CHAPTER -1 1.1 INTRODUCTION Human Resources Management has the Induction process.

Under this process, a newly employed person is introduced to his fellow workers, his supervisors, the work of his department, its relations to other departments and its place in the whole organisation to the organizations objectives, philosophy, and practices. He or She has then to learn how the work assigned to him or her to be done more efficiently and effectively. This is through a well thought-out and planned training programme. Training part comes in Performance Appraisal also. Proper training must necessarily be given to both Appraiser & Appraise, so as to ensure that there is active and proper participation with necessary attitudes & skills for having depth two way dialogs. Performance Appraisal counselling oriented. Human Resource Management has basic two approaches a) Reactive or Problem solving approach b) Proactive or Forward looking approach Training is used in both. Training is systematic process of changing behaviour, knowledge and attitudes of present employee to improve the match between Employees Characteristic & Employment Requirement. TRAINING AND DEVELOPMENT Employee training is distinct from management development. 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. It regrets to instructions in technical and mechanical operations like operation of a machine. On the other hand, development is a long term education process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. It involved philosophical and theoretical educational converts and it s designed for managers. It involves broader defecation and its purpose is long term development.
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DEFINITION OF TRAINING AND DEVELOPMENT According to Edwin B.Flippo, Training is the act of increasing the knowledge and skill of an employee for doing a particular job. According to Giley and England, Human Resource Development is organized learning experiences provided by employers within a specified time to bring about the possibility of performance or personal growth. Training and development needs =Standard performance Actual performance. CONCEPT OF TRAINING Training is a process of increasing knowledge and skills 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 requirement and present competence of an employee. Training is aimed at improving the behavior and performance of a person. It is never ending or continuous process. NEED FOR TRAINING Training is required on account of the following reasons: Job requirements: Employees selected for a job might lack the qualifications required to perform the job effective. New and experienced employees require detailed instruction for effective performance on the job. In the some cases, the past experience, attitudes, and behavior patterns of experienced personnel might be in appropriate to the new organization. Remedial training should be given to such people to match the needs of organization. New employees need to provide orientation training to make them familiar with the job and the organization. Technological change: Technology is changing very fast. Now automation and mechanization are being increasingly applied in offices and service sector. Increasing use of fast changing techniques requires training into new technology. For instance, staffs in public sector bank are being trained
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due to computerization of baking operations. No organization can take advantages of latest technology without well trained personnel. New jobs require new skills. Thus, both new and old employees require training. Internal mobility: Training becomes necessary when an employee moves from one job to another due to promotion \and transfer. Employees chosen for higher level jobs need to be trained before they are asked to perform the higher responsibilities. Training is widely used to prepare employees for higher level jobs. Organizational viability: In order to survive and grow, and organization must continually adapt itself to the changing environment. With increasing economic liberalization and globalization in India business firms are experiencing expansion, growth and diversification. In order to face international competition, the firms must upgrade their capabilities. An organization can build up a second line of command through training in order to meet its future needs for human resources. Trained staff is the most valuable asset of accompany. IMPORTANCE OF TRAINING: A well planned and well executed training programme can provide the following advantages:

Higher productivity: Training helps to improve the level of performance. Training employees perform better by using better method of work. Improvements in manpower productivity in developed nations can be attributed in no small measure to their educational and industrial training programme. Better quality of work: In formal training, the best methods are standardized and taught to employees. Uniformity of work method and procedures help to improve the quality of product or service. Trained employees are less likely to make operational mistake.

Less learning period: A systematic training programme helps to reduce the time and cost involved in learning. Employees can more quickly reach the acceptable levels of performance. They need not waste their time and efforts in learning through trial and error. Cost reduction: Trained employees make more economical use of materials and machinery. Reduction is wastage and spoilage together with increase in productivity help to minimize cost of operations per unit. Maintenance cost is also reduced due to fewer machine breakdown and better handling of equipments. Plant capacity can be put span of supervision can be enlarge. Reduced supervision: Well trained employees tend to be self-reliant and motivated. They need less guidance and control. Therefore, supervisory burden is reduced and the span of supervision can be enlarged. Low accident rate: Trained personnel adopt the right work methods and make use of the prescribed safety devices. Therefore, the frequency of accidents is reduced. Health and safety of employee can be improved. High morale: Proper training can develop positive attitudes among employees. Job satisfaction and morale are improved due to rise in the earning and job security of employees. Training reduces employee grievances because opportunities for internal promotion are available to well trained personnel.

Personal growth: Training enlarges the knowledge and skills of he participants. Therefore, well-trained personnel can grow faster in their career. Training prevents obsolescence of knowledge and

skills. Trained employees are a more valuable asset to any organization. Training helps to develop people for promotion to higher posts and to develop future managers. TRAINING EVALUATION: The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Need for evaluation: It is necessary to evaluate the extent to which training programmes have achieved the aims for which they were designed. Such an evaluation would provide useful information about the effectiveness of the training as well as about the designed of future training programmes. Evaluation enables an organization to monitor the training programmes and also to update or consequence also provides useful data on the basis of which relevance of training and its integration with other functions of human resources management can be judged. Concept of training effectiveness: Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and skills acquired in the training programme. It depends on the attitudes, interest, values, and expectations of the trainees and the training environment. A training programme is likely to be more effective when the trainees want to learn, are involved in their jobs, have career strategies. Contents of a training programme, and the ability and motivation of trainers also determine training effectiveness. Evaluation criteria: Evaluation of the training effectiveness is the process of obtaining information on the effects of a training programme and assessing the value of training in the light of that information. Evaluation involves controlling and correcting the training programme is designed. It is the function of evaluation to assess whether the learning objectives originally identified have been satisfied and any deficiency rectified. It is part of a continuing management process consisting of planning, implementation and evaluation; ideally with each following the other in a

continuous cycle until successful completion of the activity. Evaluation process must start before training has begun and continue throughout the whole learning process. Donald Kirkpatrick developed four level models to assess training effectiveness. According to him, evaluation always begins with level first and should move through other levels in sequence.
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Reaction Level: The purpose is to measure the individuals reaction to the training activity. The benefit of

Reaction level evaluation is to improve Training and Development activity efficiency and effectiveness.
2

Learning Level: The basic purpose is to measure the learning transfer achieved by the training and

development activity. Another purpose is to determine to what extent the individual increased their knowledge, skills and changed their attitudes by applying quantitative or qualitative assessment methods.
3

Behaviour Level: The basic purpose is to measure changes in behavior of the individual as a result of

the training and development activity and how well the enhancement of knowledge, skill, attitudes has prepared them for their role.

Result Level:

The purpose is to measure the contribution of training and development

to the achievement of the business/operational goals. There are three possible opportunities to undertake an evaluation:
A.

Pre Training Evaluation: It is a method of judging the worth of a program before the program activities begin. The

objective of this evaluation is (a) To determine the appropriateness of the context of training activity and (b) To help in defining relevant training objectives.
A. Context and Input Evaluation:

It is a method of judging the worth of a program while the program activities are happening. The objectives of this evaluation are (a) To assess a training course or workshop as it
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progress (b) To find out the extent of program implementation and (c) To determine improvement and adjustments needed to attain the training objectives.
A. Post Training Evaluation :

It is method of judging the worth of a program at the end of the program activities. The focus is on the outcome. It tries to judge whether the transfer of training to the job has taken place or not. The onus to decide on the effectiveness of the training program should primarily be on the employee and through his performance and quality of output, the organization should form impressions. The employee undergoing training therefore should demonstrate the additional skills and competence at his workplace to enable the organization to value it and to realize the value such efforts add to the organization in achieving its goals and objectives and to frame and practice relevant HR policies and processes.

EFFETIVENESS OF TRAINING: The Training Programme can be made effective and successful if the following hints are considered: 1. Specific training objectives should be outlined on the basis of performance required to achieve organizational goals and objectives. An audit of personal needs compared with operational requirement will help to determine the specific training needs of individual employees. This evaluation should form a well defined set of performance standards towards which each trainee should be directed. 2. Attempt should be made to determine if the trainee has the intelligence, maturity, and motivation to successfully complete the training programmes. If deficiencies are noted in these respects, the training may be postponed or cancelled till improvements are visible. 3. The trainee should be helped to see the need for training by making him aware of the personal benefits he can achieve through better performance. He should be helped to discover the rewards and satisfactions that might be available to him through changes in behavior. 4. The training programme should be planned so that it is related to the trainees previous experience and background. This background should be used as a foundation for new development and new behavior. 5. Attempts should be made to create organizational conditions that are conducive to a good learning environment. It should be made clear why changes are needed. Any distractions, in the way of training environment, should be improved. The support of the upper levels of management should be obtained before applying training at lower levels 6. If necessary, a combination of training methods should be selected so that variety is permitted and as many of the senses as possible are utilized.
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7. It should be recognized that all the trainees do not progress at the same rate. Therefore flexibility should be allowed in judging the rates of progress in the training programme. 8. If possible, the personal involvement or active participation of the trainee should be got in the training programme. He should be provided with opportunity for practice the newly needed behavior norms. 9. As the trainee acquires new knowledge, skills or attitudes and apply them in job situations, he should be significantly rewarded for his efforts. 10. The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. 11. The trainee should be provided with personal assistance when he encounters learning obstacles.

1.2 INDUSTRY PROFILE Cement Industry in India Introduction: Cement is the glue that holds the concrete together, and is therefore critical for meeting society's needs of housing and basic infrastructure such as bridges, roads, water treatment facilities, schools and hospitals. Concrete is the second most consumed material after water, with nearly three tonnes used annually for each person on the planet.
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Being one of the basic elements for setting up strong and healthy infrastructure, Cement plays a crucial role in economic development of any country. Having more than a hundred and fifty years history, it has been used extensively in construction of anything, from a small building to a mammoth multipurpose project. The manufacturing process of cement consists of mixing, drying and grinding of limestone, clay and silica into a composite mass. The mixture is then heated and burnt in a preheater and kiln to be cooled in an air-cooling system to form clinker, which is the semifinished form. This clinker is cooled by air and subsequently ground with gypsum to form cement. There are three types of processes to form cement - the wet, semi-dry and dry processes. In the wet/semi-dry process, raw material is produced by mixing limestone and water (called slurry) and blending it with soft clay. In the dry process technology, crushed limestone and raw materials are ground and mixed together without the addition of water. The dry and semi-wet processes are more fuel-efficient. The wet process requires 0.28 tones of coal and 110 kWh of power to manufacture one tone of cement, whereas the dry process requires only 0.18 tones of coal and 100 kWh of power. There are different varieties of cement based on different compositions according to specific end uses, namely, Ordinary Portland Cement, Portland Pozzolana Cement, White Cement, Portland Blast Furnace Slag Cement and Specialised Cement. The basic difference lies in the percentage of clinker used. Ordinary Portland Cement (OPC): OPC, popularly known as grey cement, has 95 percent clinker and 5 per cent gypsum and other materials. It accounts for 70 per cent of the total consumption. Portland Pozzolana Cement (PPC): PPC has 80 percent clinker, 15 percent pozolona and 5 per cent gypsum and accounts for 18 per cent of the total cement consumption. It is manufactured because it uses fly ash/burnt clay/coal waste as the main ingredient. White Cement: White cement is basically OPC - clinker using fuel oil (instead of coal) with iron oxide content below 0.4 per cent to ensure whiteness. A special cooling technique is used in its production. It is used to enhance aesthetic value in tiles and flooring. White cement is much
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more expensive than grey cement. Portland Blast Furnace Slag Cement (PBFSC): PBFSC consists of 45 percent clinker, 50 per cent blast furnace slag and 5 per cent gypsum and accounts for 10 per cent of the total cement consumed. It has a heat of hydration even lower than PPC and is generally used in the construction of dams and similar massive constructions. Specialised Cement: Oil Well Cement is made from clinker with special additives to prevent any porosity. Rapid Hardening Portland Cement: Rapid Hardening Portland Cement is similar to OPC, except that it is ground much finer, so that on casting, the compressible strength increases rapidly. Water Proof Cement: Water Proof Cement is similar to OPC, with a small portion of calcium stearate or non - saponifibale oil to impart waterproofing properties.

1.3 COMPANY PROFILE

BIRTH OF INDUSTRIAL ENTERPRISES India cements limited is the most reputed company in India. The brand name for the product is Sankar cement. It was originally started as join concern by Shri Sankaralinga Iyer and shri Narayanasami in year 1946. Sankar cements at Thalaiyuthu spread over 122 acres including mines and the registered office of the company is in Chennai. It has about seven
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cement manufacturing plants spread over Southern India catering to major markets in South India and Maharashtra. The capacities of its plants are over 9 million tons per annum.

Shri Sankaralinga Iyer was a pioneer of heavy industry in the South. Primarily a banker, he ventured into the field of industry with a rare devotion and confidence with the prime objective of developing major industries in the state. With his banking experience and interest in exploring the mineral potential of South India, he went ahead boldly with his scheme of building a cement plant in the vicinity of Thalaiyuthu, where extensive deposits of limestone were assuredly available. Shri Sankaralinga Iyer with his energy and drive gave the cement project a realistic form and content. In his task of establishing the enterprise, Shri Iyer was ably assisted by Shri T.S. Narayanaswami, who is always identified with the formation and running of The India Cements Limited. Shri T.S.Narayanswami was the catalyst who saw the project through numerous hurdles and made it emerge as a viable and marketable proposition. He looked beyond Cement to Aluminium production, Chemicals and Plastics and Shipping after he had fully established the India Cement's potential for expansion. A pioneer Industrialist and visionary, Shri T.S. Narayanswami played a dynamic role in the resurgence of industrialisation in free India. Now India Cements Ltd. also owns Indian Premier League's Chennai franchise, Chennai Super Kings. Mr.N.Srinivasan, Vice Chairman and Managing Director is also involved in BCCI

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and AICF, the Indian administrative bodies for Cricket and Chess. Coromandel Infotech India Ltd is an IT initiative of INDIA CEMENTS. MANAGEMENT Shri.N.Srinivasan Mrs.Chitra Srinivasan Ms.Rupa Gurunath Shri.B.S.Adityan Shri.R.K.Das Shri.N.Srinivasan Shri.N.R.Krishnan Shri.A.Sankarakrishna n Shri.Arun Datta Shri.V.Manickam Shri.K.P.Nair Shri.K.Subramanian Vice Chairman & Managing Director Director Whole Time Director Director Director Director Director Director Director Representing Life Insurance Corporation of India Nominee of IDBI Bank Ltd Representing Housing & Urban Development Corporation Ltd

COMPANY HIGHLIGHTS

The India Cements Ltd. is the largest producer of cement in South India. The India Cements Ltd. plants are well spread with three in Tamilnadu and four in Andhra Pradesh which cater to all major markets in South India and Maharashtra.

The India Cements Ltd. is the market leader with a market share of 28% in the South. It aims to achieve a 35% market share in the near future. The Company has access to huge limestone resources and plans to expand capacity by de-bottlenecking and optimisation of existing plants as well as by acquisitions.
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The India Cements Ltd. has a strong distribution network with over 10,000 stockists of whom 25% are dedicated.

The India Cements Ltd. has well established brands- Sankar Super Power, Coromandel Super Power and Raasi Super Power.

GROWTH The annual production capacity was increased gradually because of Expansion and modernization activities that took place in Sankarnagar plant. Now the production capacity reaches 1 million tones per annum.

MILESTONES: 1946 Incorporation of the India Cements Limited. 1949 Commissioning of first Cement plant at Sankarnagar - Installed capacity 1 la tones per annum. 1963 Commissioning of second Cement plant at Sankaridrug-Installed capacity 2 lakhs tones per annum. 1969 Awarded Merit Certification for Outstanding Export Performance (1968-1969).

1990 Acquisition of Coromandel Cement plant at Cuddapah-Installed Capacity rises to 2.6 million tones per annum. The India Cements Ltd. becomes the largest producer of Cement in South India. 1994 ISO 9002 Certification for Sankarnagar plant. 1997 India Cements acquires Cement Plant of Visaka Cement Industry Ltd., at Tandur, Ranga Reddy district of Andhra Pradesh. Installed capacity 0.9 Million Tones.

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1998 India Cements acquires Cement Corporation of India's Yerraguntla Cement Plant at Andhra Pradesh. Installed capacity 0.4 Million Tones. 1998 India cements acquires Raasi Cement Ltd., at Nalgonda District of Andhra Pradesh.Installed capacity 1.8 million tones. 1999 India Cements acquires Cement Plant of Shri Vishnu Cement Ltd., at Nalgonda District of Andhra Pradesh. Installed capacity 1.0 Million Tones. 2008 The Company has revived its shipping business with the purchase of two ships (dry bulk carriers) with a total capacity of 79843 DWT. 2008 The Company has successfully bid for the Chennai franchise of the DLF-IPL 20/20 Cricket Tournament Chennai Super Kings. 2010 The Corporate office of the company was shifted in February, 2010 to its own building Coromandel Towers at 93, Santhome High Road, Karpagam Avenue, MRC Nagar, Chennai 600 028. 2010 & 2011 The Companys cricket franchise Chennai Super Kings has won IPL III Trophy in April 2010 & 2011.

CEMENT MANUFACTURING PROCESS

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15

CHAPTER II 2.1 RESEARCH OBJECTIVES PRIMARY OBJECTIVE : To know the profile & operations of the India Cements Limited. SECONDARY OBJECTIVES : 1.To identify the training programs given. 2. To analyze the post training evaluation. LIMITATIONS AND SCOPE 2.2 LIMITATIONS: In any study or research conducted there will be some limitations are associated with it for the proper understanding about the project. Due to minimum duration of time the researcher applied only post training evaluation method. 2.3 SCOPE This project will help to know the effectiveness of Training Programme among the Employees which will enable the organization to conduct necessary Training Programmes in future period. The study can identify the employees opinion about the Training Programme of the company. The end result of this project would aim for improvement in Training Programme. Hence this project will help the company in increasing their turnover.

CHAPTER III

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ORGANISATIONAL STUDY Cement: cement means the building material used in the construction of buildings, canals, roads etc. The raw material used for the production of cement is limestone, gypsum and clay. Coal: Coal means the fuel mineral .Coal is used as a cooking fuel in industries, in thermal power stations as fuel. Coals vary in their carbon content. Lime stone: Lime stone means the ingredient used in the manufacture of cement. Company: Company or The Company means the India Cements Limited Board: The Board or Board of Directors means the Board of Directors of the company, the Directors assembled at a Board or the requisite number of Directors entitled to pass a resolution by circulation in accordance with these articles. Directors: Director means the Directors including alternate directors for the time being of the company. ICL: India Cements Ltd., VARIOUS DEPARTMENTS OF ICL: Administation :- (Non-Technical) Purely Supporting Function:-Human Resources Department, Finance Department, Material (Purchase:-Raw material,Finished Goods,Stores) Operation :Production Process, Quality Control, Quality Assurance, Packing, Mines, Earth moving Equipments Maintenance(EME) Engineering:- Mechanical(Crusher, Kiln, Raw mill, Coal mill), Civil, Electrical, Instrumentation, Cement Grinding. The Various Department of ICL as follows :17

PRODUCTION DEPARTMENT: (a)Procurement of raw material:The basic raw material of ICL is limestone, which is mined from ICL mines and the other raw materials is taken from marble mines situated 3 kms away from the plant. Coal, which is used for heating is bought from the thermal power station in tuticorin. It is also imported from countries like china and Africa. Fly ash which is the waste of thermal power plants is obtained from the power plant in tamilnadu. The materials are procured only if they satisfied the specified quality. (b) production planning in ICL :In ICL, production planning starts with customer order processing. The company plans in advance all the production activities, in accordance with the specifications given by the consumers who are high value demanding and need tones of cement. The company may not store the cement after packing process and generally they followed method of packing after the order is received. In addition to customer orders, the companys marketing department analyses the future potential growth of demand and on the basis of that the company calculate seasonal fluctuations if any, and plan the quantity/quality of cement to be produced. The production capacity of the company is in tones per day. But in order to meet excess demand, the company produces lot of cement per day. Production plan is weekly or monthly. (C) Production schedule in ICL :ICL works 24 hours in three shifts. Production Schedule starts, when production plants are prepared. The production schedule of ICL consists of the following. 1. 2. 3. 4. Arranging raw materials for production. Scheduling the amount of cement produced in each shift. Assessment of work by each employee. Scheduling production per day, hour and shift.

(d) Production Process :ICl follows continues production system that means producing cement continuously without any delay and interruption. In other words ICL feeds the raw materials on one side and receives line layout of production on the other side. There is continuity in production process. There are so many a process in the production of cement.The process starts with feeding the raw material and ends with receiving packed products. The production process consists of the following:
(i)

Crushing the material :Crushing and grinding of raw materials to the required fineness and mixing them together to form a homogeneous mixture is the initial step. The crushed materials come to plant
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stock yard through rope way.ICL limestone has high silica content and it is not used as such. To reduce the silica content sweetness limestone is added to eat. Limestone, sweetness limestone and late rite which are in lumps are crushed in to small pieces by means of hammer crusher and jaw crusher. The hammer crusher is based on the principle of usual hammering. The size reduction of crusher feed is performed by to crusher jaws and one of them is stationery and the other exerts toggle pressure and crushes the raw materials.
(ii)

Raw material preparation :The limestone and sweetener limestone and late rite are fed into the raw mill through the main belt. The percentage of these materials differs. Sufficient amount of raw material is fed into the mill by open in the hopper belt as and when needed. The raw mill is a cylindrical metallic structure which keeps rotating all time. The material fed too, is powered by the grinding media which also moves along with the rotation media.

(iii)

Rotary Kiln :The raw material stored in silos, is fed to the rotary kiln through bucket elevators, after pre heating the fourth stage suspension pre heaters. The kiln is maintained at a fixed temperature of about 1350 degrees.

(iv)

Cement mill :-

The cooled clinker from the rotary kiln is mixed with 5% of gypsum and is ground together in the cement mill. The clinker forms the clinker stock pile which is carried through bucket elevators. Gypsum from the stock yard is also carried to the hopper through bucket elevators. These are then ground and mixed thoroughly by grinding media.
(v)

Transporting of cement to storage :Cement, being in a dry powder from and slightly hot after grinding are stored in high capacity silos. Then it is transported from the mill to the storage house with the help of screw conveyers, bucket conveyers, belt conveyers, air silos, pneumatic conveyor or air lift pumps, flaxo etc.

(iv)

Packing of cement :-

The cement store din silos are carried to the packing section. The old practice was the pack the cement in bags, wooden cases or steel drums manually. Now high speed automatic packing machines such as rotary packer are electronic packers are utilized for packing cement either in gunny bags or paper bags. Sometimes loose cement is loaded in specially design rail wagons or road trucks for transport to their destination. (e) Material Handling :19

Handling of material, especially when it is large, is risky and also expensive and time consuming. In order reduce all these short comings, the company has introduced has the systems and equipments that help in the production process. The main equipments are rope ways, hosts/granes, conveyor belts, trucks. HUMAN RESOURCE DEPARTMENT Human resource is the most valuable asset in each and every type of organization.ICL has the good strength of highly committed and loyal work force. It has also around 500 workers and staffs engaged in three shifts and general shifts. The managers and officers of the company are around 500 in number. Functions of H.R Department :(A) Recruitment and selection

Recruitment is made both on external as well as internal basis. For external are open recruitment the company collects application through public notice and employment exchange. For the selection of new candidates, approval of the board of directors is obtained at first. The candidates should first give their application and then selection is made through a written test and interview and finally qualified candidates are selected. (B)Training and development Since ICL is an ISO certified company, it has to fulfill the requirements for certain hours of training.It is much interested in employees training and development. It has divided its human force into three Grades and provides training to them. (C) Employees welfare Measures.

ICL has an efficient safety officer to look after the safety. The welfare measures are also provided by the company. The company provides uniform, safety shoes, safety helmets, conveyance facility, dust allowance, providing cube jiggery, coconut oil, separate quarters, library, club facilities, housing loan, dispensary, ambulance facility, drinking water, medical reimbursement and canteen facility for the employees of the ICL. SALES DEPARTMENT The company observes the following activities in the sales(Distribution)Department 1.Cement movement to Kerala and Tamilnadu to customers 2.Varous Grade /Brands 3.Packing Materials 4.Orders
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5.Truck Movement 6.Invoice Preparation 7.Supporting Documents Preparation 8.Mode Of Despatches 9.Acknowledgement Card A) Cement movement to kerala And Tamilnadu to customers: Company authorized sellers are called stockists.Institutions/private parties are called Public Parties, Some of the Quantity moved to their stock point godown are called stocl transfer. B) Various Grade/Brands: The India Cements Ltd., having two types of cement grade as follows
I)

II)

Portland Pozzolona Cement (PPC) Ordinary Portland Cement(OPC 43 &53 Grade)

As per the marketing purposes they are having six brand names as follows:
I)

II)
III) IV) V)

VI)

Sankar Super Power(PPC) Coro Super Power(PPC) Sankar (opc-43 grade) Coromandal (opc-43 grade) Sankar Sakthi (opc-53 Grade) Coro King (opc-53 Grade)

C) Packing Details All brands are packed in two type of packing. i) ii) Paper Bags Polypropylene Bags

Each bag contain 50 kgs and 20 bags are calculated one metric tone .Orders are received/booked in terms of metric tones only. D) Orders All the orders are collected from the customers through their sales representative and entered in system by various branches and assigned to sankarnagar plant. E) Truck Movement.

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Based on the information available the transport contractors have been advised orally to place the trucks for loading to respective places. F) Invoice Preparation In that loading time/after loading, despatch advice cum invoice will be prepared in quadruplicate and three copies are sent along with loaded trucks, one is retained for their office records. All voices are having ED and VAT as per the government norms. Those calculations are as follows: i)Excise Duly -10% of Retail Sales(retail sale price exceeding Rs.190 per 50 kg bags of per tone equivalent retail 10% of retail Selling Price (MRP) scale price exceeding RS.3800) ii) Educational chess on ED 2& iii)Secondary Educational cess on ED 1% iv)Value Added Tax 2% (2% of invoice value with EDs total) G) Supporting documents Preparation For Kerala(other state) despatches form 7 c additionally required to support the documents.

Name of the associate / Subsidiary companies:

Trishul Investments Ltd Cormandel Electric Company Ltd Company

- Associate -Associate company

India cements capital & Finance Ltd Company -Associate company

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Raasi Cement Ltd Company Visaka Cement Industry Ltd Company ICL Sugars Ltd Company ICL Shipping Ltd Company Jubilee cements Ltd Company

-Associate company -Associate company -Associate company -Associate company - Associate company

Soudambika Finance & Investment Private Ltd - Associate company Siva Sounder Finance & Investment Private Ltd - Associate company ICL Securities Ltd Company ICL Financial Services Ltd Company ICL International Ltd Company Industrial Chemicals & Monomers Ltd - Subsidiary company - Subsidiary company - Subsidiary company - Subsidiary company

ORGANISATION STRUCTURE OF INDIA CEMENT LIMITED

Shareholders

Board of Directors 23

Managing Directors

Executive Directors

24

Vice President

Vice President

Vice President

Vice President

TRAINING GIVEN BY THE COMPANY The company providing various training and spending more amount for training programs. The company spending Rupees 50,000 for in-house training & Rupees 1,50,000 for out door training. General General General Deputy General Manager General The out door training program conducted by renowned institutes or consultancies like, Manager Manager (Finance) Manager (Finance) Festi Controls Pvt Ltd, Chennai. Regional Training Center, Dalmia Cements, Dalmiapuram Administrative Staff GeneralOf India ,Hydrebad College General General Senior General National Institute OfManager Management, Chennai Personnel Manager National Productivity Council, Chennai
(Finance) (Audit) Marketing Manager manager Manager Senior Senior Manager Manager (Productio Senior Senior Manager Manager (Personnel Manager

The above mentioned institutes and organization have conducted external training programs for Assistant Manager the year 2011,in particular under the following enterprising and embroiling topics Safety and First Aid Kiln Operation And Optimization Introduction To Pneumatics Seminar On Cost Saving And Improvement In Water And Waste Management Factory Laws Preparatory Training Course For Energy Managers Apart from these things, India Cements Limited have successfully conducted training sessions, at the adequately equipped center Refresher Course/Work Excellence Productivity Training Programme Seminar On Lubrication And Fuels Safety And Personality Development Programme Industrial Safety Programme Technical Presentation On Lubrication
25 Assistants

Workshop On Environmental Threats The Assistant general manager took programmes in leadership Qualities Habits to improve listening Assessment of Ones Strength Self-Motivation Street-Smart secrets For Success Personnel Productivity Time Management and Working With Group A) In-House Training such as : 1 .Demo On LST Size reduction 2 .Demo On First Aid 3 .Demo On Fire Fighting 4. Demo On Yoga For Human Excellence B)External/Sponsorship Programmes 1.Problem Solving & Decision Making 2.Simulator Based Training (SBT) 3.Budget Changes In Central Excise, Customs & Service Tax. 4.India Cements General Management Program.

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CHAPTER IV REVIEW OF LITERATURE Stephen E Catt, Donald S Miller and William O Barnes (2010) highlighted key factors to assist in making training outcomes more effective. It summarizes training strategies the authors have successfully applied in multiple training applications that allow a focus on outcomes to enhance training effectiveness. To achieve desired outcomes, organizations should consider eight factors: observe, understand, think, communicate, orient, measure, excite and simplify. In that organizations should observe what training strategies work best for various situations and incorporate these techniques in their training programs; outlines principles designed to enhance understanding; urges the need to think realistically about any plan and budget associated with an anticipated training program; contends that, to be a good communicator and share meaning, a trainer needs to consider the background of the trainees and phrase comments in ways that easily relate to their experiences; and argues that training materials should be simplified in ways to enhance desired learning skills. Herman Steensma, Karin Groeneveld (2010) presented a training evaluation based on the "four levels model"; to demonstrate the value of experimental designs in evaluation studies; and to take a first step in the development of an evidence-based training program. Design/methododology/approach - The Kirkpatrick four levels model was used to evaluate the effectiveness of management training. Hypotheses about the effects of internal/external locus of control and experiential learning styles were tested. Measures gathered at several points of time were compared to measures taken from a control group. "Level four" results were obtained by 360-degree feedback appraisal. Findings - Trainees' knowledge improved significantly. Trained managers also demonstrated more "good" management behaviors and they scored higher on long-term results. Trained supervisors with an internal locus of control acquired more knowledge than trained supervisors with an external locus of control. However, internals did not differ significantly from externals on actual behavior measures. The hypothesized relationship between learning style and training effectiveness was not supported. The four levels method gives detailed insights in results. Attention should be paid to trainees' locus of control. Originality/value of the "four levels model" of training evaluations and contributes to the "theory-based, evidence-based" approach to the development of training programs.

27

Ludmila Praslova (Aug 2010) Assessment of educational effectiveness provides vitally important feedback to Institutions of Higher Education. It also provides important information to external stakeholders, such as prospective students, parents, governmental and local regulatory entities, professional and regional accrediting organizations, and representatives of the workforce. However, selecting appropriate indicators of educational effectiveness of programs and institutions is a difficult task, especially when criteria of effectiveness are not well defined. This proposes a comprehensive and systematic approach to aligning criteria for educational effectiveness with specific indicators of achievement of these criteria by adapting a popular organizational training evaluation framework, the Kirkpatrick's four level model of training criteria (Kirkpatrick 1959; 1976; 1996), to assessment in Higher Education. The four level model consists of reaction, learning, behavior and results criteria. Adaptation of this model to Higher Education helps to clarify the criteria and create plans for assessment of educational outcomes in which specific instruments and indicators are linked to corresponding criteria. This provides a rich context for understanding the role of various indicators in the overall mosaic of assessment. It also provides Institutions of Higher Education rich and multilevel feedback regarding the effectiveness of their effort to serve their multiple stakeholders. The importance of such feedback is contextualized both in the reality of stakeholder pressures and in theoretical understanding of colleges and universities as open systems according to the systems theory (Katz and Kahn 1966). Although the focus of this article is on Higher Education, core principles and ideas will be applicable to different types and levels of educational programs. K. Skylar Powell, Serkan Yalcin (2010) is added the significant contributions of past research by assessing what the overall effectiveness of managerial training has been over a period of 50 years and by identifying changes in overall effectiveness during this time period. Additionally, this aims to evaluate what the overall findings on the effectiveness of training has been based on study design and subgroups focusing on the equivalent of Kirkpatrick's famous learning, behavior, and results outcomes. Design/methodology/approach quantitatively integrates and extends the literature on management training through a meta-analytic procedure. The resulting sample of past research includes studies from the time period between 1952 and 2002, representing 85 interventions and 4,779 subjects. Findings - The results do not suggest a great deal of improvement in the effectiveness of managerial training from 1952 through 2002 and effect sizes have remained moderate. Additionally, outcome subgroup appears to moderate
28

results. Specifically, programs implemented to achieve learning outcomes tended to have the largest results outcomes. Research limitations/implications - The implications are directly related to the selection of evaluation methods for future studies assessing the effectiveness of managerial training programs. This implication is important to both the academic community and practitioners. The limitations of this include the possible exclusion of past research and the heterogeneity of assessment methods used in past research, beyond the broad categories of objective and subjective assessment. Originality/value - In addition to identifying the moderating effect of outcomes being measured, the main contribution of this study is that it covers a large time period. As a result, the analysis offers a more expanded view of managerial training over time. Thomas W.Gainey and Brian S.Klass (2003) were of the opinion that firms increasingly use outside vendors to provide their training and development needs. However, the strategic importance of many training programs often introduces unique challenges for organizations outsourcing this function. To better understand the effects of outsourcing in this key area, the authors use transaction cost economics, social exchange theory, and the resourcebased view to identify factors thought to impact client satisfaction with external training vendors. Using data obtained from 157 organizations, structural equation modeling results suggest that socially-oriented trust and contractual specificity mediate the relationship between client satisfaction and a number of vendor, relationship, training, and firm characteristics. Judith Scully Callahan, et al (2003) expressed that training the older learner has been the topic of considerable discussion but there is no consensus on which instructional methods are associated with higher observed training performance. The authors use random factors metaanalysis to explore the effects of three instructional methods (lecture, modeling, and active participation) and four instructional factors (materials, feedback, pacing, and group size) on observed training performance. The results reveal that all three instructional methods and two instructional factors, self-pacing and group size, explain unique variance in observed training performance. Self-pacing explained the greatest proportion of the observed variance. Bhawani Shankar Subedi (2006) said that most organizations invest in people for training. Training effectiveness is arguably constrained because of inadequate transfer of learning from the training environment to the workplace environment. Training-job relevance
29

and the extent of transfer have been found limited. Although performance is affected by a number of factors, training is often used as a solution to all problems. Trying to fix non-training problems with training solutions is futile, yet often attempted in the context of Nepal. Thus, the growing recognition of the problem of inadequate transfer of training has been recognized as a compelling issue. The article presents a brief discussion of the data and corresponding findings pertaining to one of the research questions included in a recent doctoral study. The purpose of the study was to examine the extent of transfer of learning from the training environment to the workplace environment, and identify cultural factors and beliefs held by stakeholders influencing such transfer in the context of civil and corporate sector organizations in Nepal. The researcher observes a gap of inadequate studies on the effectiveness of training programs especially in terms of employees perceptions. Hence the proposed study which would cover the employees perceptions would fulfill the gap. Froukje Jellema, etal (2006) expressed that evaluating the effects of interventions is among the most critical issues faced by the field of human resource development today. This study addresses the potential of multisource feedback for training evaluation. The central research question is whether or not it is possible to measure change in work behavior, as a result of training, with multisource feedback in a reliable and valid way. A procedure for training evaluation was developed and three quasi-experimental studies were carried out. The psychometric properties of the multisource feedback instruments used are discussed as well as the training effects that were found. Our conclusion is that in most cases coworkers do not perceive positive changes in the work behavior of training participants. Whenever a training effect is observed, this is observed by the rates peers, rather than by the rates superiors or subordinates. Overall, the results do not support multisource feedback as an efficient method for training evaluation. However, this does not mean that multisource feedback cannot be used in a training context at all. Two alternative applications are presented. Shirine L. Mafi (2001) questioned that despite sizable investments in managerial training, the effectiveness of the type of training has often come into question. That is, do employees actually learn information useful for meeting organizational goals? Recent efforts have sought to improve the relevance of managerial training, such as connecting managerial training with business goals in a timely manner. However, most managerial training continues to
30

be conducted in classrooms, detached from the organization and the trainees goals. This chapter proposes that managerial training conducted on the job, used in combination with classroom training, and aligned with business goals could improve the overall effectiveness of managerial training. Until recently, planned training on the job has mostly focused on technical training rather than managerial training. Jacqueline V. Dutsch (2002) was of the opinion that with employees located across a wide geographical area, the ability of organizations to provide equitable training programs is costly. Travel funds, enabling employees to attend on-site training events, can be severely limited or even nonexistent. Compounding the problem is the simple fact that travel to a central training location frequently results in longer workdays for employees, causing increased compensation expenses to cover the training associated over time. These factors, coupled with the organizational need to provide just-in-time or skill-based training can impose challenges for the human resource development practitioner. Thus, practitioners are turning to blended learning strategies as a way to overcome these obstacles. This solution, however, is not without its problems. This article describes blended learning within the context of learning theories and provides recommendations for best practice. Mirko Draca and Colin Green (2004) revealed that the interaction between the growth of flexible forms of employment and employer funded training is important for understanding labour market performance. In particular, the idea of a trade-off has been advanced to describe potential market failures in the employment of flexible workers. This study finds that evidence of a trade-off is apparent in both the incidence and intensity of employer funded training. Flexible workers receive training that is 5080% less intense than the workforce average. Casual workers especially males suffer more acutely from the trade-off. This suggests that flexible production externalities may seriously reduce human capital formation in the workforce. Crystal L. Zhao (2005) opined that corporate culture is a complex phenomenon in foreign companies located in the People's Republic of China. For the management team of an international enterprise, it is a challenging task to manage cultural differences. Education and training provided to local managers might be one of the important solutions. Therefore, this study explores the effects of local managers' education and training on corporate culture in foreign companies in China. Using qualitative research, this paper presents different training forms existing in foreign companies. Furthermore, the training in general in terms of establishment of corporate culture was evaluated. General training is classified as formal and
31

informal training or coaching in accordance with training purposes. Formal training refers to training that is indispensable to the survival and development of the corporation, while informal training is concerned with the training that happens without deliberate design or purposes. The two kinds of training can develop local managers in a complementary way. It is argued that these elements exert a complementary influence on the corporate culture with an emphasis on values and rituals. Marcos Eguiguren Huerta (2006) made a study on the organizational structure, funding, evaluation and training of a company. This study describes the status of training in Catalonia's large companies, from an economic and organizational point of view. The results are based on empirical-descriptive research conducted with a sample of large and medium-sized businesses. It analyses the organizational structure of the businesses and the type of organizational structure in relation to training. From the economic point of view it seeks to identify the cost of training and the importance assigned to the different levels of evaluation of that training in the companies. This study also compares the status of training in Catalonia's large companies with what happens in other countries and regions that may have similarly diverse economies. The final conclusions emphasize factors such as the consolidation of the training department within the companies' organizational structures, the size of the enterprises and their turnover, as key variables of training provision. Another important feature is the significant differences between the types of organizational structure and the role of training. Lastly, it considers how training and its evaluation impact on the various economic and financial aspects of the companies. Noreen Heraty and David G. Collings (2006) explored the landscape of training and development in the Republic of Ireland, a country with an impressive economic record in recent years. Both the Irish economic context and business context are explored. The national system for training and development and the surrounding policy and strategy context are set down. Survey data are drawn upon to examine the nature of training and development at organizational level. Here influence on training and development, levels of expenditure, the number of days per employee category and the dominant methods employed training and development are all discussed. Finally the academic study of training and development in the Republic of Ireland is examined. Darren C. Short and Lyle Yorks (2006) explained that emotions, such as excitement, boredom, frustration, joy, and anger, are frequently present in the training room and are likely to
32

influence the training process and the effectiveness of individual and group learning. How, then, can human resource development professionals use empirical and theoretical literature on emotions to understand the impact of emotions on training? This article summarizes the relevant literature and uses two short scenarios to illustrate its application to the training context.

CHAPTER V

RESEARCH METHODOLOGY

Research is a common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact research is an art of scientific investigation.
33

"Research is an art of gathering, analyzing, recording and gaining new knowledge through a systematized effort" D. Slesinger and M.Stephenson Defines "The manipulation of things concepts or symbols for the purpose of gathering to extend, correct or verifying knowledge, whether that knowledge aids in construction of theory or in the practice of an art" Methodology is one of the main aspects of any research. Extreme care must be taken in preceding the research. In this study, the researcher put on maximum effort to ensure that the objectives of research were achieved. For the purpose of the study a sample of consumers was chosen. RESEARCH DESIGN: Research design is "the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure". Research design is a plan that specifies the sources and types of information relevant to research objective. It is a strategy which approach will be used for gathering and analyzing the data. The type of research design used was descriptive research design, which in concerned with describing the characteristics of a particular individual or a group. It includes surveys and fact-finding enquiries of different kind. It offers a basis drawing conclusion from the data collected.

NATURE OF DATA: The data collection is done in field by interviewing the respondents through detailed schedule of questionnaire. The questionnaire has close ended questions. They were all of multiple choices in nature. Personal Interviews were also used for data collections. The questionnaire consisted of Demographic and Kirkpatricks Evaluation Model questions. The Demographic and Kirkpatricks Evaluation Model had consisted 8 and 26 questions respectively. SAMPLE SIZE:
34

The Sample Size is 125 Employees of India Cements Limited. TYPES OF SAMPLING: Non-probability sampling SAMPLE METHOD: The Sampling Method used for the study is convenience sampling. METHOD OF DATA COLLECTION: Data is collected by 2 methods i.e. Primary Source of data Secondary source of data Primary Sources of Data The primary source of data was collected directly from the company employees. Secondary Sources of Data The secondary source of data was collected through company websites, records, books, journals and magazines.

CHAPTER VI DATA ANALYSIS AND INTERTPRETATION The data collection using questionnaires were analyzed and tabulated. Percentage analysis, Weighted Average method were used to analyze the Data Collection. Bar Charts representation was used for better understanding of the analysis. This chapter deals with the analysis interpretation towards the effectiveness of training in the ICL. The data have been collected from various respondents and analysis is done on the option of the employees on various aspects are presented in this chapter. Table -1
35

GENDER DETAILS OF RESPONDENTS. Source : Primary Data Interpretation : From the above table it is found that 100% of the respondents were male. Chart : 1.1 Gender of respondents. INFERENCE: It is inferred that 100% of the respondents are male members. TABLE:2 AGE LEVEL OF RESPONDENTS The following table illustrates the age level of the respondents. AGE LEVEL Less than 25 25-40 40-55 55& above Total GENDER Male Female Total NO OF RESPONDENTS 11 26 72 16 125 NO OF RESPONDENTS 125 125 PERCENTAGE 8.8 20.8 57.6 12.8 100 PERCENTAGE 100 100

Source: Primary Data

W INTERPRETATION: From the above table it is found that 11% of the respondents were less O than R years, 26% of the respondents are between 25-40,57.6% are between 40-55 &12.8% are 25 above 55. K E AGE - WISE CLASSIFICATION Chart 2.1 R S

36

No of Workers

INFERENCE: It is inferred that majority of the respondents are in the age group between 40-55.

TABLE 3: The following table illustrates the educational qualification of the respondents. EDUCATIONAL QUALIFICATION OF THE RESPONDENTS: QUALIFICATION School Graduation Post graduation Total Source:Primary Data NO OF RESPONDENTS 75 47 3 125 PERCENTAGE 60 37.6 2.4 100

INTERPRETATION:From the above table it is found that 60% of the respondents completed school education,37.6% are graduates and only 2.4%are post graduates. Educational Qualification. Chart 3.1

37

EDUCATIONAL QUALIFICATION

INFERENCE:It is inferred that most of the respondents belong to the school level education. TABLE 4: The following table illustrates the experience of the employees.
38

EXPERIENCE OF RESPONDENTS: EXPERIENCE Less than 5 5-15 15-25 25& above Total NO OF RESPONDENTS 22 30 36 37 125 Source: Primary Data INTERPRETATION: From the above table it is found that only 17.6% of the respondents are having less than 5 years experience,24% of them are having experience between 5-15 years,28.8% are having 15-25 years and 29.6% of the respondents are having experience above 25 years. EXPERIENCE OF RESPONDENTS Chart 4.1 PERCENTAGE 17.6 24 28.8 29.6 100

EXPERIENCE OF THE RESPONDENTS

INFERENCE: years.

It is inferred that majority of the respondents are having experience above 25

TABLE 5:
39

The following table illustrates the marital status of the respondents.

MARITAL STATUS OF RESPONDENTS: MARITAL STATUS Single Married Total NO OF RESPONDENTS 55 70 125 PERCENTAGE 44 56 100

Source: Primary Data

INTERPRETATION: From the above table it is found that 44% are single and almost 56 % are married. MARITAL STATUS OF RESPONDENTS. Chart 5.1

MARITAL STATUS OF THE

INFERENCE: It is inferred that majority of 70% are married.

TABLE 6: The following table illustrates the income level of the respondents.
40

MONTHLY INCOME OF RESPONDENTS:

MONTHLY INCOME Below 5000 5000-15000 15000-25000 25000 & above Total Source: Primary Data

NO OF RESPONDENTS 10 60 50 5 125

PERCENTAGE 8 48 40 4 100

INTERPRETATION: From the above table it is found that 8% are earning monthly salary beiow 5000 & 48% between 5000-15000, 40% of the respondents are earning monthly salary between 15000-25000, only 4% are earning above 25000. MONTHLY INCOME OF RESPONDENTS Chart 6.1

MONTHLY INCOME LEVEL OF THE

INFERENCE: It is inferred that majority of 48% of the respondents are earning monthly salary between 5000-15000. TABLE 7: The following table illustrates the usage of fire extinguisher known by the respondents.
41

USAGE OF FIRE EXTINGUISHER: USAGE OF FIRE EXTINGUISHER Excellent Very good Good Little Very little Total Source: Primary Data Weighted Average Mean: XW/W =358/125 =2.86 INTERPRETATION: From the above table, Weighted Average Mean Value 2.864 Shows that the respondents know good to use the fire extinguisher. Respondents usage of the fire extinguisher. Chart 7.1 RANK(X) 5 4 3 2 1 NO OF RESPONDENTS(w) 14 24 42 21 24 125 X*w 70 96 126 42 24 358 XW/W 0.56 0.768 1.008 0.336 0.192 2.864

INFERENCE: It is inferred that majority of the respondents know good to use the fire extinguisher. TABLE 8:- The following table illustrates the about the safety training programs provided by the ICL. SATISFACTION ON SAFETY TRAINING PROGRAMS. SAFETY RANK(X) NO OF TRAINING RESPONDENTS(W) PROGRAMS Excellent 5 1 Very good 4 2 Good 3 84 Little 2 34 Very little 1 NO .OF 4 Total 125 Source: Primary Data Weighted Average Mean:
42

X*W 5 8 252 68 4 337

XW/W 0.04 0.064 2.016 0.544 0.032 2.696

XW/W =337/125=2.696 INTERPRETATION: From the above table, the Weighted Average Value 2.696 shows that the respondents feel good about the safety training program provided periodically. RESPONDENTS SATISFACTION ON SAFETY TRAINING PROGRAMS. Chart 8.1

INFERENCE: It is inferred the Weighted Average Value 2.696 shows that the respondents feel good about the safety training program provided periodically. TABLE 9: The following table illustrates the about the First -Aid training program provided by the ICL. CONFIDENCE ON APPLICATION OF FIRST AID TRAINING PROGRAM. FIRST AID RANK(X) NO OF TRAINING RESPONDENTS(w) PROGRAM Strongly agree 5 4 Agree 4 72 Moderate 3 NO .OF 35 Disagree 2 12 Strongly disagree 1 NO. OF 2 Total 125 Source: Primary Data Weighted Average Mean: XW/W =439/125=3.512 INTERPRETATION: From the above table, the Weighted Average Value 3.512 shows that the respondents feel moderate about the safety training program provided periodically. CONFIDENCE LEVEL ON APPLICATION OF FIRST AID TRAINING PROGRAM Chart 10.1 X*w 20 288 105 24 2 439 XW/W 0.16 2.304 0.84 0.192 0.016 3.512

INFE RENCE: It is inferred, the Weighted Average Value 3.512 shows that the respondents feel moderate about the first-aid training program provided by the concern.
43

NO .OF

TABLE 10: The following table illustrates the about the yoga training training program provided by the ICL. SATISFACTION ON YOGA TRAINING PROGRAM: YOGA RANK(X) TRAINING PROGRAM Strongly agree 5 Agree 4 Moderate 3 Disagree 2 Strongly 1 disagree Total Source: Primary Data Weighted Average Mean: XW/W =305/125=2.44 INTERPRETATION: From the above table , the Weighted Average Value 2.44 shows that the respondents are disagreed with the yoga training program. SATISFACTION LEVEL OF RESPONDENTS ON YOGA TRAINING PROGRAM Chart 10.1 NO OF RESPONDENTS(w) 1 8 42 68 6 125 X*w 5 32 126 136 6 305 XW/W 0.04 0.256 1.008 1.088 0.048 2.44

NO .OF

INFERENCE: It is inferred the Weighted Average Value 2.44 shows that the respondents are disagreed with the yoga training program. TABLE 11: The following table illustrates about the on the job training program provided by the ICL. SATISFACTION LEVEL OF RESPONDENTS ON,ON THE JOB TRAINING PROGRAM: ON THE JOB RANK(X) TRAINING(x) Strongly agree 5 Agree 4 Moderate 3 Disagree 2 Strongly disagree 1 Total Source: Primary Data NO OF RESPONDENTS(w) 21 19 54 21 10 125 X*w 105 76 162 42 10 395 XW/W 0.84 0.608 1.296 0.336 0.08 3.16

44

Weighted Average Mean: XW/W =395/125=3.16 INTERPRETATION: From the above table ,the Weighted Average Value 3.16 shows that the respondents feel moderate with the on the job training program. SATISFACTION LEVEL OF RESPONDENTS ON, ON THE JOB TRAINING PROGRAM. Chart 11.1

INFERENCE: It is inferred, the Weighted Average Value 3.16 shows that the respondents feel moderate with the on the job training program. TABLE 12: The following table illustrates about the off the job training program provided by the ICL. SATISFACTION LEVEL OF,OFF THE JOB TRAINING PROGRAM: OFF THE JOB RANK(X) TRAINING(x) Strongly agree 5 Agree 4 Moderate 3 Disagree 2 Strongly disagree 1 Total Source: Primary Data Weighted Average Mean: XW/W =407/125=3.256 INTERPRETATION: From the above table , the Weighted Average Value 3.256 shows that the respondents feel moderate with the off the job training program. SATISFACTION LEVEL OF RESPONDENTS ON,OFF THE JOB TRAINING PROGRAM Chart 12.1 NO OF RESPONDENTS(w) 11 14 98 NO. OF WORKERS 0 2 125 X*w 55 56 294 0 2 407 XW/W 0.44 0.448 2.352 0 0.016 3.256

45

NO. OF WORKERS

INFERENCE: It is inferred, the Weighted Average Value 3.256 shows that the respondents feel moderate with off the job training program. TABLE 13: The following table illustrates the about the awareness of training program among the employees of ICL. AWARENESS ABOUT THE TRAINING PROGRAM:AWARNESS(X) Excellent Very good Good Little Very little Total Source: Primary Data Weighted Average Mean: XW/W =368/125=2.944 INTERPRETATION: From the above table , the Weighted Average Value 2.944 shows that the respondents feel good about the awareness of training program. AWARENESS ABOUT THE TRAINING PROGRAM Chart 13.1 RANK(X) 5 4 3 2 1 NO OF RESPONDENTS(W) 10 5 87 14 9 125 X*W 50 20 261 28 9 368 XW/W 0.4 0.16 2.088 0.224 0.072 2.944

NO. OF WORKERS

INFERENCE: It is inferred, the Weighted Average Value 2.944 shows that the respondents feel good about the awareness of training program. TABLE 14: The following table illustrates the about the willingness of employees to attend the training program provided by the ICL. WILLINGNESS OF RESPONDENTS TO ATTEND THE TRAINING PROGRAM: WILLINGNESS OF THE RESPONDENTS(X) Excellent Very good Good RANK(X) 5 4 3 NO OF RESPONDENTS(W) 24 14 86 X*W 120 56 258 XW/W 0.96 0.448 2.064
46

Little Very little Total Source: Primary Data Weighted Average Mean: XW/W =436/125=3.448

2 1

1 0 125

2 0 436

0.016 0 3.488

INTERPRETATION: From the above table , the Weighted Average Value 3.488 shows that the respondents feel good to attend the training program WILLINGNESS OF RESPONDENTS TO ATTEND THE TRAINING PROGRAM Chart 14.1

INFE RENCE: It is inferred, the Weighted Average Value 3.488 shows that the respondents feel good to attend the training program. TABLE 15: The following table illustrates the about the objectives explained by the trainer at the starting time of the program.OPINION OF RESPONDENTS ABOUT THE OBJECTIVES EXPLAINED BY THE TRAINER: OBJECTIVES EXPLAINED(X) RANK(X) NO OF RESPONDENTS(W) 9 32 72 12 0 125 X*W 45 128 216 24 0 413 XW/W 0.36 1.024 1.728 0.192 0 3.304

Excellent 5 Very good 4 Good 3 Little 2 NO. OF WORKERS Very little 1 Total Source: Primary Data Weighted Average Mean: XW/W =413/125=3.304

INTERPRETATION: From the above table , the Weighted Average Value 3.304 shows that the respondents opinion was good about the trainers explanation about the objectives explained at the starting of training program. OPINION OF THE RESPONDENTS ABOUT THE OBJECTIVES EXPLAINED BY THE TRAINER. Chart 15.1

47

NO. OF WORKERS

INFERENCE: It is inferred, the Weighted Average Value 3.304 shows that the respondents opinion was good about the trainers explanation about the objectives explained at the starting of training program. TABLE 16: The following table illustrates the about the training program provided by the ICL for the employees who were really lacking in the specified area. OPINION OF RESPONDENTS ABOUT TRAINING PROGRAM FOR LACKING AREA: TRAINING RANK(X) PROGRAM FOR LACKING AREA(X) Strongly agree 5 Agree 4 Moderate 3 Disagree 2 Strongly disagree 1 Total Source: Primary Data NO OF RESPONDENTS(W) 17 72 33 3 0 125 X*W XW/W

85 288 99 6 0 478

0.68 2.304 0.792 0.048 0 3.824

Weighted Average Mean: XW/W =478/125=3.824 INTERPRETATION: From the above table , the Weighted Average Value 3.824 shows that the respondents agreed that training program was given to the employees for lacking area only. OPINION OF RESPONDENTS ABOUT TRAINING PROGRAM FOR LACKING AREA. Chart 16.1

INFERENCE: It is inferred that , the Weighted Average Value 3.824 shows that the respondents agreed that training program was given to the employees for lacking area only. TABLE 17: The following table illustrates the about the employees who were satisfied by the in house training program provided by the ICL. SATISFACTION LEVEL OF IN- HOUSE TRAINING PROGRAM: IN HOUSE TRAINING PROGRAM Strongly agree Agree Moderate RANK(X) 5 4 3NO. OF
WORKERS 48

NO OF RESPONDENTS 21 47 45

X*W 105 188 135

XW/W 0.84 1.504 1.08

Disagree Strongly disagree Total Source: Primary Data Weighted Average Mean: XW/W =452/125=3.616

2 1

12 0 125

24 0 452

0.192 0 3.616

INTERPRETATION : From the above table , the Weighted Average Value 3.616 shows that the respondents are satisfied by the in-house training program. .SATISFACTION LEVEL OF IN HOUSE TRAINING PROGRAM Chart 17.1

INFERENCE: It is inferred that , the Weighted Average Value 3.616 shows that the respondents agreed that the in- house training program was satisfied. TABLE 18: The following table illustrates the about the duration of the training program provided by the ICL SATISFACTION LEVEL OF DURATION OF THE TRAINING PROGRAM: DURATION OF RANK(X) NO OF THE TRAINING RESPONDENTS(W) PROGRAM Excellent 5 0 Very good 4 OF WORKERS 31 NO. Good 3 25 Little 2 24 Very little 1 45 Total 125 Source: Primary Data Weighted Average Mean: XW/W =292/125=2.336 INTERPRETATION:- From the above table , the Weighted Average Value 2.336 shows that the respondents are not satisfied by the duration of the training program. SATISFACTION LEVEL OF DURATION OF THE TRAINING PROGRAM. Chart 18.1 X*W 0 124 75 48 45 292 XW/W 0 0.992 0.6 0.384 0.36 2.336

49 NO. OF WORKERS

INFERENCE: It is inferred that , the Weighted Average Value 2.336 shows that the respondents are not satisfied in the duration of the training program . TABLE 19: The following table illustrates the about the group discussion/case study in the training program provided by the ICL. USEFULNESS OF GROUP DISCUSSION/CASE STUDY IN THE TRAINING PROGRAM: GROUPDISCUSSION/CASE RANK(X) STUDY Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data Weighted Average Mean: XW/W =464/125=3.712 INTERPRETATION: From the above table , the Weighted Average Value 3.172 shows that the respondents feel moderate towards the usefulness of group discussion in the training program. USEFULNESS OF GROUP DISCUSSION/CASE STUDY IN THE TRAINING PROGRAM. Chart 19.1 5 4 3 2 1 NO OF RESPONDENTS 28 35 61 0 1 125 X*W 140 140 183 0 1 464 XW/W 1.12 1.12 1.464 0 .008 3.712

INFER ENCE: It is inferred that the Weighted Average Value 3.172 shows that the respondents feel moderate towards the usefulness of group discussion in the training program. TABLE 20: The following table illustrates the about the lecture method in the training program provided by the ICL. USEFULNESS OF LECTURE METHOD IN THE TRAINING PROGRAM: LECTURE METHOD Strongly agree Agree Moderate RANK(X) 5 4 3 NO OF RESPONDENTS 30 48 47 X*W 150 192 141 XW/W 1.25 1.536 1.128
50

NO. OF WORKERS

Disagree Strongly disagree Total Primary Data Weighted Average Mean: XW/W =483/125=3.864

2 1

0 0 125

0 0 483

0 0 3.864

INTERPRETATION:-From the above table , the Weighted Average Value 3.864 shows that the respondents feel good about the usefulness of lecture method in the training program. USEFULNESS OF LECTURE METHOD IN THE TRAINING METHOD. Chart 20.1

INFERENCE: It is inferred that the Weighted Average Value 3.864 shows that the respondents feel good towards the usefulness of lecture method in the training program. TABLE 21: The following table illustrates the about the practical session in the training program provided by the ICL. USEFULNESS OF PRACTICAL SESSION IN THE TRAINING PROGRAM: PRACTICAL SESSION Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data Weighted Average Mean: XW/W =389/125=3.112 INTERPRETATION: From the above table , the Weighted Average Value 3.112 shows that the respondents feel good about the usefulness of lecture method in the training program. USEFULNESS OF PRACTICAL SESSION IN THE TRAINING PROGRAM. Chart 21.1 RANK(X) NO OF RESPONDENTS X*W 80 152 111 24 22 389 XW/W 0.64 1.216 0.888 0.192 0.176 3.112

5 16 4 38 3 37 2NO. OF WORKERS12 1 22 125

51

NO. OF WORKERS

INFERENCE :It is inferred, from the Weighted Average Value 3.112 shows that the respondents feel good towards the usefulness of lecture method in the training program. TABLE 22: The following table illustrates the about the Audio-Visual Aids used in the training program provided by the ICL. USEFULNESS OF AUDIO-VISUAL AIDS USED IN THE TRAINING PROGRAM: AUDIO-VISUAL RANK(X) AIDS Strongly agree Agree Moderate Disagree Strongly disagree Total SOURCE: Primary Data 5 4 3 2 1 NO OF RESPONDENTS 0 84 40 1 0 125 X*W 0 336 120 2 0 458 XW/W 0 2.688 0.96 0.016 0 3.664

Weighted Average Mean: XW/W =458/125=3.664 INTERPRETATION: From the above table , the Weighted Average Value 3.664 shows that the respondents satisfied about the usefulness of Audio-Visual Aids in the training program. USEFULNESS OF AUDIO-VISUAL AIDS USED IN THE TRAINING PROGRAM: Chart 22.1

INFERENCE: It is inferred, from the Weighted Average Value 3.664 shows that the respondents satisfied about the usefulness of Audio Visual Aids used in the training program. TABLE 23: The following table illustrates the about the training equipments, labs, model rooms in the training program provided by the ICL. USEFULNESS OF TRAINING EQUIPMENTS, LABS, MODEL ROOMS IN THE TRAINING PROGRAM: TRAINING RANK(X) NO OF X*W XW/W EQUIPMENTS, RESPONDENTS LABS, MODEL ROOMS Strongly agree 5 29 145 1.16 Agree 4 59 236 1.888 Moderate 3 37 111 0.888
52

Disagree Strongly disagree Total Source: Primary Data

2 1

0 0 125

0 0 492

0 0 3.936

Weighted Average Mean: XW/W =492/125=3.936 INTERPRETATION: From the above table , the Weighted Average Value 3.936 shows that the respondents are satisfied about the usefulness of training equipments, labs, model rooms in the training program. USEFULNESS OF TRAINING EQUIPMENTS, LABS, MODEL ROOMS IN THE TRAINING PROGRAM: chart 23.1

INF ERENCE: It is inferred, from the Weighted Average Value 3.936 shows that the respondents are satisfied about the usefulness of training equipments, labs, model rooms in the training program. TABLE 24: The following table illustrates the about the objectives fulfilled by the trainer in the training program provided by the ICL. OPINION OF RESPONDENTS ABOUT THE OBJECTIVES FULFILLED BY THE TRAINER IN THE TRAINING PROGRAM: OBJECTIVES RANK(X) NO OF FULFILLED BY RESPONDENTS THE TRAINER Excellent 5 38 Very good 4 NO. OF 35 Good 3 WORKERS 35 Little 2 14 Very little 1 3 Total 125 Source: Primary Data Weighted Average Mean: XW/W =466/125=3.728 INTERPRETATION: From the above table , the Weighted Average Value 3.728 shows that the respondents are satisfied about the opinion about the objectives explained by the trainer in the training program. OPINION OF RESPONDENTS ABOUT THE OBJECTIVES FULFILLED BY THE TRAINER IN THE TRAINING PROGRAM: Chart 24.1
53

X*W 190 140 105 28 3 466

XW/W 1.52 1.12 0.84 0.224 0.024 3.728

INFERENCE: It is inferred that the Weighted Average Value 3.728 shows that the respondents are satisfied about the opinion about the objectives explained by the trainer in the training program TABLE 25: The following table illustrates the about the individual need satisfied in the training program provided by the ICL. OPINION OF INDIVIDUAL NEED SATISFIED IN THE TRAINING PROGRAM: INDIVIDUAL NEED SATISFIED Excellent Very good Good Little Very little Total Source: Primary Data
NO. RANK(X) OF NO OF WORKERS RESPONDENTS

X*W 10 128 150 24 29 341

XW/W 0.08 1.024 1.2 0.192 0.232 2.728

5 4 3 2 1

2 32 50 12 29 125

Weighted Average Mean: XW/W =341/125=2.728 INTERPRETATION: From the above table , the Weighted Average Value 2.728 shows that the respondents feel moderate about the individual needs satisfied by the training program. OPINIO N OF INDIVIDUAL NEED SATISFIED IN THE TRAINING PROGRAM: Chart 25.1

INFERENCE: It is inferred that the Weighted Average Value 2.728 shows that the respondents feel moderate about the individual needs satisfied by the training program.

TABLE 26: The following table illustrates the about the training helps to improve knowledge provided by the ICL. NO. OF WORKERS
54

OPINION OF RESPONDENTSTHAT THEY IMPROVE KNOWLEDGE THROUGH THE TRAINING PROGRAM: IMPROVE RANK(X) NO OF X*W XW/W KNOWLEDGE RESPONDENTS THROUGHTRAINING PROGRAM Strongly agree 5 30 150 1.2 Agree 4 53 212 1.696 Moderate 3 41 123 0.984 Disagree 2 1 2 0.016 Strongly disagree 1 0 0 0 Total 125 486 3.896 Source: Primary Data Weighted Average Mean: XW/W =486/125=3.896 INTERPRETATION:. From the above table , the Weighted Average Value 3.896 shows that the opinion of the respondents are satisfied about the training program that help to improve their knowledge. OPINION OF RESPONDENTSTHAT THEY IMPROVE KNOWLEDGE THROUGH THE TRAINING PROGRAM Chart 26.1

INFERENCE: It is inferred that the , the Weighted Average Value 3.896 shows that the opinion of the respondents are satisfied about the training program that help to improve their knowledge. TABLE 27:The following table illustrates the training program helps to solve work related problem.OPINION OF RESPONDENTS THAT THE TRAINING PROGRAM HELPS TO SOLVE WORK RELATED PROBLEM: TRAINING RANK(X) NO OF X*W XW/W PROGRAM RESPONDENTS HELPS TO SOLVE WORK RELATED NO. OF PROBLEM Strongly agree 5 WORKERS 1 5 0.04 Agree 4 71 284 2.272 Moderate 3 43 129 1.032 Disagree 2 10 20 0.16 Strongly disagree 1 0 0 0 Total 125 438 3.504 Source: Primary Data
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Weighted Average Mean: XW/W =438/125=3.504 INTERPRETATION: From the above table , the Weighted Average Value 3.504 shows that the opinion of the respondents are satisfied about the training program that help to solve work related problem. OPINION OF RESPONDENTS THAT THE TRAINING PROGRAM HELPS TO SOLVE WORK RELATED PROBLEM:Chart 27.1

INFERENCE: It is inferred that the Weighted Average Value 3.504 shows that the opinion of the respondents are satisfied about the training program that help to solve work related problem. TABLE 28: The following table illustrates the about the training program help the employees to minimize the mistakes/accidents. OPINION OF RESPONDENTS ABOUT THE TRAINING PROGRAM HELP THE EMPLOYEES TO MINIMIZE THE MISTAKES/ACCIDENTS. MINIMIZE ACCIDENT Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data RANK(X) 5 4 3 2 1 NO OF RESPONDENTS
NO. OF WORKERS

X*W 305 164 66 0 1 536

XW/W 2.44 1.312 0.528 0 0.008 4.288

61 41 22 0 1 125

Weighted Average Mean: XW/W =536/125=4.288 INTERPRETATION: From the above table , the Weighted Average Value 4.288 shows that the opinion of the respondents are satisfied about the training program that help the employees to minimize mistakes/accidents. OPINION OF RESPONDENTS ABOUT THE TRAINING PROGRAM HELP THE EMPLOYEES TO MINIMIZE THE MISTAKES/ACCIDENTS: Chart 28.1

56

NO. OF

INFERENCE: It is inferred that the Weighted Average Value 4.288 shows that the opinion of the respondents are satisfied about the training program that help the employees to minimize mistakes/accidents. TABLE 29: The following table illustrates the about the training program help to update latest technology. OPINION OF RESPONDENTS ABOUT THE TRAINING PROGRAM THAT HELP TO UPDATE LATEST TECHNOLOGY: UPDATE LATEST TECHNOLOGY Strongly agree Agree Moderate Disagree Strongly disagree Total Source :Primary Data Weighted Average Mean: XW/W =367/125=2.936 INTERPRETATION: From the above table , the Weighted Average Value 2.936 shows that the opinion of the respondents feel moderate about the training program that help the employees to update latest technology. OPINION OF RESPONDENTS ABOUT THE TRAINING PROGRAM THAT HELP TO UPDATE LATEST TECHNOLOGY: Chart 29.1 RANK(X) 5 4 3 2 1 NO OF RESPONDENTS 11 30 44 20 20 125 X*W 55 120 132 40 20 367 XW/W 0.44 0.96 1.056 0.32 0.16 2.936

INFERENCE: It is inferred that the Weighted Average Value 2.936 shows that the opinion of the respondents feel moderate about the training program that help the employees to update latest technology. TABLE 30: The following table illustrates the about the training program helps to develop the personal growth of the employee. OPINION OF RESPONDENTS OF PERSONAL GROWTH AND DEVELOPMENT BY THE TRAINING PROGRAM: PERSONAL RANK(X) OF NO OF X*W XW/W NO. GROWTH AND RESPONDENTS WORKERS
57

DEVELOPMENT Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data Weighted Average Mean: XW/W =348/125=2.784 INTERPRETATION: From the above table , the Weighted Average Value 2.784 shows that the opinion of the respondents feel moderate about the training program that help the employees to develop personal growth. OPINION OF RESPONDENTS OF PERSONAL GROWTH AND DEVELOPMENT BY THE TRAINING PROGRAM : Chart 30.1 5 4 3 2 1 12 31 26 30 26 125 60 124 78 60 26 348 0.48 0.992 0.624 0.48 0.208 2.784

INFERENCE: It is inferred that the Weighted Average Value 2.784 shows that the opinion of the respondents feel moderate about the training program that help the employees to develop personal growth.

TABLE 31:The following table illustrates that the performance of employees increase after attending the training program provided by the ICL.RESPONDENTS WORK PERFORMANCE INCREASES AFTER ATTENDING THE TRAINING PROGRAM: NO. OF PERFORMANCE INCREASE Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data RANK(X) 5 4 3 2 1
WORKERS

NO OF RESPONDENTS 40 44 40 1 0 125

X*W 200 176 120 2 0 498

XW/W 1.6 1.408 0.96 0.016 0 3.984

Weighted Average Mean:XW/W =498/125=3.984

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INTERPRETATION: From the above table , the Weighted Average Value 3.984 shows that the the respondents agreed that their work performance increases after attending the training program. RESPONDENTS PERFORMANCE INCREASES AFTER ATTENDING THE TRAINING PROGRAM: Chart : 31.1

NO. OF WORKERS

INFERENCE: It is inferred that the Weighted Average Value 3.984 shows that the respondents agreed that their work performance increases after attending the training program. TABLE 32:The following table illustrates the about the overall training effectiveness. RESPONDENTS OPINION ABOUT OVERALL EFFECTIVENESS OF TRAINING. TRAINING EFFECTIVENESS Strongly agree Agree Moderate Disagree Strongly disagree Total Source: Primary Data RANK(X) 5 4 3 2 1 NO OF RESPONDENTS 19 24 59 23 0 125 X*W 95 96 177 46 0 414 XW/W 0.76 0.768 1.416 0.368 0 3.312

Weighted Average Mean:XW/W =414/125=3.312

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INTERPRETATION: From the above table , the Weighted Average Value 3.312 shows that the the respondents agreed that their work performance increases after attending the training program. RESPONDENTS PERFORMANCE INCREASES AFTER ATTENDING THE TRAINING PROGRAM Chart : 32.1

INFERENCE : It is inferred that, the Weighted Average Value 3.312 shows that the respondents agreed that their work performance increases after attending the training program.

CHI-SQUARE TEST TABLE 33:IDENTIFING WHETHER THERE IS RELATIONSHIP BETWEEN THE WORK EXPERIENCE AND OVERALL TRAINING EFFECTIVENESS. WORK EXPERIENCE NO. OF WORKERS 0-15 15-25 25& Above Total GOOD 11 10 22 43 LITTLE 26 20 36 82 Total 37 30 58 125

NULL HYPOTHESIS = There is no relationship between the work experience of the respondents and over all training effectiveness. ALTERNATIVE HYPOTHESIS =There is relationship between the work experience of the respondent and overall training effectiveness. O 11 26 10 20 22 E 13 24 10 20 20 O-E -2 2 0 0 2 (O-E)2 4 4 0 0 4 (O-E)2/E 0.3076 0.1666 0 0 0.2
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36 Total

38

-2

0.1052 (O-E)2/E 0.7794

Calculated value =0.7794 Degree of freedom (v) = (r-1)(c-1) (3-1)(2-1) =2 V=2 Tabulated Value = 5.99 Calculated Value < Tabulated Value Null Hypothesis is accepted.(i.e) there is no relationship between work experience & overall training effectiveness. INFERENCE : From the above calculation it is inferred that there is no relationship between work experience & over all training effectiveness.

TABLE 34 : IDENTIFING WHETHER THERE IS RELATIONSHIP BETWEEN THE EDUCATIONAL QUALIFICATION AND OVERALL TRAINING EFFECTIVENESS. Educational Qualification School level Graduation Total Excellent 13 6 19 Good 14 10 24 Little 48 34 82 Total 75 50 125

NULL HYPOTHESIS = There is no relationship between the educational qualification of the respondents and over all training effectiveness. ALTERNATIVE HYPOTHESIS =There is relationship between the educational qualification of the respondent and overall training effectiveness.
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O 13 14 48 6 10 34 Total

E 11.4 14.4 49.2 7.6 9.6 32.8

O-E 1.6 -0.4 -1.2 -1.6 0.4 1.2

(O-E)2 2.56 0.16 1.44 2.56 0.16 1.44

(O-E)2/E 0.2245 0.0111 0.0292 -5.04 0.3368 0.0439 (O-E)2/E 4.3945

Calculated value =4.3945 Degree of freedom (v) = (r-1)(c-1) (2-1)(3-1) =2 V=2 Tabulated Value = 5.99 Calculated Value < Tabulated Value NULL HYPOTHESIS is accepted. ( i. e) there is no relationship between educational qualification of the respondents & overall training effectiveness. INFERENCE : From the above calculation it is inferred that there is no relationship between wo & over all training effectiveness. CHAPTER VII 7.1 FINDINGS: 1) From the data analysis it is founded that 100% of the respondents are male. 2) 57.6% of the respondents are between the age group of 40-55. 3) 60% of the respondents are completed their school education. 4) 44% of the respondents are single. 5) 56% of the respondents are married. 6) 48% of the respondents are earning monthly salary of rupees 5000 15000. 7) 29% of the respondents are having above 25 years of experience.

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8) The weighted average value 3 shows that the respondents know good how to use the fire

extinguisher if the fire caught.

9) The weighted average value 3 shows that the respondents agreed that concern is

providing safety training periodically.

10)The weighted average value 4 shows that the respondents know very good how to give

first aid if his co-worker met with an accident.

11)The weighted average value 2 shows that the respondents are not satisfied by the yoga

training given by the organization.

12)The weighted average value 3 shows that the respondents feel good towards on - the - job

training.
13)The weighted average value 3 shows that the respondents feel good towards off - the -

job training.
14)The weighted average value 3 shows that the respondents are agreed of aware about the

training program given by the organization.

15)The weighted average value 3 shows that the respondents are very much willing to

attend the training program.

16)The weighted average value 3 shows that the respondents are agreed that the objectives

were explained well at the starting of the training program by the trainer.
17)The weighted average value 4 shows that the respondents feel that they attend the

training program to which they were really lacking.

18)The weighted average value 4 shows that the respondents are satisfied by the in house

training.
19)The weighted average value 2 shows that the respondents are dissatisfied about the

duration of the training program.

20)The weighted average value 4 shows that the respondents feel very good about the group

discussion and case study in the training program.

21)The weighted average value 4 shows that the respondents agreed that lecture method is

very good in the training program.

22)The weighted average value 3 shows that the respondents feel moderate towards the

practical session provided in the training program.

23)The weighted average value 4 shows that the respondents are satisfied by the Audio-

Visual Aids in the training program.

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24)The weighted average value 4 shows that the respondents are satisfied by the training

equipments, Labs & model rooms in the training program.

25)The weighted average value 4 shows that the respondents feel good about the objectives

fulfilled by the trainer.

26)The weighted average value 3 shows that the respondents feel that their individual needs

are little satisfied.

27)The weighted average value 4 shows that the respondents agreed that this program helps

to improve the general knowledge.

28)The weighted average value 3 shows that the respondents feel moderate that the training

program help to solve the work related problem.

29)The weighted average value 4 shows that the respondents agreed that the training

program helps to minimize the mistakes and accidents.

30)The weighted average value 4 shows that the respondents agreed that they can update

latest technology through the training program.

31)The weighted average value 3 shows that the respondents feel noderate that this program

help to develop their personal growth.

32)The weighted average value 3 shows that the respondents agreed that their performance

increased after attending the training program.

33)The weighted average value 3 shows that the respondents feel good about the overall

training provided by the organization.

34) From the chi-square test it is inferred that there is no relationship between work

experience of the respondents & overall training effectiveness. 35) From the chi-square test it is inferred that there is no relationship between educational qualification of the respondents & overall training effectiveness.

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7.3 CONCLUSION The researcher has a good time in doing the project work titled A study on Evaluating the Effectiveness of Training Programme in The India Cements Limited, Sankarnagar, Tirunelveli has been designed mainly to evaluate the system of training which includes training programs, the infrastructure of the training hall, the faculty handling and other amenities provided. The study reveals that the training programmes are really effective and directed towards the objectives. If the number of training programmes and their duration is increased it will be more effective. The employees are highly satisfied with the training system of India Cements Limited. The study also reveals that the employees are participating in training programmes with high enthusiasm and readiness to implement it in their work.

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7.2 SUGGESTION From the study, the researcher suggested,

1. The company shall extend the duration of the training program.(From the 19th finding) 2. As the employees are willing to attend the training program the company can increase the

no. of. training programs.(From the 15 th finding) 3. The company shall provide yoga training regularly to decrease the stress of the employees.(From the 11 th finding)

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