BIMS International Journal of Social Science Research ISSN 2455-4839

A STUDY ON EFFECTIVE TRAINING PROGRAMMES IN

AUTO MOBILE INDUSTRY

Dr. KIRAN KUMAR THOTI

Asst Professor (SL)
Sree Vidyanikethan Institute of Management
Tirupati, Andhra Pradesh. kirankumar3561@gmail.com

G.N.SRINIVAS CHAKRI
2nd Sem’ MBA Student,
Sree Vidyanikethan Institute of Management,
Tirupati, Andhra Pradesh. srinivaschakri.gn@gmail.com

B. PAVANI
nd
2 Sem’ MBA Student,
Sree Vidyanikethan Institute of Management,
Tirupati, Andhra Pradesh. bpavanireddy@gmail.com

Abstract
Training is aimed in improving the behavior and performance of a person. It is a never
ending or continuous process. Evaluation and appraisal of training programme is a
necessary practice in any firm as it is an assessment of the total value of a learning event,
and not just how far it achieves its learning goals and objectives. Training assessment is
about seeking to evaluate whether or not training is, in fact, generating pertinent and
appreciated results through proficient and well-managed practices. It is a process of
collecting data with which to make decisions about training activities. It, thus, places the
episode in a broader outlook and offers information, which is vital for future planning
and development. The research was conduct for employees working in automobile
industry regarding effectiveness of the training programs in organization.

Key words: Training methods, Human resource process, Auto mobile industries

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BIMS International Journal of Social Science Research
INTRODUCTION
Training is the process of learning a
sequence of programmed behavior. It gives
people an awareness of the rules and
procedures to guide their behavior. Training
is a short term process utilizing a systematic
and organized procedure by which non
managerial personnel learn technical
knowledge and skills for a definite purpose
.training refers only to instruction in
technical and mechanical operations
.training is designed for managers.
Definitions:
“Training is the act of increasing the
knowledge and skills of an employee for
doing a particular job” (Flip, 1967)
“Training is the redirection for
improvement of behavior so that the
performance of the trainee becomes more
useful and productive for himself and for the
organization of which he is a part” (Harris,
1974)
Concept of Training:
Training is the act of increasing the
knowledge and skills of an employee for
doing a particular job. It is an organized
procedure by which people learn knowledge
and skill for a definite purpose. The purpose
of training is basically to bridge the gap
between job requirements and present
competence of an employee. Training is
aimed in improving the behavior and
performance of a person. It is a never ending
or continuous process. Training is closely
related with education and development, but
needs to be differentiated from these terms.
ISSN 2455-4839
Importance of Training:
Training is the corner stone of sound
management, for it makes employees more
effective and productive. It is actively and
intimately connected with all the personnel
or management activities. It is an integral
part of the whole management programme
with all its many activities functionally
interrelated. Training is a practical and vital
necessity because it enables employees to
develop and rise within the organization
thereby increasing their earning power and
job security.
REVIEW OF LITERATURE
According to Kirkpatrick (1998) stated
that recommended that as many as possible
of the four levels ofevaluation be conducted.
In order to make the best use of
organizational resources oftime, money,
materials, space, equipment, and manpower,
continued efforts are needed toassess all
levels of effectiveness of training programs.
Trainers from all disciplinesshould develop
evaluation plans for training and share the
results of these initiatives.
According to Warr, Allan and Birdie
(1999) explained that evaluated a two-day
technical training course involving 123 mo
tor-vehicle technicians over a seven- month
period in a longitudinal study using a
variation of the Kirkpatrick Model. The
main objective of this study was to
demonstrate that training improved
performance, thereby justifying the
investment in the training as appropriate.
Warr et al.(1999) suggested that the levels in
the Kirkpatrick Model may be interrelated.
They investigated six trainee features and
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BIMS International Journal of Social Science Research
one organizational characteristic that might
predict outcomes at each measurement level.
The six trainee features studied were
learning motivation, confidence about the
learning task, learning strategies, technical
qualifications, tenure, and age. The one
organizational feature evaluated was transfer
climate which was defined as the extent to
which the learning from the training was
actually applied on the job.
According to Phillips and Pulliam (2000)
stated that reported an additional measure of
training effectiveness, return on investment
(ROI), was used by companies because of
the pressures placed on Human Resource
Departments to produce measures of output
for total quality management (TQM) and
continuous quality improvements (CQI) and
the threat of outsourcing due to downsizing.
Great debate was found in the training and
development literature about the use of ROI
measures of training programs. Many
training and development professionals
believed that ROI was too difficult and
unreliable a measure to use for training
evaluation (Barron, 1997).
NEED FOR THE STUDY
 The study can reveal training need
identification of the employees from the
organization. The study may be able to
provide the guidance in adapting suitable
training strategy to improve training
system of the organization.
 The firm has choice of whether to train
or not, the method of training is
important from both the employees and
trainers point of view while the
employers depend on the quality of their
employee’s performance of bringing up
ISSN 2455-4839
their competence through training a level
by which organization aim and
objectives could be achieved.
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE: To study and
analyze the effectiveness of training
programmes conducted by in DAESEUNG
AUTOPARTS INDIA PVT.LTD.
RESEARCH METHODOLGY
DATA COLLECTION: There are two
types of data
Primary data: Primary data can be
collected either through experience or
through survey. Those which are collected a
fresh and for the first time thus happen to be
original in character that is called primary
data. Questioned 100 employees with the
following questionnaire and collected the
data. I spent time for the fresh recruitment
process and collected the data after
questioning the candidate.
 Personal discussion
 Personal Interview
Secondary data:
Secondary data means the data that has
already been available The secondary data
is gathered from Journals, magazines,
official records, broachers, office files,
annual reports, Internet and also through
discussion with concerned officers.
Sampling method: The sampling
techniques are the process of selecting a few
from a bigger group to become the basis for
estimating or predicting the fact, situation or
outcome regarding bigger group.
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BIMS International Journal of Social Science Research ISSN 2455-4839

The research technique adopted is LIMITATIONS OF THE STUDY

CONVENIENCE SAMPLING  The main limitation of the study is lack
TECHNIQUE of time.
 Research Type –Descriptive type of  At the time of collecting the data
Research respondents may not be given the true
 Sample size – 100 respondents information for achieving the objectives
 Sampling unit- Daeseung auto parts of the study.
India pvt.ltd.  Based on the individuals, the data may
 Sampling Area – Mannur Village differ since it is personal influenced
Sriperumbudur, data.
 The options of the respondents may be
Tools for data collection: accepted as true and valid.

Questionnaire – This method is used in DATA ANALYSIS:

data collection which is quite popular,
particularly in case of big enquires private Graph1: TRAINING NEED ARE
individual’s research person’s private and IDENTIFIED BY THE
public organization, and is adopting it. ORGANIZATION
Questionnaires consist of a number of
50
questions printed or typed in a definite order 45

on for the respondents have to answer the

Percentage of respondents

40
35
questions on their own. 30

Questionnaire Design – The questionnaire 25

47
20
consists of a number of questions printed in 15
24
a definite order or a set of forms. 10
16
13
5
0
View of the line manager Through performance Competency mapping Based on the training
SCOPE OF THE STUDY appraisals needs

 The study covers about the training Training need identifications

program in DAESUNG AUTOPARTS

INDIA PVT.LTD. INFERENCE: From the above chart it
 The study enables to find out the present shows that 47% of the respondents were
skill of employees and their performance identified based on the training needs. 24%
after training programme. of the respondents were identified through
 This study would provide a better the view of the line manager. 16% of the
exposure for the employees towards respondents were identified through
training program. performance appraisals and 13% of the
 It enables to study employees’ respondents were competency mapping
perception towards the training
programme.

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BIMS International Journal of Social Science Research ISSN 2455-4839

Graph2: TRAINING PROGRAMME by them through Notice boards. 19% of the

CONDUCT BY THE COMPANY ONCE respondents were communicated by them
IN through Circulars. 8% of the respondents
45 were communicated by them through
40 Telephones.
Percentage of respondents

35

30

25
Graph 4: IMPROVE THE SKILL
20 41 AFTER ATTENING THE TRAINING
15
26
PROGRAMME
24
10

5 9

0
Quarterly Half yearly Yearly When ever needed arises
Frequent

INFERENCE: From the above table it

shows that 41% of the respondents had
attended whenever need arises. 26% of the
respondents had attended yearly. 24% of the
respondents had attended half yearly. 9% of
the respondents had attended quarterly.
INFERENCE: From the above chart it
Graph3: TRAINING PROGRAM HAS shows that 43% of the respondents were
BEEN COMMUNICATED TO improved in the technical skills. 29% of the
EMPLOYEES respondents were improved in the
communication skills and 28% of the
respondents were improved in the process
skills
Telephone
8%
Circulars Notice boards
19% 20% Graph 5: TYPE OF TRAINING IS
Notice boards
E-mail OFFERD IN YOUR ORGANIZATION
Circulars
Telephone

45 40
Percentage of respondents

E-mail 40
53%
35
30 27
25 20
20
13
15
10
5 0 0
INFERENCE: From the above table it 0
ng

ion

s
ng

shows that 53% of the respondents were

s
s
ce

me
d ie
i
ini

ain

ren
ota

ga
stu
ra

r tr
nt

br

nfe

nt
se
he

communicated by them through E-mail.

Jo

me
tio

co

Ca
es
uc

ge
nd
fr
Ind

Re

na
a

20% of the respondents were communicated

rer

Ma
ctu
Le

Types of training

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BIMS International Journal of Social Science Research ISSN 2455-4839

INFERENCE: From the above chart it Graph 7: TRAINING PROGRAM WAS

shows that 40% of the respondents had INTERACTIVE
attended the job rotation. 27% of the
respondents had attended the lecturers and 70

conferences. 20% of the respondents had 60

attended the refresher training. 13% of the

50
respondents had attended the induction

Percentage of respondents
training. 40

30 61

Graph 6: WHAT EXTENT YOU’RE

20
SATISFIED WITH THE TRAINING
PROGRAM 10 21

12

4
2
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

50 Interactive

45
Percentage of respondents

40
35 INFERENCE: From the above it shows
30
25
that 61% of the respondents were agreed the
47
20 training programme was interactive. 21% of
15
10 19
23 the respondents neither agreed nor disagreed
5 11
the training programme was interactive.
0 0
Highly satisfied Satisfied Neutral Dissatisfied Highly 12% of the respondents strongly agreed the
dissatisfied
Satisfaction level of the training programme
training programme was interactive. 4% of
the respondents strongly disagreed the
training programme was interactive. 2% of
INFERENCE: From the above it shows the respondents disagreed the training
that 47% of the respondents were satisfied programme was interactive.
with the training programme. 23% of the
respondents were neither satisfied nor FINDINGS
dissatisfied with the training programme.
19% of the respondents were highly satisfied  It is found that the immediate supervisor
with the training programme. 11% of the has been conducting the training
respondents were highly dissatisfied with programs
the training programme.  Maximum number of the respondents
felt that the training is focused on both
i.e. individual development and
organizational development.
 It is found that maximum number of the
respondents are identified based on the
training needs.
 It is noted that maximum number of the
respondents have attended whenever
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BIMS International Journal of Social Science Research ISSN 2455-4839

need arises the training is organized in employee’s contribution towards the job
the organization. performance will be high which will help
 It shows that respondents are the overall development of the organization
communicated through E-mails and also the individual.
regarding T&D.
 It is identified that the respondents BIBLIOGRAPHY
agreed for the training programme which
was periodically evaluated.  Employee Training and Development,
 It is noted that more employees agreed by Raymond A Noe & Amithabh Deo
the training programme help to do a Kodwani, 5th edition(2012),by Mc Graw
better service in the organization. Hill
 Principles of Management- By
CONCLUSION R.N.Gupta(2007),Human Resource
This study is on effectiveness of training Management-Eleventh
programme from the DAESUNG AUTO Edition(2010)Garydessler,BijuVarkke,P
PARTS INDIA PVT.LTD. From the detail earson Publications New Delhi
analysis on the data collected from the  Human Resource Management-First
study. It is found that the effectiveness of Edition(2012)-Dr.T.Raju And
training programme shows a significant Dr.S.jayaBharathiBiztantra Publications-
improvement in the knowledge and skill New Delhi
level of the employees that they have gained  Human Resource Management-Second
through continuous and periodic evaluation Edition(2012)-P.Jyothi and D.N
on training needs and subsequent trainings. Venkatesh Oxford University Press New
Based on the findings of the study, few Delhi
suggestions have been made for further  Strategic Management(2009)-Charles
improving the effectives of the trainings. If W.L.Hill Gareth ,R.Jones-Biztandra
these could be implemented then the Publication.

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