EXECUTIVE SUMMARY

The report has been prepared with an objective to evaluate the training and development in the
organization
The report gives the information about introduction industry and company profile with details
and also it gives the information about swot analysis and feature growth of the company and
report also give the information about the theoretical background of the study which is related
the marketing strategy and also it consist literature review which is given by export.

The main objectives of the study is to understand the existing existing training and developmrnt
in the pradeep enterprises HARIHAR , to analyses the employee satisfaction level with regard to
the present organizational training impact to find out the corrective measures to be taken by the
management to improve the present organizational culture.

The report includes needs, objective, scope of the study and also includes research methodology.

The report include the data analysis interpretation for which is based on responded response with
include the table and graphs it’s also including findings suggestions and conclusion which is
based on collected data prepared on my knowledge.

The main factors responsible for work coordination among the employees are Superior
guidance, Communication with other departments, Department’s valuable contribution to
company, convenient work schedule to meet personal/family responsibilities, Cooperation with
team.

After carrying out the survey, I have found out some major findings and recommended
suggestions based on the framework of survey conducted.

1
 CHAPTER 1

Foundry Industry and Pradeep Industries Profile

INDUSTRY PROFILE:
Foundry Industry Profile
The Indian Metal casting (Foundry Industry) is well established. According to the recent World
Census of Castings by Modern Castings, USA India Ranks as 2nd largest casting producer
producing estimated 7.44 Million MT of various grades of Castings as per International
standards.

The various types of castings which are produced are ferrous, non ferrous,Aluminium Alloy,
graded cast iron, ductile iron, Steel etc for application in Automobiles, Railways, Pumps
Compressors & Valves, Diesel Engines, Cement/Electrical/Textile Machinery,Aero & Sanitary
pipes & Fittings etc & Castings for special applications.However,Grey iron castings is the major
shareapprox70%oftotalcastingsproduced.

There are approx. 4500 units out of which 80% can be classified as Small Scale units & 10%
each as Medium & Large Scale units. Approx 500 units are having International Quality
Accreditation. The large foundries are modern & globally competitive & are working at nearly
full capacity. Most foundries use cupolas using LAM Coke.There is growing awareness about
environment & many foundries are switching over to induction furnaces & some units in Agra
are changing over to cokeless cupolas
PRADEEP INSUTRIES COMPANY PROFILE:
Pradeep Industries was Established in 1994 Manufacturing Quality Products in Structural
Stainless Steel fabrication for a wide range of Industries. The major clients we cater to include
Heavy & Medium Engineering Enterprises, Food Processing Plants, Pharmaceutical Plants and
Milk Dairies. Pradeep Industries has designed and manufactured custom-built process
engineering solutions for both small and medium scale requirements.

PRADEEP INDUSTRIES VISION AND MISSION, QUALITY POLICY:

Vision:

2
The vision of the organization is to be the 'Main free player in the worldwide Gears and
Transmissions Space

Mission:
We wish to accomplish through a two dimensional methodology of building up an arrangement
of items in this way having the capacity to give a separated item offering to our clients and broad
Spotlight On Operational Perfection Accordingly Improving Inner Efficiencies In The
Framework.
Quality Policy:
It has grown from strength to strength in the special niche of manufacturing a complete range of
foundry cast products
Pradeep Indutries Product Profile :
Brass Round Stud Anchor
Brass Wood Anchors
Brass Slotted Anchor
Brass Concrete Anchor
Tail Stock Guide
Bracket Moto
SG IRON PARTs

3
 ORAGANISATION STRUCTURE OF PRADEEP INDUSTRIES:

DEPARTMENT

MANAGER

Casting process dept Lab dept Alignment Supervisor

SPARES DEPARTMENT

Manager Store Keeper

AREA OF OPERATION
The Pradeep enterprises has distributing their produts to all over the state mainly manglore ,
shimogaa davngere and also they do supply to velkfast industries as sub supply of some raw
materials.
INFRASTRUCTURE FACILTY
 Lab facility
 Casting process unit
 Dispatch facility
 Canteen facility
 Vehicle facility
 Waiting room.

4
SWOC ANALYSIS
Strength
 Good customer database.. .
 Use of modern technology in its manufacturing process.
 Delivery of quality products.
Weakness:
 The product diversification in the sector is insignificant.
 Lack of promotional activities.
 Non availability of skilled workers as per industrial standards.

Opportunities:
 Company has the potential to grow more in market.
 As company’s background is strong it does not have to face any problems to market its
product.

Challenges:
 Increasing competition.
 Here is also a disadvantage in the form of increased power tariff, fuel cost etc

PRDEEP INDUTRIES COMPETITOR INFORMATION:  

VELKAST INDUSTRIES
HGS ALLOY CASTING
MALNAD ALLOY ENTERPRISE
NIKOO ALLOY CASTING

FUTURE GROWTH AND PROSPOECTUS OF PRADEEP INDUSTRIES :

5
The Pradeep enterprises has one of the best technology around the area it has decided to expand
their manufacturing plant and also they want make turnover 10 crore in the next 4 financial year

Chapter 2
THEORITICAL BACKGROUND AND LITREATURE REVIEW
INTRODUCTION
New-employee training is essential and usually begins with orientation, which entails getting the
new employee ready to perform on the job. Formal orientation (often a half-day classroom
program) provides information about the company history, company values and expectations,
policies, and the customers the company serves, as well as an overview of products and services.
More important, however, is the specific job orientation by the new employee’s supervisor
concerning work rules, equipment, and performance expectations. This second briefing tends to
be more informal and may last for several days or even weeks.

Beyond employee orientation, job training takes place at the job site or workstation and is
directly related to the job. This training involves specific job instruction, coaching (guidance
given to new employees by experienced ones), special project assignments, or job rotation. Job
rotation is the reassignment of workers to several different jobs over time. At Walmart,
management trainees rotate through three or more merchandizing departments, customer service,
credit, and even the human resource department during the first year or two on the job.

Even with the advantages of on-the-job training, many firms recognize that it is often necessary
to train employees away from the workplace. With off-the-job training, employees learn the job
away from the job. There are numerous popular methods of off-the-job training. It frequently
takes place in a classroom, where cases, role-play exercises, films, videos, lectures, and
computer demonstrations are used to develop workplace skills.
Web-based technology is increasingly being used along with more traditional off-the-job training
methods. E-learning and e-training involve online computer presentation of information for
learning new job tasks. Union Pacific Railroad has tens of thousands of its employees widely
dispersed across much of the United States, so it delivers training materials online to save time
and travel costs. Technical and safety training at Union Pacific are made available
as programmed instruction, an online, self-paced, and highly structured training method that
presents trainees with concepts and problems using a modular format. Software provided can
make sure that employees receive, undergo, and complete, as well as sign off on, various training
modules.
Web-based training can also be done using a simulation, for example, a scaled-down version of a
manufacturing process or even a mock cockpit of a jet airplane. American Airlines uses a

6
training simulator for pilots to practice hazardous flight maneuvers or learn the controls of a new
aircraft in a safe, controlled environment with no passengers. The simulator allows for more
direct transfer of learning to the job.
Meaning and Definition of training development
Employee training and development refers to the continued efforts of a company to boost
the performance of its employees. Companies aim to train and develop employees by using an
array of educational methods and programs.
Even though the terms “training” and “development” are used interchangeably, there are a
couple of differences between the two concepts. The differences are related to the scope of their
applications. Essentially, a training program comes with very precise and measurable goals such
as learning how to perform a particular procedure with accuracy or how to operate a piece of
machinery.
FEATURES OF TRAINING AND DEVELOPMENT
1. Effective Program Management
A high quality training program starts with a person – a champion. We’ll call this person the
program manager. In some organizations this person might be the training and development
manager, learning and development specialist, training coordinator, chief learning officer… there
are a lot of options here. Regardless of job title, this person is the one who manages training.
2. Needs Assessment
In getting started, the program manager must be able to identify the needs of an
organization. This is where curiosity comes into play – they must take time to understand the
past, present and future direction. A needs assessment can be conducted through research,
interviews and internal surveys.
At the core of any effective training program is correctly identifying who needs to be trained,
and on what skills or topics.
A “training need” is the gap between current performance and required performance. For
example, if you find that you have unsatisfied customers, there might be a need for customer
service training for your sales team.

4. Goals and Metrics

The outcomes of training employees can be difficult to quantify. However, when the program
manager is able to determine organizational needs that are aligned with the business, quantifying
training becomes much easier.
When developing goals, make sure metrics give the whole picture, including quantity, quality,
time, cost and effectiveness. You’ll want to develop a benchmarking strategy for evaluating your

7
progress towards your goals and ensure that data and reports are easily available to provide you
with the information that you need.

5. Leadership Buy-in
One of the keys to a successful training and development program, and possibly the most
important, is leadership buy-in from the top down. Having leadership support helps drive the
importance of a program, assist with accountability, and establish appropriate expectations.
Leadership buy-in is more easily obtained when the program manager has been able to identify
the needs of the organization, align them to the business and develop formalized goals and
metrics that will provide results.
6. Relevancy
Providing relevant training content is key to a good training program, to ensure your learners are
engaged and continue to come back for more.
7. Creativity
I have found over the years that programs that have some type of creative hook are viewed as
more valuable to the organization.
Creativity can start with a program launch that has a theme – it can be as simple as a corporate
university or college layout.
Branding the training initiative with a logo or mascot can add a level of fun and familiarity as the
program continues. Other creative ploys could include seasonal themes and contests.

Benefits of Employee Training and Development

1. Addressing weaknesses
If a company owner evaluates his workforce closely, he is likely to find two or more of his
employees lacking certain skills. A training program presents an opportunity to instill the needed
skills in the employees. Similarly, a development program helps to expand the knowledge base
of all employees.
In doing so, company owners are able to bridge any gaps and weak links within their
organizations. In such a way, every employee will be in a position to fill in for his colleague and
handle any task with efficiency.
2. Improved performance of employees

8
An employee who receives training from time to time is in a better position to improve his work
productivity. Thanks to training programs, every employee will be well versed with the safety
practices and proper procedures to follow when carrying out basic tasks. A training program also
helps in building an employee’s confidence since he will gain a better understanding of the
industry and the responsibilities of his role.

3. Boosts company profile and reputation

As mentioned earlier, employee training is not just good for the employees but also for the firm.
Conducting frequent training and development programs is one way of developing the
organization’s employer brand, thus making it a prime consideration for the top employees
working for competitor firms, as well as graduates. A company that trains its employees will be
more attractive to potential new employees, particularly those looking to advance their skills.
4. Innovation
When employees receive consistent training and upskilling, it fosters their creativity. The
training programs help employees to be more independent and creative when they encounter
challenges in their work.

Common Training Methods for Employee Training and Development

1. Orientations
Orientation training is crucial to the success of new recruits. It doesn’t matter whether the
training is implemented through a handbook, a one-on-one session, or a lecture. What matters is
providing new employees with information regarding the firm’s background, strategies, mission,
vision, and objectives. Such training gives new employees an opportunity to familiarize
themselves with company policies, rules, and regulations.
 
2. Lectures
Lectures are particularly efficient when the aim is to provide the same information to a large
group at once. In doing so, there is no need for individual training and thus, savings on costs.
However, lectures also pose some disadvantages. For one, they center on one-way
communication, which leaves little room for feedback. Also, the trainer may find it challenging
to assess the level of understanding of the content within a big group.
 
3. Computer-based Training (CBT)

9
With this approach, computers and computer-based tutorials are the primary means of
communication between the trainer and employees. The programs are structured in such a way
that they provide instructional materials while also facilitating the learning process.
The core benefit of computer-based training (CBT) is that each employee is given the freedom to
learn at their own pace in their most convenient time. It also helps to reduce the total cost that an
organization incurs in training its employees. Costs are minimized by reducing the training
duration, eliminating the need for instructors, and reducing travel.

REASEARCH GAP
 Employees are encouraged to be creative and take risks which produce creativity.
 Employees are expected to be attentive. Details always determine success or failure

LITERATURE REVIEW:
Rao (1989) analyzed that various aspects such as corporate philosophy policies superior,
subordinate relationships, valued performance features and behaviours, interpersonal and group
relationship.
.
Huselid (1993) analyzed that used to study training. The objectives of the study are to examine
the relationship between training and organizational performance which shows that Indian
organizations are still not convinced of the fact that investments in human resources can result in
higher performance.
Subhash Banerjee (1994) analyzed that”Trainer roles in Cement industry”, says that ,today the
Indian Cement Industry is the second largest in the world. There has been tremendous growth of
activities in the Indian Cement Industry in terms of modernization, in order to keep pace with
such modernization/expansion due to technological development,
Singh, S. K. and Banerjee, S. (1995) analyzed that reveals that construction is the second
largest economic activity in India, and accounts for half of the nation's investment or
development. In this article the authors briefly discuss the HRD strategies at various levels in
construction organisations.
Binna Kandola (1996) has discussed some of the difficulties associated with accurate and useful
evaluation of training effectiveness particularly in the department of soft skills which include
skills relating to people management.
Moses (1997) observed that companies can no longer guarantee employees promotions to the
top, it is important that training and development help employees with career planning and skills
development. Some organization fear that career planning will communicate to employees that
their jobs are at risk, but it can be framed differently to communicated.

10
Logan, J.K (1998) illustrated that retention is a complex concept and there is no single recipe for
keeping employees with a company. Many companies have discovered, however, that one of the
factors that helps retain employees is the opportunity to learn and try new things. The Gallup
Organization also supports this contention, as they found “the opportunity to learn and grow” as
one of the critical factors for employee retention. Companies that offer employee development
programs find success with retaining workers.
Wagner S (1999) analyzed that in his study on “Employees Speak out on Job Training: Findings
of New Nationwide Study,” highlighted employee development programs are experiencing
higher employees satisfaction with lower turnover rates although salary and benefits play a role
in recruiting and retaining employees,
Olga et al (2000) analyzed that is concerned with how MNCs differ from indigenous
organization in relation to their training needs and whether this relationship changes across
countries. The question is whether local isomorphism is apparent in the training needs of MNCs,
or whether MNCs share more in common with their counterparts in the countries.
Yadapadithaya (2001) analyzed that studied the current practices of evaluating training and
development programmes in the Indian corporate includes High pressure for increased quality,
innovation, and productivity acts as a major driving force for the Indian corporate training and
development programmes, Most of the key result areas of training and development function are
related to the measurement and evaluation of training effectiveness.

lank, and Mitchell (2001) analyzed that studied using a learning style instrument (LSI) and
demographic profile in addition to reaction measures and learning measures. The three training
objectives were to assess knowledge gained through a Webbased training, to determine
participant reaction to Web-based material and Listerv discussion, and to describe both the
demographic profile and the learning style of the participants.
Bettina Lankard Brown (2001) reveals that training and development efforts are big business
in the United States, with the amount of money spent increasing every year. However, changes in
the economy and declining profit margins are prompting many businesses to question the value
of their training investments.
Knuckey and Johnston (2002) analyzed that in New Zealand, where a survey of businesses
identified a high proportion of “leaders” engaging in training compared with “laggers”. This
concept also underpins the “Investors in People” standard in the UK.

Basu, Kishanjit; Satish, P. (2003) analyzed that implies that, like all other institutions, banks
have to organise, develop and manage their human resources effectively in order to achieve their
goals. Their major responsibility in this regard is to build up a right mix of skills and attitude
among their employees.

11
Srivastava (2003) has evaluated the effectiveness of various training programmes offered by the
in-house training centre of Tata Steel, Shavak Nanavati Training Institute (SNTI), India. The
effectiveness of the training was measured in terms of various outcomes such as satisfaction
level; reaction and feedback of participants.
Ogunu (2004) analyzed that in his study titled “Evaluation of Management Training and
Development Programme of Guinness Nigeria PLC” examined the management training and
development programme of Guinness Nigeria PLC, Benin City with a view to ascertaining its
relevance, adequacy, and effectiveness.
Miguel A. (2005) analyzed that investigated how the Effects of Training, Course title, Training
content, Training assignment, and Gender influence participant’s attitudes in this study. They
have found that women were influenced by the training content and not by the organization
standing.

John W. Creswell (2005) analyzed that University of Nebraska–Lincoln William E. Hanson

Purdue University Vicki L. Plano Clark Alejandro Morales University of Nebraska–Lincoln
provides a detailed study about qualitative research design and its application in the research.
Panchalan, R.(2006) analyzed that examines a transfer of learning to the workplace and
evaluation of tangible or intangible benefits of training to the business are rare phenomena in
practice.
Ken Pidd (2006) analyzed that suggests that, previous research has indicated that the transfer
climate of work organisations is an important factor in determining the degree to which
knowledge, skills and abilities gained in training transfer to the workplace.

12
 CHAPTER 3
RESEARCH DESIGN
In this chapter training is in a order to cope up with the emerging challenges due to tough global
competitions, the way out for this is to produce quality products at reasonable prices. This is
possible only through an organization culture of quality consciousness and enhanced
productivity. Optimal utilization of resources especially the human resources are one sure way of
meeting this objective. That’s why proper induction of an employee is very important.
STATEMENT OF THE PROBLEM:
The problem lies in identifying relationship, mutual understanding between the management and
the employees. The study concluded that training and development have
important impact on employee performance and productivity. Therefore, it was recommended
that effective training programs and carefully set development plans should be provided to
all employees to enable them to enhance their skills and upgrade their knowledge.
NEED FOR THE STUDY:
To Provide information to diagnose deficiency in employee regarding skill, knowledge,
determine training and developmental needs and to prescribe the means for employee growth
provides information for correcting placement.
Training program allows you to strengthen those skills that each employee needs to improve.
A development program brings all employees to a higher level so they all have similar skills and
knowledge. This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks.
SCOPE OF THE STUDY:
The scope of the research is very vast; however the total time period available was very limited
for the purpose of the study observation, analysis and conclusion. Second important thing is on
account of ethical and moral obligation of a manager disclosure of all pertained and particular
policies has got limitation because of his positional accountability and responsibility

13
A formal definition of training development is a it is any attempt to improve current or
future employee performance by increasing an employee's ability to perform through learning,
usually by changing the employee's attitude or increasing his or her skills and knowledge
OBJECTIVE OF THE STUDY:
 To learn physical skills, like using physical machinery quickly and efficiently.
 To influence employee attitudes and perceptions toward learning or organizational
change.
 To Provide Job Related Knowledge, Impart Skills, Bring about Change in Attitudes,
Improve Productivity,
RESEARCH DESIGN: The present study wants to unearth the information “ A study on
employee training development on pradeep industries HARIHAR” The descriptive study has
been undertaken to learn “ A study on employee training development on pradeep industries
HARIHAR”which leads to company development.

DATA COLLECTION:
The study made use of both primary and secondary sources. The primary sources consist of
questionnaires administered to the company. The secondary source of information about “ A
study on employee training development on pradeep industries HARIHAR”. employees
activities and the company information is collected from the company records, magazines and
newspapers and articles.

SAMPLING:
Sample size : 50 respondents.
Sampling area: employees of the organisation.
Sampling tool: survey and questionnaire.
Sampling technique: Non-probability sampling technique is used for data analysis.
Tools for the analysis: simple average used for analysis and interpretation.

HYPOTHESES:
H0: There is a negative relationship between Training and development and the
productivity of the employees.
H1 : There is a negative relationship between Training and development and the
absenteeism of employees.

14
LIMITATIONS OF THE STUDY
 The study conducted may have information given from the employees.
 The information obtained or the collection of data is limited.
 The information was not filled properly by the respondents
 The information provided by the companies is not very specified and clear in order to
analyze the statement.
 The basic nature of these statements is historical and past can never be precise.
 Analysis of primary data is done on the assumption that the answers given by the
respondents are true and correct.
 Most of the employees are not ready to share the information

CHAPTER SCHEME:
Chapter 1: Introduction
Introduction, Industry profile and company profile: Promoters, Vision, Mission & Quality
Policy. Products / services profile areas of operation, infrastructure facilities, competitors’
information, SWOT Analysis, Future growth and prospects and Financial Statement.
Chapter 2: Conceptual Framework and Literature review
Theoretical background of the study, Literature review with research gap (with minimum 20
literature reviews).

Chapter 3: Research Design

Statement of the problem, Need for the study, Objectives, Scope of the Study, Research
methodology, Hypotheses, Limitations, Chapter scheme.

Chapter 4: Analysis and Interpretation

Analysis and interpretation of the data- collected with relevant tables and graphs. Results
obtained by the using statistical tools must be included.

15
Chapter 5: Findings and Suggestions
Summary of Findings, Suggestions / Recommendations and Conclusion

16
 CHAPTER: 4
ANALYSIS AND INTERPRETATION
In this chapter we analyzing the data which had I collected from the respondents during
conducted survey with the related information which are in the below
Table 4.1 Shows Gender of the Respondents
GENDER No. of Respondents Percentage
MALE 28 56%
FEMALE 22 44%
TOTAL 50 100%
Source: primary data

Diagram 4.1 Shows Gender of the Respondents

Female
44%
Male
56%

From The Above Table 4.1 Shows That. Out of 50 respondents 56% of respondents are Male
and 44% are female.The above analysis reveals that most of respondents are male.

17
Table 4.2 shows that Educational qualification of the respondents
Qualification Respondents percentage
UG 30 70%
PG 15 30%
Other specify 0 0
Total 50 100%
Source: primary data

Diagram 4.2 shows that Educational qualification of the respondents

Qualification
60

50

40

30

20

10

0
UG PG Other specify Total

Respondents percentage

The table 4.2 shows the analysis of respondents qualification out of 50 the 70% of the
respondents are done under gardution , remain 30% are done PG.The above table reveals that
most of the employees are had done under graduation.

18
Table 4.3 shows that Classification of respondents on the basis of age.

Age No of respondents Percentage

20- 30 Years 24 48%
30-40 years 20 40%
40-50 years 5 10%
Above 50 years 1 2%
Total 50 100%
Source: primary data
Table 4.3 shows that Classification of respondents on the basis of age.

Below 30 Years 30-40 years 40-50 years Above 50 years

2%
10%

48%

40%

The table 4.3 shows the analysis of respondents on the basis of age. Out of 50 respondents 48%
are below 30 years, 40% are between 30-40 years, 10% are between 40-50 years and remaining
2% are above 50 years.The above analysis reveals that majority of the respondents are below 30
years

19
Table 4.4 shows that Since how long have you been working in the organization
Experience No of respondents Percentage
Less than one year 20 40%
1-5 years 10 20%
5-10 years 15 30%
More than 10 years 5 10%
Total 50 100%
Source: primary data
Diagram 4.4 shows that Since how long have you been working in the organization

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Less than one 1-5 years 5-10 years More than 10 Total
year years

No of respondents Percentage

From the above table 4.4 shows that 40% of the employee are working less than year ,20% of
the employees are below 5 years, 30% of the employees are arte 5 to 10 years , remaining
10%are above 10 years .From the above analysis reveals that the most of the respondents has a
working experience of less than years

20
Table 4.5 shows that the Policies and the organization structure in your organization have
been clearly defined
No of respondents Percentage
Strongly agree 20 40%
Neither agree nor disagree 10 20%
Agree 15 30%
Disagree 5 10%
Total 50 100
Source: primary data
Diagram 4.5 shows that the Policies and the organization structure in your organization
have been clearly defined

25

20

15

10

0
Strongly agree Neither agree nor Agree Disagree
disagree

No of respondents Percentage

From the above table 4.5 shows that 40% percent of the respondents are agree with structure is
clearly defined. And 20% percent nor agree or not and 30% percent are agree and remaining
10% of the respondents are disagree.The above analysis major of the respondents are strongly
agree with structure is clearly defined.

21
Table 4.6 shows that your organization provide training to the new employees
No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Diagram 4.6 shows that your organization provide training to the new employees

No of respondents Percentage

Graph 4.6
From the above table shows that out of 50 respondents 70% of the told that the organization
provide training program to new employees. Remaining 30% of respondents didn’t say that.
Interpretation:
The majority of the respondents said organization provide training program to new employees.

22
Table 4.7 shows that kind of training method being followed in your organization
No of respondents Percentage
On job 10 20%
Off job 15 30%
Both 25 50%
Total 50 100%
Source: primary data
Diagram 4.7 shows that kind of training method being followed in your organization

No of respondents Percentage

25
15
10

50%
30%
20%

On j o b O ff j o b Both

From the table shows that 10% of the respondents told that on job training taken, 30%v of the
respondents are off job and remaining 50% of respondents told both methods are taken for
training. From the above analysis the majority of the respondents reveals that both methods are
taken for training.

23
Table 4.8 shows you think that the training is well planned in the organization
No of respondents Percentage
Strongly agree 20 40%
Neither agree nor disagree 05 10%
Agree 10 20%
Disagree 15 30%
Total 50 100
Source: primary data

Table 4.8 shows you think that the training is well planned in the organization

25

20

15

10

0
Strongly agree Neither agree nor Agree Disagree
disagree

No of respondents Percentage

From the above table shows that 40% percent of the respondents told that training is well
planned in the organization. And 20% percent nor agree or not and 30% percent are agree and
remaining 10% of the respondents are disagree.The above analysis major of the respondents are
strongly agree the training is well planned in the organization.

24
Table 4.9 shows How often training progarmmes are conducted in your organization
No of respondents Percentage
Regularly 12 24%
Weekly 18 36%
Quarterly 15 30%
Half yearly 05 10%
Total 50 100%
Source: primary data
Diagram 4.9 shows how often training progarmmes are conducted in your organization

Half yearly
10%
Regularly
24%

Quarterly
30%

Weekly
36%

Regularly Weekly Quarterly Half yearly

From the above 4.9 shows that training programme are conducted in the organization. Out 50
respondents 24% of the respondents said regularly, 36 % of respondents said weekly, 30% of
respondents said quarterly, remaining 10% said half yearly.The majority of the respondents sais
weekly training programme are conducted in the organization.

25
Table 4.10 shows On what basis selection of training programmer is done
No of respondents Percentage
Ranking 13 26%
Seniority 12 24%
Performance 05 10%
All of the above 20 40%
Total 50 100%
Source: primary data
Diagram 4.10 shows On what basis selection of training programmer is done

Ranking
26%
All of the above
40%
Ranking
Seniority
Performance
Seniority All of the above
Performance 24%
10%

From the above table basis selection of training programmer is done by,26% of respondents said
on ranking 24%of respondents said on seniority ,10% of respondents said on performance and
remaining, 40% said all of the above .From the above analysis the majority of the respondents
said selection of training programmer is done by all methods.

26
Table 4.11 shows that are you participating in training activity
No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Diagram 4.11 shows that Are you participating in training activity

Yes No
3500%

1500%

70%

30%
No of r e spondents Per c e nta g e

from the above table shows that out of 50 respondents 70% of the told that participating in
training activity. Remaining 30% of respondents didn’t say that.The majority of the respondents
said participating in training activity.

27
Table 4.12 shows that to your the training programme is
No of respondents Percentage
Improve skills 05 10%
Improve the knowledge 10 20%
Change attitude 15 30%
All of the above 20 40%
Total 50 100%
Source: primary data
Diagram 4.12 shows that to your the training programme is

25

20

15

10

0
Improve skills Improve the Change attitude All of the above
knowledge

No of respondents Percentage

From the above table show According to workers the training programme is, 10% respondents
said to improve the skill ,20% os respondents said improve the knowledge , 30% of respondents
said change attitude, and remaining 40% told all of above From the above analysis reveals that
the majority of the respondents said the training programme is all of the above .

28
Table 4.13 show s Did you find the training material useful to your situation
No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Diagram 4.13 show s find the training material useful to your situation

Yes No
3500%

1500%

70%

30%
No of r e spondents Per c e nta g e

From the above table shows that out of 50 respondents 70% of the told that training material
useful to your situation Remaining 30% of respondents didn’t say that.The majority of the
respondents said training material useful to your situation.

29
Table 4.14 How will you rate the faculty trainer on this practical approach to subject
matter including dealing with reference work situations
No of respondents Percentage
Strongly agree 30 60%
Neither agree nor disagree 05 10%
Agree 10 20%
Disagree 05 10%
Total 50 100
Source: primary data
Diagram 4.14 shows will you rate the faculty trainer on this practical approach to subject
matter including dealing with reference work situations

10% Strongly agree

Neither agree nor disagree
20% Agree
Disagree
60%
10%

From the table shows that 60% of the respondents are strongly agree faculty trainer on this
practical approach to subject matter including dealing with reference work situations. and 20%
of the respondents are agree and reaming 20% of the respondents are dis agree.From the above
analysis majority of the respondents are agree with faculty trainer on this practical approach to
subject matter including dealing with reference work situations.

30
Table 4.15 shows that you think that training will help individual help as well as to the
organization
No of respondents Percentage
Strongly agree 30 60%
Neither agree nor disagree 05 10%
Agree 10 20%
Disagree 05 10%
Total 50 100
Source: primary data
Diagram 4.15 shows that you think that training will help individual help as well as to the
organization

No of respondents Percentage

60%

30

20%

10% 10 10%
5 5

St r o n gl y agree N ei t h er agr ee n o r Agr ee D i sagr ee

d i sagr ee

From the table shows that 60% of the respondents are strongly agree felt that the help individual
help as well as to the organization. and 20% of the respondents are agree and reamaing 20% of
the respondents are dis agree
From the above analysis majority of the respondents are agree felt that help individual help as
well as to the organization.

31
Table 4.16 Reward in the training programme are really motivating you to participate
more
No of respondents Percentage
Strongly agree 30 60%
Neither agree nor disagree 05 10%
Agree 10 20%
Disagree 05 10%
Total 50 100
Source: primary data
Diagram 4.16 Reward in the training programme are really motivating you to participate
more

No of respondents Percentage

60%

30

20%

10% 10 10%
5 5

St r o n gl y agree N ei t h er agr ee Agr ee D i sagr ee

n o r d i sagree

From the above table shows that 60% of the respondents agree with the training programme are
really motivating you to participate more, 10% of the respondents are disagree with that,
remaining 20% of the respondents are agree with encourage to get get best motivation skillsFrom
the above analysis majority of the respondents are agree with the training programme are really
motivating you to participate more.

32
Table 4.17 Training program helped to increase productivity in term both Quality and
Quantity
No of respondents Percentage
Strongly agree 20 40%
Neither agree nor disagree 10 20%
Agree 15 30%
Disagree 5 10%
Total 50 100
Source: primary data
Diagram 4.17 Training program helped to increase productivity in term both Quality and
Quantity

No of respondents Percentage
40% 20% 30% 10%

20 10 15 5

St r o n gl y agree N ei t h er agr ee n o r Agr ee D i sagr ee

d i sagr ee
\

From the above table shows that 40% percent of the respondents are agree helped to
increase productivity in term both Quality and Quantity. And 20% percent nor agree or not and
30% percent are agree and remaining 10% of the respondents are disagree.The above analysis
major of the respondents are strongly agree with helped to increase productivity in term both
Quality and Quantity.

33
Table 4.18 shows that after the training program how do you feel nature of the job
No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Diagram 4.18 shows that after the training program how do you feel nature of the job

No of respondents Percentage

50
35

15

100%
70%

30%

Yes No To t al

From the above table out of 50 respondents 70% of the respondents provide feel nature of the job
in the organization and remain ing 30% of respondents not had provide the safety.The majority
of the respondents are agreed that feel nature of the job in the organization.

34
Table 4.19 shows that Will the training helps you in the career
No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Table 4.19 shows that Will the training helps you in the career

No of respondents Percentage
60

50
50

40
35

30

20
15

10

70% 30% 100%

0
Yes No Total

From the above table out of 50 respondents 70% of the respondents the training helps in their
future the career and remaining 30% of respondents not had provide the safety.The majority of
the respondents are agreed that the training helps in their future the career.

35
Table 4.20 shows that after training the trainer will get feedback from you

No of respondents Percentage
Yes 35 70%
No 15 30%
Total 50 100%
Source: primary data
Diagram 4.20 shows that after training the trainer will get feedback from you

35; 35%
Yes
50; 50% No
Total

15; 15%

From the above table out of 50 respondents 70% of the respondents said agree After training the
trainer will get feedback and remaining 30% of respondents didn t get feedback .The majority of
the respondents are agreed that the After training the trainer will get feedback.

36
 CHAPTER: 5
FINDINGS, SUGGESTIONS AND CONCLUSION

Findings:
The final step of a project is the finding are given on the basis of analysis and interpretation of
the survey. It processes the main findings that have been observed in the process of analysis and
interpretation.
 The survey the survey the most of the respondents are male because the use of tractors
are of male peoples reveals most of the respondents are below 30 yearas of age so the
peoples are of youth an youngest generation their opinion is of is of moderate.

 From the analysis most of the respondents respondents are strongly agree with structure
is clearly defined.

 From the analysis the respondents said organization provide training program to new
employee.

 From the survey and analysis we can find that the majority of the respondents reveals that
both methods are taken for training.

 From the analysis most of the respondents are fulfilled with the after sale service
providing by the company.

 From the survey and analysis we may found that major of the respondents are strongly
agree the training is well planned in the organization.
 Most of the respondents agreed that the company will successfully fulfill the needs of the
low economy peoples.

 The majority of the respondents sais weekly training programme are conducted in the
organization

 From the survey and analysis we may found that major of the respondents are said
selection of training programmer is done by all methods.

 From the analysis most of the respondents said the training programme is all of the above
.

37
Suggestions:
Suggestions are the thoughts given on the basis of observation of findings to the organization to
implement some of measures to improve their productivity.
 Organization must consider all the employees at the time of training and development.

 I suggested that Organization must contribute the attractive refreshment activities to

attract and retain the employees.

 I suggested that Organization must tackle the problems faced by employees and try to
make a solution.

 Organization must have conducting the concealing the each and every employee .

Conclusion:
I have come out about the industrial history, background of the company and its vision, mission
and quality policy and also organizational structure of the company. I came to realize the process
of customer satisfaction about tractor.
I exposed to some practical aspects as compared to theoretical aspects and it is also taught me
about working of an organization. I have got the practical orientation of the functions of various
departments of the company. And I was able to analyze the performance of the company. I came
to the application of theoretical concepts of business decision in the organization.
I had carried out the project on the study of customer satisfaction towards Pradeep enterprises
HARIHAR ., to perceive deeper knowledge about this concept in the company. I had been
analyzed the customer satisfaction and also evaluated the satisfaction level of the customer.
After studying this in detail I started approaching customers and I have been conducted the
survey which would help me in the preparation of the report to the required extent. Finally, I
have gained the knowledge about all round view of the various operations in the company. I got
the awareness about the analysis of the present status and future strategies of the company.

38
 QUESTIONNAIRE
I am NIKITHA final year MBA student pursuing in UBDTCE College davangere. Reg no:-
4UD18MBA35 In this survey I assure that this survey is only for the academic purpose and this
information is never disclosed to others

Name:-_________________________
1. Gender:
a) Male ( )
b) Female ( )

2. Educational qualification:
a) UG ( )
b) PG ( )
c) Other specify ( )
3. Your age group
a) 20-30 years ( )
b) 30-40years ( )
c) 40-50 years ( )
d) Above 50years ( )
4. Since how long have you been working in company ?
a) Less than one year ( )
b) 1-5 years ( )
c) 5-10 years ( )
d) More than 10 years ( )

5. The Policies and the organization structure in your organization have been clearly
defined?
a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )

39
 6. Does your organization provide training to the new employees ?
a) Yes ( )
b) No ( )

7. What kind of training method being followed in your organization ?

a) On job( )
b) Off job( )
c) Both ( )
8. Do you think that the training is well planned in the organization ?
a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )
9. How often training progarmmes are conducted in your organization ?
a) Regularly ( )
b) Weekly( )
c) Quarterly ( )
d) Half yearly ( )
10. On what basis selection of training programmer is done?
a) Ranking ( )
b) Seniority ( )
c) Performance ( )
d) All of the above( )
11. Are you participating in training activity?
a) Yes ( )
b) No ( )
12. According to your the training programme is ?
a) Improve skills
b) Improve the knowledge
c) Change attitude
d) All of the above

40
13. Did you fund the training material useful to your situation?
a) Yes ( )
b) No ( )

14. How will you rate the faculty trainer on this practicalapproach to subject matter including
dealing with reference work situations?
a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )
15. Do you think that training will help individual help as well as to the organization?
a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )
16. Reward in the training programme are really motivating you to participate more?
a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )
17. Training program helped to increase productivity in term both Quality and Quantity?

a) Strongly agree ( )
b) Neither agree nor disagree ( )
c) Agree ( )
d) Disagree ( )
18. After the training program how do you feel nature of the job?
a) Yes ( )
b) No ( )

19. Will the training helps you in the career ?

41
 a) Yes ( )
b) No ( )
20. After training the trainer will get feedback from you?
a) Yes ( )
b) No ( )

THANK YOU

42
BIBLOGRAPHY :
ARTICLES:
 P. Subba Rao (2009), “Essentials of Human Resource management and Industrial
Relations” , Himalaya
 Publication House, 3rd Revised & Enlarged Edition.
 [Armstrong (2001), “A Handbook of Human Resource Management Practice”, Kogan
Page, 8th Editon.
 , C. B. (1995), “Personnel Management (Management of Human resources)”, Himalaya
 Publishing House, Bombay.
 Chaudhuri, Manodip Ray. “Employ Training Grooming for a better Tomorrow”. HRM
Review, Vol.4,
 No.1, January 2004.
 Dwivedi, R. S. (2001), “Managing Human Resources-Personnel Management in Indian
Enterprises”,
 New Delhi: Galgotia Publishing Company, New Delhi.
 Aswathappa, K. (2000), “Human resource and Personnel Management”, Tata Mcgraw-
Hill Publishing
 Company Limited, New Delhi.
 Guna Seelan Rethinam, Maimunah Ismail (2008) “Constructs of Quality of Work Life: A
Perspective of
 Information and Technology Professionals”, Universiti Putra Malaysia, Malaysia.
 ZHU Su-li,LONG Li-rong (2008), “TheTreadmill Effect on the Utility of Quality of
Working Life”,
 Wuhan University of Technology, P.R.China.
 Chao, Chih Yang Huang, Yi Li Lin, Chih Wei, “The Relationship between Leadership
Behaviorof a
 Principal and Quality of Work Life of Teachers in an Industrial Vocational High School
in Taiwan”.
 ResearchersWorld -Journal of Arts, Science & Commerce ■ E-ISSN 2229-4686 ■ ISSN
2231-4172
 International Refereed Research Journal ■ www.researchersworld.com ■ Vol.–IV, Issue–
2, April 2013[143]
 D.R. Saklani,2004 Quality of Work Life in the Indian Context, “An Empirical
Investigation,Commerce Department, Shaheed Bhagat Singh College, University of
Delhi”.
 Seyed Mehdi Hosseini, Gholamreza Mehdizadeh Jorjatki (2010) “Quality of work
life(QWL) and Its
 relationship with performance”, University Of Firouzkouh Branch,Tehran.

43
  Hanita Sarah Saad, Ainon Jauhariah Abu Samah and Nurita Juhdi, “Employees’
Perception on Quality
 Work Life and Job Satisfaction in a Private Higher Learning Institution”, International
Review of
 Business Research PapersVol. 4 No.3 June 2008 Pp.23-34.
 B. N. Sivakumar, V. Navaneethakumar, “Evaluating the training effectiveness among
managers in
 manufacturing industry with reference to Krishnagiri District” European Journal of Social
Sciences. ISSN
 1450-2267, Vol. 27,No.3 pp.408-416.
 Dr.G.K.Deshmukh, Dr.Sanskrity Joseph, Ms. Rasmi Dewangan. (January 2013)“Training
Redial: Three
 Factor Approach” Research world, Journal of Arts, Science and Commerce, E-ISSN
2229-4686 and ISSN
 2231-4172.
 T S Nanjundeswaraswamy, Dr Swamy D R,( May-Jun 2012), International Journal of
Engineering
 Research and Applications (IJERA) ISSN: 2248-9622 www.ijera.com Vol. 2, Issue 3, ,
pp.1053-1059
BOOKS :
Training & Development (Indian Texted) by B. Janakiram published in 2007
Employee Training and Development by A Noe published 5th edition in 2017

44