.

CHAPTERIZATION
Chapter 1:
Gives the introduction to the study which briefly describes about the
training and development, need for the study and objectives of the study apart
from this the methodology and limitations of the study are also discussed.

Chapter 2:
The second chapter deals with the profiles which focus on UNIPART’s
India’s Private ltd.

Chapter 3:
The third chapter deals with the theoretical frame work of Training and
Development.

Chapter 4:
The fourth chapter deals with the Training and development in UNIPART’s
India’s Private ltd.
Chapter 5:
The fifth chapter deals with data analysis and interpretation.
Chapter 6:
 The sixth chapter summarizes the entire study, findings and suggestions
are also presented in the same chapter.

CHAPTER-2
INDUSTRY PROFILE
PROFILE OF UNIPARTS INDIA LIMITED
 INDUSTRY PROFILE

Auto Component Industry in India:

The Indian auto component industry is one of world’s sunrise industries with
tremendous growth prospects. From a low-key supplier providing components to the
domestic market alone, the industry has emerged as one of the key auto components
centers in Asia and is today seen as a significant player in the global automotive supply
chain. India is now a supplier of a range of high-value and critical automobile
components to global auto makers such as General Motors, Toyota, Ford and
Volkswagen, amongst others.
As per an Automotive Component Manufacturers Association of India (ACMA)
report, the turnover of the auto component industry was estimated at over US$ 19.1
billion in 2008-09. The industry’s turnover is likely to touch US$ 40 billion by 2015-
16. The potential compounded annual growth rate (CAGR) of the auto component
industry is estimated to be 11 per cent in the period 2008-15. Exports from the auto
component industry is estimated to be worth US $ 3.8 billion in 2008-09, recording a
rise of 8 per cent over the previous fiscal, according to an ACMA report.
North America accounted for 22 per cent of India’s auto components exports in
2007-08, followed by Asia at 15 per cent. The industry has witnessed a shift in the
composition of exports over the years, with the original equipment manufacturer
(OEM/TIER 1) segment accounting to 80 per cent of exports in 2008. The share of
aftermarket segment in auto component exports stood at 20 per cent in the same year.
Investments in the auto component industry are estimated at US$ 7.7 billion in 208-09,
according to ACMA.

Destination India:
According to the Investment Commission of India, India is among the most
competitive manufacturers of auto components in the world. India is also becoming a
global hub for research and development centres in India. Many international auto-
component majors including Delphi, Visteon, Bosch and Meritor have set up operations
in India. Auto manufacturers including GM, Ford, Toyota, etc. as well as auto
component manufacturers have set up International Purchasing Officers (IPOs) in India
to source for their global operations.
Having established itself as a leading trade fair in Germany, the USA and China,
Automotive Testing Expo India 2010, held at HITEX Exhibition Centre in Hyderabad,
was hailed a success by exhibitors and visitors alike.

Foreign Investments:
 German automotive components company, Wellstone& Schneider, has
established its Indian presence by signing a joint venture (JV) agreement with
Thane-based Meenam Products and Mumbai-based Deshmukh Rubber Works
Pvt. Ltd.
 The world’s largest automotive component manufacturer, Bosch, plans to invest
USS 433.5 million in India over the next three years. “India will be an
important market for the company in the immediate future”, said Bernd Bohr,
Chairman of the Stuttgart-based Bosch Automotive Group.
 Japanese tyre-maker Bridgestone Corporation plans to invest about US $ 36.7
million in its Indore manufacturing unit to produce new truck and bus radial
products.
 Ford India inaugurated its facility at its Chennai plant meant to be turner into
‘Ford’s global low displacement engines’ hub. The facility will produce both
petrol and diesel engines. The engines that will be produced initially will go
into Ford’s small car–– the Fig. As Ford India’s investment program me of US$
500 million is about 90 per cent complete.

Domestic Investments:

The market is so large and diverse that a large number of players can be absorbed to
accommodate buyer needs. The sector not only has global players looking to invest
and expand but leading domestic component companies are also pumping in huge sums
into expanding operations.
  Tyre manufacturer, Apollo Tyres Ltd, is set to make Chennai its manufacturing
and research and development (R&D) hub and is establishing a US$ 433.6
million manufacturing facility, which is likely to see an additional investment of
US$ 130.09 million.

 The Tamil Nadu Government has cleared the proposal of tyre manufacturer, JK
Tyre & Industries Ltd. For setting up a new production facility in the state,
which would attract around US$ 346 million in investment.

Some other Investments Include:

 Kolkata-based Pawan Kumar Ruia Group has acquired a 60 per cent stake in
Germany’s Henniges Automotive Grefrath GmbH, a supplier of automotive
sealing systems to leading carmarks.
 Germaan car giant BMW, which currently sources components like gears,
castings and assembly parts from India, predominantly for its motorcycles, is
looking to expand the sourcing to cars in the next two years through its
purchasing office in the country.

Policy Initiatives:
The government has taken many initiatives to promote foreign direct investment
(FDI) in the industry.
 Automatic approval for foreign equity investment up to 100 per cent of
manufacture of automobiles and components is permitted.
 The automobile industry is delicensed.
 Import of components is freely allowed.
The Government has envisaged the Automotive Mission Plan 2016 to promote growth
in the sector. It targets to
 Increase turnover to US$ 145 billion by 2016.
 Increase export revenue to US$ 35 billion by 2016.
 Provide employment to additional 25 million people by 2016.
The automotive sector is expected to contribute 10 per cent of the country’s
GDP by 2016.
Looking Ahead:
According to ACMA:
 Auto-Component Sector needs US $ 1.5 billion of new investments every year
for next 8 years.
 Overseas auto-component manufacturers, especially small and medium
enterprises (SMEs) should invest more in capacity enhancements and
Greenfield manufacturing in India – to meet growing domestic demand for
auto-components.
 Investments in Auto-IT sector is a high potential area.
 To encourage new wave of partnerships at the Tier 2/3 level covering the entire
automotive supply chain to address not only product technology, but also
“Process Technology”.
The Automotive Component Manufacturers Association of India (ACMA) is
that lag agency for the Indian Auto Component Industry.
Its active involvement in trade promotion, technology up-gradation, quality
enhancement and collection and dissemination of information has made it a vital
catalyst for this industry’s development. Its other activities include participation in
international trade fairs, sending trade delegations overseas and bringing out
publications on various subjects related to the automotive industry.
ACMA is represented on a number of panels, committees and councils of the
Government of India through which it helps in the formulation of policies pertaining to
the Indian Automotive Industry.
For exchange of information and especially for co-operation in trade matters, ACMA
has signed Memoranda of Understanding with its counterparts in USA, Canada, UK,
France, Italy, Spain, Japan, South Korea, Malaysia, Uzbekistan, Pakistan, Australia,
Egypt, Iran, Tunisia, and South Africa. Thailand & Scandinavia.
ACMA represents over 479 companies, whose production forms a majority of
the total auto component output in the organized sector. In the domestic market, they
supply components to vehicle manufacturers, Tier-1 suppliers, to state transport
undertakings, defense establishments, and railways and even to the replacement market.
A variety of components are being exported to OEMs and after markets worldwide.
The industry has been exporting around 15% of its output and growing at the
rate of 30%. In the year 2003-04, industry has exported US$ 1 billion versus US $ 760
million in year 2002-2003. Principal export items include replacement parts, tractor
parts, tractor parts, motorcycle parts, piston rings, gaskets, engine valves, fuel pump
nozzles, fuel injection parts, filter and filter elements, radiators, gears, leaf springs,
brake assemblies & bearings, clutch facings, head lamps, auto bulbs and halogen bulbs,
spark plugs and body parts.
Some Interesting facts:
Indian Auto Industry is the
 Largest Three Wheeler Market in the World
 Second largest Two Wheeler Market in the World.
 Fourth largest Passenger Vehicle Market in Asia.
 Fourth largest Tractor Market in the World.

The Future Growth Drivers:

 Higher GDP Growth
 India’s huge geographic spread – Mass Transport System
 Increasing Road Development.
 Increasing disposable Income with the service sector
 Cheaper (declining interest rates) & easier finance Schemes
 Replacement of aging four wheelers
 Graduating from two wheelers to four wheelers
 Increasing dispensable income of rural agriculture sector
 Growing Concept of Second Vehicle in Urban
 PROFILE OF UNIPARTS INDIA LIMITED

With this partnership Unipart’s Olsen is able to provide best possible solutions
in a very competitive global market.
Unipart’s USA:
Unipart’s USA Ltd. is a 28,000 sq.ft. Logistical Hub located in Augusta,
Georgia. It was established to provide full logistical solutions to its customer base in
the United States of America. The Unit can expand to 100,000 sq.ft. In the future and
become another Manufacturing location for the Group.

HISTORY OF COMPANY:
 Founded by the Soni’s and becames a supplier to the “After Market” in the US.
1984.
 Entered the European After Market 1990
 Entered the European OEM market as a Tier II supplier 1996.
 Commenced sales to OEMs in India as a Tier I supplier 2000.
 Commenced sales to OEMs in USA as a Tier I supplier 2002.
 *Commenced manufacturing products for the pmp vertical in India 2006
 Started manufacturing hydraulic cylinder components in one of the Noida
facilities 2007
 Commenced sales to OEMs in Japan as a Tier I supplier.
Inauguration Unipart’s India – Vizag Operation 2009.
 Start up of Unipart’s India gmbh,germany operation 2010
 Consolidated production of hydraulic cylinders in India 2012
 Enhanced the manufacturing capacity of SKG unit at Ludhiana by taking
additional space in 2017

MARKETS:
AGRICULTURE:
 Unipart’s Group is the Largest Producer of 3-Point Linkage Systems for
agricultural machinery globally.
  Products portfolio includes 3-Point Linkage System, Fabrications and
Assemblies, Machined Components, Forgings and Castings.
 The Group started supplying to International OEMs in 1996.
 It is validated by OEMs like John Deere, Mahindra & Mahindra, CNH, Kubota,
and Yammer.
 The Group has strategically placed manufacturing bases in India and their main
markets in Europe and the USA which service the global agricultural market.

CONSTRUCTION:
 Unipart’s Group is a major supplier for precision machined parts to the
automobile equipment market and in particular to the construction market.
 The market is serviced with manufacturing capabilities in North America as
well as India.
 Unipart’s Olsen Inc. located at Eldridge (lowa) is servicing the market and has
demonstrated more than 15 years excellent and so far unmatched track record in
terms of delivery, quality and customer focus.
 Approved supplier by global OEMs like Bobcat, John Deere, GEHL, and CNH.
 Unipart’s Olsen Inc. demonstrated and added significant value to our customer
with the successful integration of our India operations and had leveraged the
cost advantages but also the significant wider product range available from the
Unipart’s Group.

HYDRAULIC:
 Unipart’s Group entered the hydraulic space in 2007 and has manufacturing
capability of hydraulic systems in Holland and cylinders and hoses
manufacturing capability in India.
 Based on the in house engineering capability customized solutions and a wide
range of standard solutions are available for various mobile applications.
 The manufacturing base in Holland and India allows Uniparts Group to provide
different supply chain models based on technology, size and volume. With our
global footprint we can provide best cost local support in all our main markets.
 AFTERMARKET:
 Largest supplier to the EU and US markets by volume and value
 Long years of relationship with leading distributors in US and EU
 Over 150,000 sq.ft. Area across three manufacturing facilities.
 Primary manufacturing location, Gripwel Fasteners is located at Noida, UP.
 The product ranges from 3-point linkage parts and machined forgings and
fabrications used for various agricultural applications.
 The service includes customized packaging and labeling
.
COMPETENCIES:

FORGING:
The forging division of the Unipart’s Group in India is equipped with state-of-
the-art equipment to ensure world-class standards. The Group has the capacity to forge
1000 tons per month.
The forging facility is highly flexible, especially the fully integrated 3-D CAD
& CAM application for product and tool design. The facility is linked to the tool room
and 3 machining centers for high speed cutting of dies. This provides the company the
inherent advantage to meet the varying needs of the clients and to optimize the whole
cycle from product design to product supply.

MACHINING:
The Unipart’s Group is equipped with a wide variety of CNC and Conventional
Machining equipment present in all of its locations. The state-of-the-art machinery for
all processes includes:
 CNC Turning, Milling, Tapping, Drilling
 Thread Rolling up to 65 ton capacity
 Center less, cylindrical and inner grinding, Broaching, Hobbing, Spline Milling.

FABRICATIONS:
 The Unipart’s Group is intensively involved with Fabrications for various
agricultural and construction application, contributing to a significant share of the
Groups product portfolio. 3 point linkage and hitch applications are the single largest
application the group is servicing with fabrications. The technology deployed ranges
from laser to gas cutting facility, punching, bending and welding. The group has the
competencies to conduct Robot Welding, Flash But, and MIG Welding including
numerically controlled SMP’s. The team of engineers and technicians design and
develop quality products and processes to meet today’s and future requirements.
The Technology used Includes:
o 30 welding robo’s
o Range of presses for bending and punching
o 4, 4kW laser cutting unit
o Range of shot blasting equipment.
Subsequently to the assembly process the group has various surface finishing
processes available and has the ability to provide a end to end solution with a robust
and experienced logistics support function in all its major markets.

HEAT TREATMENT:
Heat treatment is a key process and the Unipart’s group has a large variety of
in-house heat treatment processes available.
o Normalizing
o Induction and furnace based annealing
o Induction hardening
o Case carburizing.
Equipment / Capacity:
o 600 tons/month Seal Quench Furnace
o 450 tons/month pit type furnaces
o 30,000 pieces/month induction hardening (single and multi spindle units)
The equipment is operated by experienced work force and backed up by
laboratories and material experts to conduct all required tests. The assessment &
validation of our suppliers for raw materials is an integral process to ensure that
material and product specifications

SURFACE FINISH:
 The Unipart’s Group is a predominant supplier to the OEM manufactures of
agricultural and construction equipment. In the last few years the group has added
significant value to their customers by investing into various surface finishing
technologies, matching with international environmental protection standards. The
group has built considerable expertise in the surface finish department and has built
redundancies by having similar processes established at multiple locations.
o Phosphate and pre treatment processes.
o CED coating.
o Wet primer of various shades and grades.
o Wet finish top coat of various shades.
o Power Coating of various shades.
o Galvanizing – trivalent acid and alkaline based plating.

LOGISTICS:
“Global network with local strength is the focus of its logistics services.”
Unipart’s Group has established logistical hubs in all main markets around the world.
It has the potential for direct supplies to the dealers. The group has specially designed
modular systems for storage and movement of semi-finished and finished parts for
efficient logistical control. Local stocking facility is available to cater to the needs of
the clients at anytime. Returnable crates ensure convenient and economic dispatch of
the products to the clients. Amicable after sales services ensure long term relationships
with the clients, it has also enabled the company to work as.
Unipart’s group also has the competence of labeling and customized packaging
and to supply sub assembled assemblies by integrating 3rd party components into an
assembly.

QUALITY & TESTING:

The highest level of quality standards is maintained in all the processes and
procedures. Utmost importance is given on maintaining the optimum level of quality at
all levels from raw material testing, patrol and stage inspection to final inspection. The
latest machineries are used in all the processes. In-house facilities have enabled it to
maintain quality standards in all the processes. Total quality is achieved through
implementation of Quality Management Systems. State of the art testing and
measuring equipments ensure perfect quality of all the products. All the components
are first stimulated on computers to ensure accuracy. Technologies like microscopes,
image analyzer, hardness tester, surface roughness tester are used for ensuring the
perfection and precision of our products.

DESIGN & VALIDATION:

The Unipart’s Group is equipped with modern equipment for product and tool
design. The most up to date software’s are used to complement the equipment. Its
APQP process has led to the development of a wide range of innovative products
catering to the diverse needs of the clients. The Group designs the products after
critically analyzing the requirements of the clients. The specifications are developed as
per the demands supported with analyzing techniques like finite element. The group
offers design and process solutions fully utilizing the potential of local cost advantages
and is able to provide best cost solutions.
PRODUCTS:
o Precision Machined Parts
o 3-Point Linkage
o Fabrications & Assemblies
o Hydraulic cylinders & System

HISTORY:

1984:
Founded by the Sony’s and became a supplier to the "After Market" in the US.

1990:
Entered the European After Market.

1996:
Entered the European OEM market as a Tier II supplier

2000:
Commenced sales to OEMs in India as a Tier I supplier
2002:
Commenced sales to OEMs in USA as a Tier I supplier.

2005:
Commenced sales to OEMs in Japan as a Tier I supplier.

Partnered with Olsen Eng. and launched Unlink (now Gripwel Fasteners).
Supplies to US OEM from warehouse.

2007:
Entered hydraulic space in Europe through a production facility in Netherlands

 Inauguration of own US warehouse in Augusta (GA).

 Acquisition of balance stake Olsen Eng.
 1Tier I supplies from Unipart’s Kavee BV to European OEM's.
 Groundbreaking Vishakhapatnam (VIZAG).

2009:
Inauguration Uniparts India - Vizag Operation.

2010:
Startup of Unipart’s India GmbH, Germany Operation.

2012:
Consolidated production of hydraulic cylinders in India

2013:
Sold our entire equity interest in kavee.with effect from April 1, 2012,to kramp.

2017:
Added additional warehousing,distribution and office space in noida
Added TSC as a customer in the after market segment in 2017
Enhanced the manufacturing capacity of SKG unit at Ludhiana by taking
Additional space in 2017

Vision &Mission
Vision:
Become a significant global business and supply partner of core systems to the off-
highway market with a significant market presence in agricultural and construction
market.
Grow markets with innovative solutions & products and create value for all stake
holders by providing high quality engineered solutions to our customers.
Promote a culture where individual and team performance and good corporate
governance are the underlying platform to achieve our goals.
To be a World Class Energy Company known for caring and delighting the customers
with high quality products and innovative services across domestic and international
markets with aggressive growth and delivering superior financial performance. The
Company will be a model of excellence in meeting social commitment, environment,
health and safety norms and in employee welfare and relations.

Mission:

"UNIPARTS along with its joint ventures will be a fully integrated company in the
hydrocarbons sector of exploration and production, refining and marketing; focusing on
enhancement of productivity, quality and profitability; caring for customers and
employees; caring for environment protection and cultural heritage. It will also attain
scale dimensions by diversifying into other energy related fields and by taking up
transnational operations."

Strategy:
Organic Growth through horizontal extension with existing customers by adding in new
capabilities to address size ranges of existing products higher than current capabilities.
Organic Growth via addition of new customers for existing product range.
Inorganic growth via acquisition of new technologies to create synergies and to provide
global service to customers.
Enhance design and R&D competence to become an "engineered solution provider" for
Global OEMs with off shore engineering & testing capability
Leverage multi-location synergies with the goal of a risk free global supply chain
solution for customers.

SWOT ANALYSIS

Analyzing the Strengths, Weakness, Opportunities and Threats of the corporation:-

STRENGTHS:

 Profit making

 Adequate supply

 Technically strong management

 Qualified employees

 Capital market for petroleum product

 Ability to adopt high technology

 Adequate captive power generation

 Highly experienced and qualified employee

WEAKNESS:

 Research and Development being expensive and a long run programmer

purchasing of technology is more feasible and preferable.

 Handling of different types of crude mix there by landing to sub optimal

changes frequently in operations.

 Lack of infrastructure facilities in and take up emerging maintaining jobs.

OPPORTUNITIES:
  Scope for further expansion and diversification possible by incurring one-fourth
(1/4th) of expenditure.

 Availability of highly qualified, skilled and experience employees

 Increasing sustained demand of petroleum products

 High demand for by products and petrochemicals feed stocks.

THREATS:

 Growing industrial relations.

 Concern about Environmental problems. Keeping in view increasing awareness

among the public and publicizing of environmental problems.

 To generate sufficient internal resources for financing partly or wholly

expenditure on new Capital Projects.

 To develop long term corporate plan to provide adequate growth of the

activities and operations.

DIRECTORS:

Kirpal Singh Soni

Chairman of Unipart’s India Limited, First Generation entrepreneur and Former
Chairman of the Engineering Export Promotion Council of India. Ran his own business
for over 40 years and he is with the Group in a Non-Executive capacity.

Paramjit Soni
Vice Chairman - Uniparts India Limited & President - Uniparts USA Limited
Commerce Graduate from Sriram College of Commerce has been in business for over
25 years. Has Group responsibility for the OEM business, Inorganic Growth strategy
and New Initiatives.

Gurdeep Soni
Managing Director of Uniparts India Limited
Engineer MBA from BITS Pilani, has been in business for over 25 years. Has Group
responsibility for After Market business and Finance and Treasury functions.

shish Kumar
Nominee Director of Pine Bridge Investments
Engineer from IIT Delhi and MBA from IIM Ahmedabad. He has been nominated by
Pine Bridge Investments to sit on the Board of The Group.

Herbert Coenen
Director-Business Development
Engineer from University of Applied Science in Cologne has over 25 years of
experience in the international Off-Highway market. He started his career with a
multinational engineering company and supplier for automotive and Off-Highway
systems and joined the Uniparts Group in 2005. He is a known capacity in the
Agriculture Industry and gained experience in the Indian industry since 1995.

Biru Gupta
Chief Information Officer - Uniparts India
Biru has over 20 years of experience in the field of IT Technical Support/ Training. He
has joined Uniparts group as Chief Information Officer in 2008. He has a Bachelor in
Electronics & Communication from Delhi University in year 1988 and a PG Diploma
in Management from XLRI Jamshedpur in year 2007. He has previously worked for HP
& Sun Micro Systems.

Deepak Tandon
VP - International Trade
Deepak has over 27 years of experience in the manufacturing sector and has
diversified exposure to international sourcing. He is responsible for sourcing,
purchases, material management and inventory planning for all of the Group's
companies. He holds an Economics Graduate degree from SRCC in 1982.
Deepak has previously had 23 years of entrepreneurial experience when he was
managing his own business.

Dennis DeDecker
President and CFO - Unipart’s Olsen Inc. (UOI)
Dennis F. DeDecker has worked in the manufacturing industry for the last 30 years,
joining UOI as Chief Financial Officer in 1998. He began a dual role as President and
CFO in 2009. Dennis was previously employed as Vice President of Finance and
Interim CFO for KONE Corporation, formerly Montgomery Elevator. He is responsible
for all operational activities at UOI as well as North American finance activities.
Dennis earned his Certified Public Accountant certification and holds BAs in
Accounting and Business Administration from Augustana College. Dennis currently
serves on the Board of Directors for KONE Credit Union holding the position for the
past 26 years.

Jaswinder Singh Bhogal

Regional Head - Ludhiana (Uniparts India)
Jaswinder has over 12 years of experience in Manufacturing, Product Development,
and Marketing. He is responsible for heading the Ludhiana Region. He has a MBA
from Newport University- USA, CPIS from APTECH. He was previously heading an
Export House for Automotive Components and Bicycle parts.

Lester Lawrence
COO - Uniparts USA
Lester has over 35 years of experience in the Manufacturing Industry. He joined the
Group in 2005 and is responsible for handling all operations in Uniparts USA -
Augusta. Lester has previously worked with Sauer Danfoss for 28 years.

Nana Rau
Regional Head - VIZAG (Uniparts India)
Nana Rau is a Mechanical Engineer from NIT Jaipur and pursued his Post Graduate
Diploma in Business Management from IMM, Calcutta. He has over 30 years of
experience in automotive and supply chain business. During his 30 years of career, he
managed all critical functions of the organization covering both technical and
commercial aspects of the business. Prior to joining Unipart’s, he worked with
Hindustan Motors for 22 years and TVS for over 8 years managing various overseas
business units. He is responsible for the VIZAG Operations.

Rajiv Puri
Regional Head - NOIDA (Unipart’s India)
Rajiv has over 28 years of experience in Sales and Marketing in the automobile and
agricultural machinery industry. He has a Post graduate degree in Engineering and
Management Studies from BITS Pilani 1978. Rajiv has previously worked at TELCO
Motors for 15 years and with CLAAS India for 4 years.

Sanjay Verma
Chief People OfficerSanjay has over 27 years of experience in Human Resource. He
has joined the Uniparts Group as Chief People Officer in 2012 and is responsible for
the Human Capital as Corporate Head-HR/People related processes & Organizational
Development. He has Masters in Human Resource & a Law Graduate.
Sanjay has previously worked in leadership positions in Manufacturing, EPC,
Engineering & Infrastructure sectors in companies like, Foseco India (a British MNC),
Usha Marti, Varroc Auto Components, CH2M Hill ( a American MNC) , SPML Infra
Ltd, Sulzon Global Manufacturing and a long association with Larsen & Toubro.

Sanjiv Kashyap
CFO - Unipart’s India
Sanjiv has over 22 years of experience in Finance and Accounting. He has joined the
Unipart’s Group as Chief Financial Officer in 2012 and is responsible & Accountable
for overall leadership of the Finance & Accounts and Company Secretarial functions
for the entire India Operations. He has a Post Graduate Degree in Finance and also has
Chartered Accountant & Company Secretary Degree. Sanjiv has previously worked
with reputed industries in different sectors viz Halonix, Whirlpool, Lemnis Lighting,
Lear Corporation, and LM Thapar Group.

Satya Narayan J
 COO - Uniparts India GmbH
Satya joined Uniparts group in August 2011 as the Chief Operating Officer of Uniparts
India GmbH at Hennef, Germany and has worked in the Automotive Manufacturing
Industry for the last 18 years.Satya has previously worked for Robert Bosch Limited
and MothersonSumi in various functional roles at India and overseas Locations. He is
well versed with German language and has contributed in international business
development with OEM's in Europe. He is a Bachelor in Industrial Engineering &
Production from Bangalore University.

GLOBAL PRESANCE

 Unipart’s India

 Unipart’s India GmbH

 Unipart’s Olsen Inc.

 Unipart’s USA Limited

 Gripwel fasteners private limited

Unipart’s India
Unipart’s India has its Registered Office in New Delhi and manufacturing
locations in Noida, Ludhiana & Vishakhapatnam. The total work strength is over
3800 people and manufacturing space is over 45,000 Sq/M.
Unipart’s India is the largest manufacturer and supplier of 3-point linkage
solutions to the Indian market. Exports from Unipart’s India contribute to over
50% of the Groups revenues.

MANPOWER PARTICULARS:
The manpower in the organization is of different categories and cadres. In UNIPARTS,
the manpower is broadly divided into managerial and non-managerial categories. The
employees in the non-marketing categories are represented by RW, which means
Refinery Workers.

Statement showing women employees as on March 31, 2017

GROUP TOTAL NO.OF NO.OF % OF

WOMEN WOMEN
EMPLOYEES EMPLOYEES EMPLOYEES
A 672 134 20%
B* - - -
C 408 49 12%
D 120 - -
TOTAL 1200 183 32%

*UNIPARTS has no posts classified under group ‘B’ as the entry in non-management
grades has been re-classified in group ‘C’ effective 1.1.1994
CHAPTER-3
THEORETICAL FRAMEWORK OF TRAINING AND
DEVELOPMENT
 THEORETICAL FRAMEWORK OF TRAINING AND
DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and

learning or behavioral change takes place in structured format. Every organization
needs to have well-trained and experienced persons to perform the activities that have
to be done. Once a job applicant is selected for an organization he must be considered
as one of the members of its organization and all the necessary facilities to develop, the
future career and the training to be provided for him.
“Training is essential because technology is developing continuously
and at a fast rate. A good-training sub-system would help greatly in monitoring the
directions in which employees should develop in the best interest of the organization.
Also it ensures that employees develop in directions connect with their career plans.
Training can be a good diagnostic tool also the first step in a strategy of
organizational change. Training, like any other activity in an organization, should be
made possible to show how training is helping the organization in reducing various
kinds of wastage. Evaluating the training programmes in terms of hardware will
increase its credibility and boost its self-image.
The training department should play a dynamic role in monitoring the training
activities. It is better to aim at in-company programmes for technical skills wherever
possible and outside programmes for managerial and behavioral development. so that
they get more opportunities to interact with executives of other organizations, get ideas
and stimulate their own thinking.
 To raise the skill levels and increase the versatility and adaptability of
employees ‘training’ is more important. ‘Training’ is the act of increasing the
knowledge and skill of an employee for doing a particular job. ‘Training’ is a short-
term educational process and utilizing a systematic and organized procedure by which
employees learn technical knowledge and skills for a definite purpose. As jobs have
become more complex, the importance of employee training has increased.

WHAT IS DEVELOPMENT?

The term Development refers broadly to the nature and direction of change
induced in employees, particularly managerial personnel through the process of
training and educative process. National Industrial Conference Board has defined
development as follows:

Managerial Development are all those activities and programs when recognized
and controlled, have substantial influence in changing the capacity of the individual to
perform his assignment better and in doing things properly so as to increase his
potential for future assignments.

Thus, managerial development is not merely training or a combination of various

training programs, though some kind of training is necessary, it is the overall
development of the competency of managerial personnel in the light of the present
requirement as well as the future requirement.

Human Resource Management (HRM), a relatively new term, that emerged during the
1930s.Many people used to refer it before by its traditional titles, such as Personnel
Administration Or Personnel Management. But now, the trend is changed and now
termed as Human Resource Management (HRM). Human Resource Management is a
management function that helps an organization to select Recruit, Train and Develops,
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his Entry into an organization until he leaves, come under the horizon of HRM. The
divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these
divisions

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT
 Traditional Approach – Most of the organizations before never used to believe
in training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems
to be changing.
The modern approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now considered as more
of retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results.

DEFINITIONS OF TRAINING AND DEVELOPMENT:

TRAINING DEFINITION:
 The process of providing employees with specific skills or helping those correct
deficiencies in their performance.

----- Luis R. Gomez Mejia,

----- David B Balkan.
 Training is a process whereby people acquire capabilities to aid in the
achievement of organizational goals.

----Robert L Mathis,
----- John H. Jackson.
 Training is a process to increase an employee’s ability to perform through
learning, usually by changing the employee attitude or increasing his or her skills and
knowledge

----- K. Aswathappa.
 The process of teaching new employees, the basic skills they need to perform
their jobs.

----- Gary Dazzler.

 Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.

----- Flippo.

DEVELOPMENT DEFINITION:
 Management development is a systematic process of growth and development
by which the managers develop their abilities to manage. It is the result of not only
participation in formal courses of instruction but also of actual job experience.

----- V S P Rao.
 It is any attempt to improve current or future management performance by
imparting knowledge, changing attitudes, or increasing skills.

----Gary Dazzler.

The Major Qualities of the Development Programs Are:-

 The continuing improvement and development of present managers.

 Provisions of an adequate number of well qualified managers for the future.
 Optimum utilization of man power of the organization.
 Prevention of managerial absence.

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 may be defined as, “A process by means of which
the aptitudes, and capabilities of individual employees to perform specific jobs are
increased.” Meaning:- “Training” is a process of learning a sequence oh programmed
behavior. It is an application of ‘knowledge’. It helps the people to know the rules and
procedures to guide their behavior. It helps the employee to improve their performance
on the current job. It improves, changes, moulds the employees’ knowledge, skill,
behavior, aptitude towards the requirements of the job and organization. Training
bridges the difference between job requirements and employees’ present specifications.
Purpose:- According to Edwin B. Flippo, “The purpose of training is to achieve a
change in the behavior of those trained and enable them to do their jobs better. “In
order to achieve this objective, any training program should try to bring positive
changes in knowledge, skills and attitude.
TRAINING INPUTS:
There are three basic types of inputs;
(i) Skills
(ii) Attitude
(iii) Knowledge
The primary purpose of training is to establishing a sound relationship is at its
best when the workers attitudes to the job is right, when the workers knowledge of the
job is adequate, and he has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired
modifications in skills, attitudes and knowledge of employee so that they perform their
jobs most efficiently and effectively.
Knowledge: It helps a trainee to know facts, policies, procedures and rules pertaining
to his job.
Skills: It moulds his behavior toward his co-workers and supervisors and creates a
sense of responsibility in the trainee.
Attitude: It moulds his behavior toward his co-workers and supervisors and creates a
sense of responsibility in the trainee.
Training is activity leading to skilled behavior.
 It’s not what you want in life, but it knows how to reach it
 It’s not where you want to go, but it knows how to get there
 It’s not how high you want to rise, but it knows how to take off
 It may not be quite the outcome you were aiming for, but it will be an outcome
 It’s not what you dream of doing, but it’s having the knowledge to do it
 It’s not a set of goals, but it’s more like a vision
 It’s not the goal you set, but it’s what you need to achieve it
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.
Important of Training and Development

 Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.

 Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

 Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal
to learn within the employees.

 Organization Culture- Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.

 Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.

FEATURES OF TRAINING:
  Training objectives are derived from and continuously aligned with the
organizations overall performance objectives and specific job requirements.
 Training success is tied to the attainment of performance-based, measurable
learning objective that are linked to industry skill standards.
 Programs are developed with input from management, supervisors and
employees or their representatives.
 Training addresses both occupational skill requirements and the academic or
foundational knowledge, skill, and behaviours that underlie them.
 Training supports forms of work organization that emphasize broadening
employee skills and empowering employees.

GOAL OF TRAINING:
Training has certain goal, where the main aim is to train the employees with the
best of the knowledge so that performance is achieved to the maximum and as well it
leads to higher job satisfaction.

 To improve the performance of the employees.

 To improve employees by training them to perform their present task better.
 To prepare employees for newly developed modified jobs.
 To prepare employees for promotion.
 To reduce accidents and increase safety practices.
 To improve the handling of materials in order to break production bottlenecks.
 To orient new employees to their jobs.
 To teach new employees about overall operations.

WHAT SHOULD EMPLOYEES LEARN?

Once the objective or goal of the program is set, you will need to determine the
course or the subject. The following questions will help us to decide what the employee
needs in terms of duties, responsibilities, and attitudes.

 Can the job be broken down into steps for training purpose?
 Are there standards of quality which trainees can be taught?
 Are there certain skills and techniques that trainees must learn?
 Are there hazards and safety practices that must be taught?
  Have you established the methods that employees must use to avoid or
minimize waste and spoilage?
 Are there materials handling techniques that must be taught?
 Have you determined the best way for the trainees to operate the equipment?
 Are there performance standards that employees must meet?
 Are there attitudes that need improvement of modifications?
 Will information on your products help employees to do a better job?
 Should the training include information about the location and use f tool cribs
and so on?
 Will the employee need instruction about departments other than his or her
own?

SIGNIFICANCE OF TRAINING AND DEVELOPMENT:

 Aids in developing leadership skill, motivation, loyalty, better attitudes and

other aspects that successful workers and managers usually display.
 Helps keep cost down in many areas, e.g. production, personnel, administration
etc.
 Develops a sense of responsibility to the organization for being competent and
knowledgeable.
 Improves labour-management relations.
 Reduces outside consulting costs by utilizing competent internal consulting.
 Stimulates preventive management as opposed to putting out fires.
 Benefits sub-optimal behavior.
 Creates an appropriate climate for growth and communication.
 Aids in improving organizational communication and helps employee adjust to
change.

TRAINING AND DEVELOPMENT OBJECTIVES:

In addition to that, there are four other objectives: Individual, Organizational,
Functional, and Societal.

1. Individual objectives – help employees in achieving their personal goals,

 which in turn, enhances the individual contribution to an organization.

2. Organizational Objectives – assist the organization with its primary

objective by bringing individual effectiveness.

3. Functional Objectives – maintain the department’s contribution at a level

suitable to the organization’s needs.

4. Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

PURPOSE OF TRAINING AND DEVELOPMENT:

Reasons for emphasizing the growth and development of personnel in an organization

are related to the following purposes:

 Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.

 Enhancing the company's ability to adopt and use advances.

 Building a more efficient, effective and highly motivated team which enhances the
company's competitive position and improves employee morale.

 Ensuring adequate human resources for expansion into new programs.

 Increases productivity

PRINCIPLES OF TRAINING:

The main principles of the training and development as follows

(a) Motivation:-

As effectiveness of an employee depends on how well he is motivated by

management, the effectiveness of learning also depend on motivation. Thus the
training must be related to the desires of the trainee. Such as more wages or better job,
recognition, status, promotion, etc. The trainer should find out the proper ways to
motivate experiences employees who are already enjoying better facilities in case of
re-training.

(b) Progress information:-

It has been found by various research studies that there is a relation between
learning rapidly and effectively and providing right information specifically and as such
the trainer should not give excessive information or information that can be miss-
interpreted, so, the trainer has to provide only the required amount of progressive
information specifically to the trainee.

(b) Re – enforcement:-

The effectiveness of the trainee in learning new skills or acquiring new knowledge
should be reinforced by means of rewards and punishments. Examples of positive
reinforcement and promotions, rise in pay, practice etc., and punishments are also
called negative reinforcement. Management should take cure to award the successful
trainee

(c) Practice:-

A trainee should actively participate in the training programs in order to make the
learning programs, an effective one. Continuous and long practice is highly essential
for effective learning.
Jobs are broken down into elements from which the fundamental, physical, sensory
and mental skills are extracted.

(e) Full vs. Part:-

It is not clear whether it is best to reach the complete job at a stretch or dividing the
job into parts and teaching each part at a time. If the job is complex and requires a
little too long learn, it is better to teach part of the job separately and then put the parts
together into an effective complete job.
Generally the Training process should start from the known and proceed to the
unknown and from the easy to the difficult party or taught. However, the trainer has to
teach the trainees based on his judgment on their motivation and convenience.

Individual differences:-

Individual training is economically viable and advantageous to the organization. But

individuals vary in intelligence and aptitude from to person. So the trainer has to judge
the Training program to the individual abilities and aptitudes.

DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT:

Training often has been referred to as teaching specific skills and behavior. The skills
 are almost always behavioral as distinct from conceptual or intellectual.
Development, in contrast, is considered to be more general than training and more
oriented towards individual needs in addition to organizational needs and it is most
often aimed toward management people

Table-1:

No Basis Training Development

1. Content Technical skills and knowledge Managerial and behavioral skills
and knowledge
2. Purpose Specific job-related Conceptual and general knowledge

3. Duration Short-term Long-term

4. For whom Technical and managerial Mostly for managerial personnel

AREAS OF TRAINING:-

1. Training in company policies or procedures:-

The objective is to orient new employee with the set of rules. Procedures, management,
organization structure, environment and products which the firm has and / or deals
with. Orientation is a continuous process aimed at the adjustment of all employees to
new and changing situation.
It aims to impart the facts of company rules of policy, to create attitudes or confidence
in the company, pride in its information about needs or skills, development, quality
of service and work organization.

2. Training in particulars skills:-

Training of employees for particular skills is undertaken to enable the employee to be
more effective on the job. It is here and now proposition, somewhat like induction
training, which does not have a very significant development a certain contribution to
the job, for instance, sales training and machine skill.

3. Training in human relations:-

This is a broad category embracing many different aspects. Self-learning and inter –
personal competence can be included in this category, all concerned with generally the
same theme. It stresses a concern for individual relationship for feeling and treating.
People as “Human beings” rather than a machine not only in this concern and
awareness in one’s attitudes and behaviour conductive to better work place relations
but also to enhance productivity.
 4. Problem-Solving training:-
Many organization programs also revolve around organizational units, like divisions or
branches, which generally handle a product line. The practice is to call together all
managerial, personnel, in a particular division/branch from both the headquarters and
the field offices and discuss common problems and solution s across the table. This not
only helps to solve problems, but also serves as a form for the change of ideas and
information which could be utilized in other situations.

5. Managerial and supervisory training:-

The managerial job combines both techniques and conceptual knowledge. If it is that
of a specialist, it would emphasize. Some techniques and knowledge like operations,
research, finance, production and personnel management. If on the other hand, it is a
general management job, then the emphasis would be on the principles of scientific
management. Organizing, planning, staffing, directing and controlling.

6. Apprentice training:-
The apprentice act, 1961 was based on the philosophy of providing some technical for
unskilled people in order that there employment opportunity is enhanced, or
alternatively to help them be self-employed. Organization in specified industries is
required to train apprentice in promotion to their work force in designated trades. The
duration of training in 1 to 4 years.

PROCESS OF TRAINING:

Training process consists of six steps:

Organizational Objectives & Strategies

Assessment of Training Needs

Establish of Training Goals

Designing Training Programme

 Implementation of Training Programme

Evaluation of result

1) Organizational Objectives & Strategies:

The first step in training process in an organization is the assessment of its objectives &
strategies. What business are we in? At what level of Quality do we wish to provide
this product or service? Where we want to be in the future? It is only after answering
these & other related questions that the organization must assess the strengths &
weaknesses of its human resource.

2)Assessment of Training Needs:

Training needs are identified on the basis of organizational analysis, job analysis
and man power analysis, training program, training methods and course content are to
be played on the bases of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude / aptitude,
knowledge and skill.

Training Needs = Job and Organizational requirements –

Employees Specifications

The following methods are used to assess training needs:

 Requirements/weakness.
 Department requirements/ weaknesses.
 Job specification and employee specifications.
 Identifying specify problems
 Management ‘s requests
 Observation.
 Interviews.
 Group conferences.
 Questionnaire surveys.
  Test or examinations.
 Check lists. Performance appraisal

METHODS USED IN TRAINING NEEDS ASSESSMENTS:

Group or Organizational Analysis Individual Analysis

Organizational goals and Objective Performance appraisal

Personnel/Skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Training progress
Quality circles Rating scales
Customer survey/satisfaction data Observation of Behavior
Consideration of current and projected changes

3) Establishment of Training Goals:

Once training needs are assessed, training & development goals must be established.
Without clearly-set goals, it is not possible to design a training & development
program &, after it has been implemented, there will be no way of measuring its
effectiveness. Goals must be tangible, verifiable, & measurable. This is easy where
skills‟ training involved.

4) Designing Training & Development Programme:

Every training & development programme must address certain vital issues: i.Who
participates in the programme? ii. Who are the trainers? iii. What methods &
techniques are to be used for training? iv. What should be the level of training? v.
What learning principles are needed? vi. Where is the programme conducted

5)Implementation of the Training Programme:

Once the training programme designed, it needs to be implemented. Programme

implementation involves action on the following lines: i.deciding the location
&organizing training & other facilities. ii. Scheduling the training programme. iii.
Conducting the programme. iv. Monitoring the progress of trainees.

6) Evaluation of Result:

Since huge sums of money are spend on training & development, has been useful must
be judge/ determined. Evaluation helps determine the results of the training &
development programme.

Evaluation of training:
The four levels of Kirkpatrick’s evaluation model essentially measure:
 Reaction of student - what they thought and felt about the training
 Learning - the resulting increase in knowledge or capability
 Behavior - extent of behavior and capability improvement and
implementation/application
 Results - the effects on the business or environment resulting from the
trainee's performance

BEST TIME TO IMPART TRAINING TO EMPLOYEE:

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of
its business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

2. TRANSFEREES WITH IN THE COMPANY

 There are people who are moved from one job to another, either within the same
work area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people into
entirely new levels of responsibility.

3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory of management responsibility. The change is usually too important and
difficult to make successfully to permit one to assume that the promotes will pick it up
as he goes along and attention has to be paid to training in the tasks and the
responsibilities and personal skills necessary for effective performance.

4. NEW PLANT EQUIPMENT

Even the most experienced operator has everything to learn when a computer
and electronic controls replace the previous manual and electro-mechanical system on
the process plant on which he workers. There is no less a training requirement for the
supervisors and process management, as well as for technical service production
control and others.

5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative
functions but also for those who you workplace is on the shop floor or on process plant
on any occasion on which there is a modification to existing paperwork or procedure
for, say the withdrawal of materials from stores, the control of customer credit the
approval of expense claims, there needs to be instruction on the change in the way of
working in many instances, a note bringing the attention of all concerned the change is
assume to be sufficient, but there are cases, such as when total new systems in
corporating. IT updates are installed, when more thorough training is needed.

6. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In
examples, recognition of the accounts department can result in a realization of
responsibilities between the section leaders of credit control, invoicing and customer
records, although, there is no movement of staff between the sections (i.e. no transfers).
Although the change in work content for each clerk and supervisor is defined clearly
for each person in the new procedures, there is nevertheless a need for each person to
know where he stands in the new set up, which is responsible for what, and where to
direct problems and enquiries as they arise in the future.

BENEFITS OF TRAINING:

Employees and the organization need to realize the importance of contribution

and learning for mutual growth and development. Training is the answer to deal with
stagnation stage by constantly updating it in every field. Other benefits of training
include:
 Employee motivation is also enhanced when the employee knows that the
organization would provide them opportunities to increase their skills and
knowledge.

 It gives the organization a competitive edge by keeping abreast of the latest

changes; it acts as a catalyst for change.

 Higher customer satisfaction and lower support cost results through improved
service, increased productivity and greater sufficiency.

 Training acts as benchmark for hiring promoting and career planning.

 It acts act as a retention tool by motivating employee to the vast opportunities

for growth available in an organization.

NEW ELECTRONIC TECHNOLOGIES IN TRAINING:

1) Interactive computer video technology:
The use of computers and videotapes in the field of training is now well
established. Some leading institution like MANAGE, Hyderabad is using this
technology in training program me.

2) Broadcast television/ Cable television:

Televisions system in which programme is sent out by radio wave and are seen
on television. Indira Gandhi National Open University (IGNOU) is very well using this
technology it’s educational and training program me.

3) Computer aided instruction:

An educational concept which places the student in a conversational made with
a computer which has programmed study plan. The programmed course selects the next
topic or phase of study according to previous responses from the student allowing each
student to progress at pace directly to his or her learning capability.

4) Interactive video /interactive compute:

The phrase ‘interactive video’ refers to a video program me with which user
(trainee) can interact, interactivity takes place between user and the system, something
for IC also, the system composed of four basic components.
 Monitor or video display unit
 Video tape or video disc.
 A computer
 A disc drive, the computer controls the video or video disc. Disc drive loads a
program me into the computer.

5) Tele-conferencing:
Two way audio and one way video systems it is used nowadays by many institutions
for education and training purpose.

Training Is Needed To Serve The Following Purposes:

 Newly recruited employees require training so as to perform their tasks
effectively. Instruction, guidance, coaching help them to handle jobs
 competently, without any wastage.

 Training is necessary to prepare existing employees for higher-level jobs

(promotion).

 Existing employees require refresher training so as to keep abreast of the latest

developments in job operations. In the face of rapid technological changes, this
is an absolute necessity.

 Training is necessary when a person moves from one job to another (transfer).
After training, the' employee can change jobs quickly, improve his performance
levels and achieve career goals comfortably

 Training is necessary to make employees mobile and versatile. They can be

placed on various jobs depending on organizational needs.

 Training is needed to bridge the gap between what the employee has and what
the job demands.

 Training is needed to make employees more productive and useful in the long-
run.

 Training is needed for employees to gain acceptance from peers (learning a job
quickly and being able to pull their own weight is one of the best ways for them
to gain acceptance).

Importance of Training:
 Training offers innumerable benefits to both employees and employers. It
makes the employee more productive and more useful to an organization. The
importance of training can be studied under the following heads:

Benefits to the Business:

 Trained workers can work more efficiently. They use machines, tools, and
 materials in a proper way. Wastage is thus eliminated to a large extent.

 There will be fewer accidents. Training improves the knowledge of employees

regarding the use of machines and equipment. Hence, trained workers need not
be put under close supervision, as they know how to handle operations properly.

 Trained workers can show superior performance. They can turn out better
performance. They can turn out better quality goods by putting the materials,
tools and equipment to good use.
 Training makes employees more loyal to an organization. They will be less
inclined to leave the unit where there are growth opportunities.

Benefits to the Employees:

 Training makes an employee more useful to a firm. Hence, he will find
employment more easily.

 Training makes employees more efficient and effective. By combining

materials, tools and equipment in a right way, they can produce more with
minimum effort.

 Training helps an employee to move from one organization to another easily. He

can be more mobile and pursue career goals actively.

 Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morale would be
high.

Thus, training can contribute to higher production, fewer mistakes, greater job
satisfaction and lower labour turnover. Also, it can enable employees to cope with
organizational, social and technological change. Effective training is an invaluable
investment in the human resources of an organization.
IMPORTANCE OF TRAINING OBJECTIVES:
Training objectives are one of the most important parts of training program.
While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training objectives
actually lead the design of training. It provides the clear guidelines and develops the
training program in less time because objectives focus specifically on needs. It helps in
adhering to a plan.
Training objective tell the trainee that what is expected out of him at the end of
the training program. Training objectives are of great significance from a number of
stakeholder perspectives,
1.Trainer
2.Trainee
3.Designer
4.Evaluator

• Trainer – The training objective is also beneficial to trainer because it helps the
trainer to measure the progress of trainees and make the required adjustments. Also,
trainer comes in a position to establish a relationship between objectives and particular
segments of training.

• Trainee: training objective is beneficial to the trainee because it helps in reducing

the anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather than keeping it
surprise. The Secondly, it helps
in increase in concentration, which is the crucial factor to make the training successful.
The objectives create an image of the training program in trainee’s mind that actually
helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the likelihood
of achieving those goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the participants
will be successful in training.

• Designer: The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then he’ll buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills, such as
verbal and non verbal language, dealing in unexpected situation i.e. when there is a
defect in a product or when a customer is angry. Therefore, without any guidance, the
training may not be designed appropriately.

• Evaluator:
It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training objective
is an important to tool to judge the performance of participants.

•Training as Consultancy:
Training consultancy provides industry professional to work with an
organization in achieving its training and development objectives.

•Estimation of Training Outsourcing: It has been estimated that 58% of the emerging
market in training outsourcing is in customer education, while only 42 percent of the
market is in employee education.

Types of Training:
There are many approaches to training. We focus here on the types of
training that are commonly employed in present-day organizations.

Skills training:
Skill training is most common in organizations. The process here is fairly simple. The
need for training in basic skills (such as reading, writing, computing, speaking,
listening, problem solving, managing oneself, knowing how to learn, working as part of
a team, leading others) is identified through assessment. Specific training objectives are
set and training content is developed to meet those objectives. Several methods are
available for imparting these basic skills in modern organizations (such as lectures,
apprenticeship, on-the-job, coaching etc.). Before employing these methods, managers
should:

 Explain how the training will help the trainees in their jobs.

 Relate the training to the trainees' goals.

 Respect and consider participant responses and use these as a resource.

 Encourage trainees to learn by doing.

 Give feedback on progress toward meeting learning objectives.

Refresher training: Rapid changes in technology may force companies to go in for

this kind of training. By organizing short-term courses which incorporate the latest
developments in a particular field, the company may keep its employees up-to-date and
ready to take on emerging challenges.
 It is conducted at regular intervals by taking the help of outside consultants who
specialize in a particular descriptive.

Cross-functional Training: use flexible scheduling, which is increasingly in demand

as more employees want to spend more time with their families. Eli Lilly and Company
(India), for example, encourages cross-functional movements to make the organization
equally attractive to both Cross-functional Training involves training employees to
perform operations in areas other than their assigned job. There are many approaches to
cross functional training. Job rotation can be used to provide a manager in one
functional area with a broader perspective than he would otherwise have. Departments
can exchange personnel for a certain period so that each employee understands how
other departments are functioning. High performing workers can act as peer trainers
and help employees develop skills in another area of operation. Cross functional
training provides the following benefits to an organization (and the workers as well)
(1) Workers gain rich experience in handling diverse jobs; they become more
adaptable and versatile
(2) They can better engineer their own career paths
(3) They not only know their job well but also understand how others are able to
perform under a different set of constraints
(4) A broader perspective increases workers' understanding of the business and reduces
the need for supervision
(5) When workers can fill in for other workers who are absent, it is easier to Team
training generally covers two areas; content tasks and specialists and generalists.

Team Training: group processes. Content tasks specify the team's goals such as cost
control and problem solving. Group processes reflect the way members function as a
team - for example how they interact with each other, how they sort out differences,
how they participate etc. Companies are investing heavy amounts, nowadays, in
training new employees to listen to each other and to cooperate. They are using outdoor
experiential training techniques to develop teamwork and team spirit among their
employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant,
sailing through uncharted waters, crossing a jungle etc.). The training basically throws
light on
(i) how members should communicate with each other
(ii) how they have to cooperate and get ahead
(iii) how they should deal with conflict-full situations
(iv) how they should find their way, using collective wisdom and experience to
good advantage.

Creativity training: Companies like Mudra Communications, Titan Industries, and

Wipro encourage their employees to think unconventionally, break the rules, take risks,
go out of the box and devise unexpected solutions.
 Postpone judgment: Don't reject any idea
 Create alternative frames of reference
 Break the boundary of thinking
 Examine a different aspect of the problem
 Make a wish list of solutions
  Borrow ideas from other fields
 Look for processes to change or eliminate
 Think up alternative methods
 Adopt another person's perspective
 Question all Assumptions.

In creativity training, trainers often focus on three things:

(a)Breaking away: In order to break away from restrictions, the trainee is expected to
(i) Identify the dominant ideas influencing his own thinking
(ii) Define the boundaries within which he is working
(iii) Bring the assumptions out into the open and challenge everything.

(b) Generate new ideas: To generate new ideas, the trainee should open up his mind;
look at the problem from all possible angles and list as many alternative approaches as
possible. The trainee should allow his mind to wander over alternatives freely. Expose
himself to new influences (people, articles, books, situations), switch over from one
perspective to another, -arrange cross fertilization of ideas with other people and use
analogies to spark off ideas.

(c) Delaying judgement: To promote creative thinking, the trainee should not try to
kill off ideas too quickly; they should be held back until he is able to generate as many
ideas as possible. He should allow ideas to grow a little. Brainstorming (getting a large
number of ideas from a group of people in a short time) often helps in generating as
many ideas as possible without pausing to evaluate them. It helps in releasing ideas,
overcoming inhibitions, cross fertilising ideas and getting away from patterned
thinking.
Diversity Training: Diversity training considers all of the diverse dimensions in the
workplace race, gender, age, disabilities, lifestyles, culture, education, ideas and
backgrounds - while designing a training programme. It aims to create better cross-
cultural sensitivity with the aim of fostering more harmonious and fruitful working
relationships among a firm's employees.
The programme covers two things:
(i) Awareness building, which helps employees appreciate the key benefits of
Diversity, and
(ii) Skill building, which offers the knowledge, skills and abilities required for
working with people having varied backgrounds.

Literacy Training: Inability to write, speak and work well with others could often
come in the way of discharging duties, especially at the lower levels. Workers, in such
situations, may fail to understand safety messages, appreciate the importance of
sticking to rules, and commit avoidable mistakes. Functional illiteracy (low skill level
in a particular content area) may be a serious impediment to a firm's productivity and
competitiveness. Functional literacy programmes focus on the basic skills required to
perform a job adequately and capitalise on most workers' motivation to get help in a
particular area. Tutorial programmes, home assignments, reading and writing exercises,
simple mathematical tests, etc., are generally used in all company in-house programmes
meant to improve the literacy levels of employees with weak reading, writing or
arithmetic skills.
CHAPTER-4
TRAINING AND DEVELOPMENT AT UNIPART’S
 TRAINING AND DEVELOPMENT AT UNIPART’S

The human resource development will take can of the Training and
Development activities of Unipart’s employees. Human Resource Department will
collect all Training needs from the respective Departments and make it bridging the
gaps, through structural Training Programs. The Training gaps and the Training
programs contain of Managerial, Technical, Behavioral, and etc.. Of the employees.

Training Needs Identification Process:

1. The training needs will be identified by the head of the department from all the
departments through P.M.S (Performance Management System) process.
2. A part from the above process, the H.O.D can identified the Training Needs.
When the requirements occurs (or) for newly recruited employees, for this
process H.O.D has to fill the specified T.N.I (Training Need Identification) form
and same has to send to the human resource department.

Training Needs Bridging Process:

After Collection and quallation of the Training Needs. The calendar will be prepared
for the entire year and the trainings will be organized through internal sources, on the
job with the help of external agencies.

Training Effectiveness Measurement Mechanism:

 The effectiveness training programs will be collected and monitored through Pre-Test
and Post-Test, Training feedback. the Pre-Test can be collected from the participant of
before training and that post-test can be collected after immediate completion of the
training programs and also feedback will be collected on the both the training program
and the trainer to make effectiveness of the same.

Training Record:
Training Record will be keep updated and monitor with the details of the employees,
Training programs, Trainer, duration, Topic and etc.

TYPES OF TRAINING METHODS AT UNIPARTS INDIA LIMITED

The training methods which are generally used in an organization are classified into
two i.e.
 On-the-job training methods.
 Off-the-job training methods.

On- The – Job training

Job Instruction Coaching Job rotation Committee

assignments

Off-the-job training

Lecture method Simulation exercise Programmer

instruction
1. On-the-job:
The trainee learns under the supervision and guidance of a qualified worker or
instructor. On the job training has the advantage of giving firsthand knowledge and
experience under the actual working conditions. On the job training methods include;

(i) Job Rotation

This type of training involves the movement of the trainee from one job to another.
The trainer in each of the different job assignment. Though this method of training
is common in training managers for general management positions, trainees can
also be rotated from job in workshop job. This method an opportunity to the
trainee to understand the problems of employees on other jobs and respect them.

(ii) Coaching:
The trainee is placed under a particular supervisor functions as coach in training
the individual. The supervisor provides who feedback to the trainee on his
performance and offers him some suggestions for improvement often the trainee
shares some of the duties and responsibilities of the coach and relievers of this
burden. A limitation of this method of training is that the trainee may not have the
freedom or opportunity to express his own ideas.

(iii)Job Instruction Training:

This method is also known as training through step by step. Under this method, trainer
explains the trainee the way of doing the jobs, job knowledge and skills and allows him
to do the job. The trainer appraises the performance of the trainee, provides feedback
information and corrects the trainee.

(iv)Committee Assignments:
Under the committee assignment, group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problems jointly. It develops team
work.
2. off the job:
Off-the-job training, trainee is separated from the job situation and his attention
is focused upon learning the material related to his future job performance. Since the
trainee is not distracted by job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing it. There is an opportunity
for freedom of expression for the trainees. Off -the -job training methods are as
follows:

(i) Lecture Method

The lecture or conference approach is well adapted to conveying specific information –
rules, procedures, or methods. The use of audiovisuals or demonstration can often make
a formal classroom presentation more interesting while increasing retention and
offering a vehicle for more interesting while increasing retention and offering a vehicle
for clarifying more difficult points. The lecture’s liabilities include possible lack of
feedback and the lack of active involvement by the trainees.

(ii) Programme instruction:

In recent years this method has became popular. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged
from simple to more complex levels of instruction. The trainee goes through these units
by answering questions or filling the blanks. This method is expensive and time
consuming.

(iii) Simulation exercises:

In this method the trainee is exposed to an artificial work situation that closely
resembles the actual work situation. The stimulation exercises are case study, computer
modeling and role playing, vestibule training, etc.

(iv) Case study:

In this method, a real life problem encountered in the organization is presented
to the trainees in the form of a case study. They asked to analyze the case and present
their views and recommendations for solving the problem. Case study can provide
excellent opportunities for individuals to defend their analytical and judgmental
abilities.

(v) Role playing:

It is defined as a method of human interaction that involves relastic behavior in
imaginary situations. This method of training involves action doing and practice. The
participants play the role of certain characters, such as the production manager,
mechanical engineer, superintendents, maintenance engineers, quality control
inspectors, foreman, workers and the like. This method is mostly used for developing
interactions and relations.

(vi) Computer Modeling:

It is a technique where by the dimensions of the job are program in to the
computer working with the computer model allows direct learning to take place. In this
method the trainee gains real time experience by working on computer.

(vii) Vestibule Training:

In vestibule training, employees learn their jobs on the equipment they will be using,
but the learning is conducted away from the actual work floor. In the 1980s many large
retail chains train cashiers on their new computer cash registers – which are much more
complex because they control inventory and perform other functions in addition to
ringing up orders-in specially created vestibule labs that simulated the actual checkout-
counter environment.
CHAPTER-5
DATA ANALYSIS AND INTERPRETATIONS
 DATA ANALYSIS AND INTERPRETATIONS

Training can be a good diagnostic tool also the first step in a strategy of
organizational change. Training, like any other activity in an organization, should be
made possible to show how training is helping the organization in reducing various
kinds of wastage. Evaluating the training programmes in terms of hardware will
increase its credibility and boost its self-image. The training department should play a
dynamic role in monitoring the training activities. It is better to aim at in-company
programmes for technical skills wherever possible and outside programmes for
managerial and behavioral development. The people who are conforming responsible
roles should encouraged our periodically for training so that they get more
opportunities to interact with executives of other organizations, get ideas and stimulate
their own thinking.

The Unipart’s Group is intensively involved with Fabrications for various agricultural
and construction application, contributing to a significant share of the Groups product
portfolio. 3 point linkage and hitch applications are the single largest application the
group is servicing with fabrications. The technology deployed ranges from laser to gas
cutting facility, punching, bending and welding. The group has the competencies to
conduct Robot Welding, Flash But, and MIG Welding including numerically controlled
SMP’s and processes to meet today and future requirements.

A Questionnaire has been circulated to a sample of 110 respondents by

using a random sampling method. Their perception have been analyzed and interpreted
in this chapter
Table no 5.1: Training and development system plays a key role in your
organization

S.no Statement No of respondents Percentage

1 Strongly agree 65 59
2 Agree 29 26
3 Neutral 16 15
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 110 100

No of respondents
0% 0%

15%
Strongly agree
Agree
Neutral
26%
59% Disagree
Strongly Disagree

Interpretation:

 From the above table & graph it is observed that out of 110 respondents,
 59% of the employees strongly agree Training and development system plays a
key role in your organization
 26% agree that Training and development system plays a key role in your
organization, 15% neutral, 0% disagree and 0% strongly disagree for the
statement.
Table no 5.2: Based on requirement training programs are designed in your
organization.

S.no Statement No of respondents Percentage

1 Strongly agree 49 45
2 Agree 29 26
3 Neutral 15 14
4 Disagree 10 9
5 Strongly Disagree 7 6
Total 110 100

No of respondents

6%
9%
Strongly agree
Agree
14% 45%
Neutral
Disagree
Strongly Disagree
26%

Interpretation:
 From the above table & graph it is observed that out of 110 respondents

 45% of the employees strongly agree that Based on requirement training

program are designed in your organization

 26% agree that Based on requirement training program are designed in your
organization,14% neutral,25% disagree and 17% strongly disagree for this
statement
Table no 5.3: Training helps to increase the motivation level of employees.

S.no Statement No of respondents Percentage

1 Strongly agree 34 31
2 Agree 36 33
3 Neutral 17 15
4 Disagree 13 12
5 Strongly Disagree 10 9
Total 110 100

No of respondents

9%
Strongly agree
12% 31%
Agree
Neutral
15%
Disagree
Strongly Disagree

33%

Interpretation:
 From the above table & graph it is observed that out of 110 respondents,
 31% of the employees strongly agree that training helps to increase the
motivation level of employees
 , 33% agree that training helps to increase the motivation level of employees,
15% neutral, and 12% disagree and 9% strongly disagree for this statement.
Table no 5.4: Technical Training is being imparted for new recruits in your
organization.

S.no Statement No of respondents Percentage

1 Strongly agree 54 49
2 Agree 24 22
3 Neutral 13 12
4 Disagree 11 10
5 Strongly Disagree 8 7
Total 110 100

No of respondents

7%
10% Strongly agree
Agree
12% 49%
Neutral
Disagree
Strongly Disagree
22%

Interpretation:
 From the above table & graph it is observed that out of 110
respondents,
 49% of the employees strongly agree that Technical Training is
being imparted for new recruits in your organization,
 22% agree that Technical Training is being imparted for new
recruits in your organization, 12% neutral, 10% disagree and 7%
strongly disagree for this statement.
Table no 5.5: Job rotation mode of training method is normally used in your
organization.

S.no Statement No of respondents Percentage

1 Strongly agree 62 56
2 Agree 28 26
3 Neutral 11 10
4 Disagree 9 8
5 Strongly Disagree 0 0
Total 110 100

No of respondents
0%

8%

10% Strongly agree

Agree
Neutral

26% 56% Disagree

Strongly Disagree

Interpretation:
 From the above table & graph it is observed that out of 110
respondents,
 56% of the employees strongly agree that Job rotation mode of
training method is normally used in your organization
 26% agree that Job rotation mode of training method is
normally used in your organisation, 10% neutral, 8% disagree
and 0% strongly disagree for this statement.
Table no 5.6: Skilled trainers are available for imparting training.

S.no Statement No of respondents Percentage

1 Strongly agree 52 47
2 Agree 29 27
3 Neutral 8 7
4 Disagree 9 8
5 Strongly Disagree 12 11
Total 110 100

No of respondents

11%

8% Strongly agree
Agree
7% 47%
Neutral
Disagree
Strongly Disagree
27%

Interpretation:
 From the above table & graph it is observed that out of
110 respondents
 47% of the employees strongly agree that skill trainers
are available for imparting training
 27% agree that skill trainers are available for imparting
training, 7%neutral, 8% disagree that and 11% strongly
disagree for this statement.
Table no 5.7: Management use new technologies for training the employees.

S.no Statement No of respondents Percentage

1 Strongly agree 69 58
2 Agree 23 20
3 Neutral 6 5
4 Disagree 11 9
5 Strongly Disagree 9 8
Total 110 100

No of respondents

8%
9% Strongly agree
5% Agree
Neutral

20% 58% Disagree

Strongly Disagree

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 58% of the employees strongly agree that management use
new technologies for training the employees
 20% agree that management use new technologies for training
the employees, 5% neutral, and 9% disagree and 8% strongly
disagree for this statement.
Table no 5.8: Good infrastructure is available for training.

S.no Statement No of respondents Percentage

1 Strongly agree 47 43
2 Agree 38 35
3 Neutral 7 6
4 Disagree 13 12
5 Strongly Disagree 5 4
Total 110 100

No of respondents

4%
12%
Strongly agree
6% 43% Agree
Neutral
Disagree
Strongly Disagree
35%

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 43% of the employees strongly agree that good infrastructure is
available for training
 35% agree that good infrastructure is available for training, 6%
neutral, 12% disagree and 4% strongly disagree for this
statement.
Table no 5.9: Learning material is provided for the trainees after every training
program.

S.no Statement No of respondents Percentage

1 Strongly agree 56 51
2 Agree 47 43
3 Neutral 3 3
4 Disagree 4 3
5 Strongly Disagree 0 0
Total 110 100

No of respondents
3% 0%
3%

Strongly agree
Agree
Neutral
51%
43% Disagree
Strongly Disagree

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 51% of the employees strongly agree that learning material is
provided for the trainees after every training program
 43% agree that learning material is provided for the trainees after
every training program, 3% neutral, and 3% disagree and 0%
strongly disagree for this statement.
Table no 5.10: Feedback from the trainees is collected after the completion of each
training program.

S.no Statement No of respondents Percentage

1 Strongly agree 48 44
2 Agree 37 34
3 Neutral 11 10
4 Disagree 9 8
5 Strongly Disagree 5 4
Total 110 100

No of respondents

4%
8%
Strongly agree
10% Agree
44%
Neutral
Disagree
Strongly Disagree
34%

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 44% of the employees strongly agree that feedback from the
trainees is collected after the completion of each training
program
 34% agree that feedback from the trainees is collected after the
completion of each training program,10% neutral,8% disagree
and 4% strongly disagree for this statement.
Table no 5.11: Training at Unipart’s enable employees to become more
productive.

S.no Statement No of respondents Percentage

1 Strongly agree 45 41
2 Agree 38 35
3 Neutral 9 8
4 Disagree 16 14
5 Strongly Disagree 2 2
Total 110 100

No of respondents
2%

14%
Strongly agree

8% 41% Agree
Neutral
Disagree
Strongly Disagree
35%

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 41% of the employees strongly agree that training at Unipart’s
enable employees to become more productive
 35% agree that training at Unipart’s enable employees to
become more productive, 8% neutral, 14% disagree and 2%
strongly disagree for this statement.
Table no 5.12: The training practices help the employees in improving their
career.

S.no Statement No of respondents Percentage

1 Strongly agree 38 35
2 Agree 42 38
3 Neutral 13 12
4 Disagree 17 15
5 Strongly Disagree 0 0
Total 110 100

No of respondents
0%

15%
Strongly agree
35%
Agree
12%
Neutral
Disagree
Strongly Disagree
38%

Interpretation:
 From the above table & graph it is observed that out of 110
respondents
 35% of the employees strongly agree that the training
practices help the employees in improving their carrier
 38% agree that the training practices help the employees in
improving their carrer, 12% neutral, 15% disagree and 0%
strongly disagree for this statement.
Table no 5.13: Training and Development practices support business goals of the
organization.

S.no Statement No of respondents Percentage

1 Strongly agree 37 34
2 Agree 49 45
3 Neutral 13 12
4 Disagree 5 4
5 Strongly Disagree 6 5
Total 110 100

No of respondents

5%
4%
Strongly agree
12% 34%
Agree
Neutral
Disagree
Strongly Disagree
45%

Interpretation:

 From the above table & graph it is observed that out of

110 respondents
 34% of the employees strongly agree that training and
development practices support business goals of the
organization
 45% agree that training and development practices
support business goals of the organization, 12% neutral,
4% disagree and 5% strongly disagree for this statement.
Table no 5.14: Unipart’s management actively involves in every Training
program.

S.no Statement No of respondents Percentage

1 Strongly agree 36 33
2 Agree 42 38
3 Neutral 9 8
4 Disagree 16 15
5 Strongly Disagree 7 6
Total 110 100

No of respondents

6%

15% Strongly agree

33%
Agree
8% Neutral
Disagree
Strongly Disagree

38%

Interpretation;
 From the above table & graph it is observed that out of 110
respondents
 33% of the employees strongly agree that Unipart’s
management actively involves in every training program
 38% agree that Unipart’s management actively involves in every
training program, 8% neutral, 15% disagree and 6% strongly
disagree for this statement.
Table 5.15: Training and development system helps in developing the career
growth

S.no Statement No of respondents Percentage

1 Strongly agree 31 28
2 Agree 42 38
3 Neutral 9 8
4 Disagree 21 19
5 Strongly Disagree 7 7
Total 110 100

No of respondents
Strongly agree Agree Neutral Disagree Strongly Disagree

7%
28%
19%

8%

38%

Interpretation;
 From the above table & graph it is observed that out of 110
respondents
 28% of the employees strongly agree that Training and
development system helps in developing career growth &
development.

 38% agree that to measure if the Training and development

system helps in career growth & development, 8% neutral, 19%
disagree and 7% strongly disagree for this statement.
Table 5.16: the level of fire & safety training programs held in the organization

S.no Statement No of respondents Percentage

1 Strongly agree 37 34
2 Agree 38 35
3 Neutral 11 10
4 Disagree 19 17
5 Strongly Disagree 5 4
Total 110 100

4%

17%
34% Strongly agree
Agree
Neutral
10%
Disagree
Strongly Disagree

35%

Interpretation;
 From the above table & graph it is observed that out of 110
respondents
 34% of the employees strongly agree that level of fire & safety
training programs held in the organization

 35% agree to measure the level of fire & safety training

programs held in the organization, 10% neutral,17% disagree and
4% strongly disagree for this statement.
Table 5.17: the arrangements/equipment’s facilitating in training programs in the
organization is appropriate in the organization.

S.no Statement No of respondents Percentage

1 Strongly agree 54 49
2 Agree 26 24
3 Neutral 12 11
4 Disagree 11 10
5 Strongly Disagree 7 6
Total 110 100

No of respondents

6%
10% Strongly agree
Agree
11% 49%
Neutral
Disagree
Strongly Disagree
24%

Interpretation;
 From the above table & graph it is observed that out of 110
respondents
 49% of the employees strongly agree that
arrangements/equipment’s facilitating in training programs in the
organization is appropriate in the organization.

 24% agree to measure the arrangements/equipment’s facilitating

in training programs in the organization, 11% neutral, and 10%
disagree and 6% strongly disagree for this statement.
Table 5.18: training programs helps to increase both quality & quantity of the

production in the organization

S.no Statement No of respondents Percentage

1 Strongly agree 44 40
2 Agree 33 30
3 Neutral 8 7
4 Disagree 16 15
5 Strongly Disagree 9 8
Total 110 100

No of respondents

8%

Strongly agree
15%
40% Agree
Neutral
7%
Disagree
Strongly Disagree
30%

Interpretation;
 From the above table & graph it is observed that out of 110
respondents
 40% of the employees strongly agree that training programs
helps to increase both quality & quantity of the product in the
organization

 30% agree to measure that training programs helps to increase

both quality & quantity of the product in the organization,7%
neutral,15% disagree and 8% strongly disagree for this
statement.
Table 5.19: promotions are purely based on training and development system in

the organization

S.no Statement No of respondents Percentage

1 Strongly agree 33 30
2 Agree 42 38
3 Neutral 8 7
4 Disagree 17 16
5 Strongly Disagree 10 9
Total 110 100

No of respondents

9%

30% Strongly agree

16%
Agree
Neutral
7%
Disagree
Strongly Disagree

38%

Interpretation;
 From the above table & graph it is observed that out of 110 respondents
 30% of the employees strongly agree that promotions are purely based on

training and development system in the organization

 38% agree to measure that promotions are purely based on training and

development system in the organization, 7% neutral,16% disagree and 9%

strongly disagree for this statement.

CHAPTER-6
 SUMMARY

Training and Development programmes are considered to be one of the

important aspects of organization development. It is an act of increasing the knowledge
and skill of employee for doing a particular job. For learning to be effective individuals
and organization must acquire relevant training capabilities and successfully apply
them to the actual work situation. In modern industrialized economy the training has
become a major activity in any working organization. Today the organization seeks the
latest means and methods by which they could develop the through training.

Training programmes are necessary in any organization for improving the

quality of work of employees at all levels particularly in a world of fast changing
technology, changing values and environment. There has been growing need to find
ways to determine the efficiency and effectiveness of such training programmes both in
terms or organization and training institution.

Training is a practical and vital necessity, for; it enables employees to develop

and rise within the organization and increase their “Market Value, Earning Power and
Job Security”. In training the focus is on learning by an individual the new ways of
doing things. Hence training is organized on the needs of the people, the projects and
the programmes and therefore is performances oriented.

The purpose of the training is to help meet company objectives by providing

opportunities for employees at all organization levels to acquire the requisite
knowledge, skill and attitudes, further training should be conducted in the actual job
environment to the maximum possible extent.
The subject of the present study.” Training and Development” is an integral
part of Human Resource Development [HRD]. The word “Resource” refers to the
productive power of natural goods. Human Resource is, therefore the productive power
in human beings. Unlike the material resources, human resources are the particulars as
also the beneficiaries of economic development process.
Unipart’s Group is the Largest Producer of 3-Point Linkage Systems for
agricultural machinery globally. Products portfolio includes 3-Point Linkage System,
Fabrications and Assemblies, Machined Components, Forgings and Castings. The
Group started supplying to International OEMs in 1996.It is validated by OEMs like
John Deere, Mahindra & Mahindra, CNH, Kubota, and Yammer. The Group has
strategically placed manufacturing bases in India and their main markets in Europe and
the USA which service the global agricultural market.

Unipart’s Group is a major supplier for precision machined parts to the

automobile equipment market and in particular to the construction market. The market
is serviced with manufacturing capabilities in North America as well as India. Unipart’s
Olsen Inc. located at Eldridge (lowa) is servicing the market and has demonstrated
more than 15 years excellent and so far unmatched track record in terms of delivery,
quality and customer focus. Approved supplier by global OEMs like Bobcat, John
Deere, GEHL, CNH. Unipart’s Olsen Inc. the cost advantages but also the significant
wider product range available from the Unipart’s Group.

Unipart’s Group entered the hydraulic space in 2007 and has

manufacturing capability of hydraulic systems in Holland and cylinders and hoses
manufacturing capability in India. Based on the in house engineering capability
customized solutions and a wide range of standard solutions are available for various
mobile applications. The manufacturing base in Holland and India allows Unipart’s
Group to provide different supply chain models based on technology, size and volume.
With our global footprint we can provide best cost local support in all our main
markets.
 FINDINGS

1) 59% of the employees strongly agree that Training and development system
plays a key role in your organization
2) 45% of the employees strongly agree that Based on requirement training
program are designed in your organization.
3) 31% of the employees strongly agree that training helps to increase the
motivation level of employees.
4) 49% of the employees strongly agree that Technical Training is being imparted
for new recruits in your organization.
5) 56% of the employees strongly agree that Job rotation mode of training
method is normally used in your organization.
6) 47% of the employees strongly agree that skill trainers are available for
imparting training.
7) 58% of the employees strongly agree that management use new technologies for
training the employees.
8) 43% of the employees strongly agree that good infrastructure is available for
training.
9) 51% of the employees strongly agree that learning material is provided for the
trainees after every training program.
10) 44% of the employees strongly agree that feedback from the trainees is
collected after the completion of each training program.
11) 41% of the employees strongly agree that training at Unipart’s enable
employees to become more productive.
12) 35% of the employees strongly agree that the training practices help the
employees in improving their career.
13) 34% of the employees strongly agree that training and development practices
support business goals of the organization.
14) 33% of the employees strongly agree that Unipart’s management actively
involves in every training program.
15) 28% of the employees strongly agree that Training and development system
helps in developing career growth & development.
16)34% of the employees strongly agree that the level of fire & safety training
programs held in the organization

17)49% of the employees strongly agree that the arrangements/equipment’s

facilitating in training programs in the organization is appropriate in the
organization.
18)40% of the employees strongly agree that training programs helps to increase

both quality & quantity of the product in the organization

19)30% of the employees strongly agree that promotions are purely based on

training and development system in the organization

 SUGGESTIONS

1. The company should make an attempt to educate the employees about the
objectives and philosophy of training.
2. Taking timely feedback from the employees is highly essential to take necessary
steps for improving the Training Methodology.
3. Stress management training is more important for employees Management need
to focus on imparting this Training.
4. Last but not least behavioral training is more important as while doing the study
it was found that people are less cooperative.
5. The information collected from the feedback forms after Training should be
utilized in a proper manner for improving the quality of Training.
6. Pre and Post Training evaluation method must be followed in the organization.
7. It was suggested that, the management should provide off-the-job training
methods to the employees.
8. The company may more concentrate on developmental programs to improvise
economic strength.
9. The company may concentrate more on communication factor to avoid
grievances.
10. It was required that, UNIPARTS provide training and development programs
quarterly also through the conducting classes quarterly employees work
performance and knowledge will increase
11. Trainees should be rewarded for better performance in and after the Training
programs.
12. There should also be counseling of trainees, who could not grasp the topic well
or who could not implement the learning well
 CONCLUSION

Training has become increasingly vital to the success of modern organizations.

They often compete on competencies – the core sets of knowledge and expertise that
give them an edge over their competitors. Training plays a central role in nurturing and
strengthening these competencies, and in this way has become part of the backbone of
strategy implementation. In addition, rapidly changing technologies require that
employees continuously own their knowledge, skills and abilities to cope with new
processes and systems.
Employees Training and Development programs try to improve skills or add to the
existing level of knowledge so that the employees is better equipped to do his/her
present job or to get prepared for a higher position with increased responsibilities.
Employee growth and development should be seen in the context of an ever changing
and dynamic environment.

ANNEXURE

I K.jyothi student of MBA 2nd year doing project on training and development in
Unipart’s India pvt Ltd, prepared a questionnaire, which is a part of my academic
project. So kindly spare your valuable time & express your free frank opinion. The
information you provide will be kept confidential.
 Questionnaire

1. Training and development system plays a key role in your organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

2. Based on requirement Training programs are designed in your organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

3. Training helps to increase the motivation level of employees.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

4. Technical Training is being imparted for new recruits in your organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

5. Job rotation mode of training method is normally used in your organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

6. Skilled trainers are available for imparting training.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree
7. Management use new technologies for training the employees.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

8. Good infrastructure is available for training.

a) Strongly agree b) Agree c) Neutral
d) Disagree e) strongly disagree

9. Learning material is provided for the trainees after every training program

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

10. Feedback from the trainees is collected after the completion of each training
program.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

11. Training at Unipart’s enables employees to become more productive.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

12. The training practices help the employees in improving their career.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

13. Training and development practices support business goals of the organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree
14. Unipart’s management actively involves in every Training program.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

15. Training and development system helps in developing career growth &
development.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

16. The level of fire & safety training programs held in the organization

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

17. The arrangements/equipment’s facilitating in training programs in

The organisation is appropriate in the organization.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

18. Training programs helps to increase both quality & quantity

of the product in the organization

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

19. promotions are purely based on training and development

system in the organization

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree
 BIBLIOGRAPHY

Name of the Book Edition Publications Author

1. Training & Indian Text

Development Edition
Biztantra Dr. B. Janakiraman

Management for the

flat world

2. Personnel & Himalaya P. Subba Rao

Human Resource Publishing House –

3rd Edition
Management Mumbai

3. Employee Mc-Graw Hill Raymond Andrew

Training and
Development Noe
5th Edition

4. Personnel 7th Edition TATA Mc-Graw Edwin B. Flippo

Management Hill – New Delhi

Websites: www.uniparts.co.in

www.ibef.org

www.naukrihub/trainganddevelopment.com.