Nibu - Report

7/30/2019 Nibu - Report

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EVALUATION OF TRAINING

2RAJAGIRI SCHOOL OF MANAGEMENT

DECLARATION

I, Nibu John Thomas, Student of Rajagiri School of Management, Kochi, hereby

declare that the organizational internship report on Venture Lighting India Ltd. is a

bonafide report of the internship done by me at Venture Lighting India, during May-

June 2009.

This study was undertaken in the partial fulfillment of the requirement of the degree in

Master in Human Resource Management at Rajagiri School of Management,

Kakkanad, Cochin, affiliated to Mahatma Gandhi University, Kottyam, Kerala.

I also declare that this report has not been submitted to any other university/ board for

the award of any degree/diploma.


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ACKNOWLEDGEMENT

The gratification and elation of this project will be incomplete without mentioning all the

people who helped me to make it possible, whose guidance and encouragement were valuable

to me.

First of all I thank the God Almighty for his immense grace and blessings at each and every

stage of the project.

I would like to express my gratitude to Dr. Joseph I Injodey, Principal, Rajagiri School of

Management, for facilitating the study in their institution.

I consider this as a privilege to express my sincere gratitude to Mr. Binoy Joseph, faculty

guide, Human Resources Department, Rajagiri School of Management for his valuablesupport and suggestion and guidance during the course of the project.

My heartfelt thanks to my project guide Mr. X John Paul, HR Manager, Venture Lighting

India Ltd, Chennai for permitting me to undertake this project in their esteemed organization.

I am expressing my sincere thanks to all the employees in Venture Lighting India Ltd for

extending their co-operation and contribution during the course of this project work, without

which the successful completion of this project would not have been possible.


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CONTENTS PAGE NO

Executive Summary 5

Section I Profile Study of the Organization 6

1. Industry profile 7

2. Incorporation and history of the organization 8

3. Vision/mission statements 10

4. Corporate office 11

5. Organizational structure 12

6. Products/services 13

7. Production process 13

8. Functional departments in HR 15

i. Manpower Planning 15ii. Recruitment 15

iii. Employee Orientation 16

iv. Performance Appraisal 17

9. SWOT analysis 18

Section II Problem Centered Study of the Organization 19

Chapter I Problem Formulation 20

i. Title of the study 21

ii. Background of the study 21

iii. Statement of the problem 23iv. Relevance of the study 23

Chapter II Research Process 24

v. Objectives of the study 25

vi. Scope of the study 25

vii. Research design 25

viii. Tools for data collection 25

ix. Methods of data collection 26

viii. Sampling and Sample size 26Chapter III - Presentation and Analysis of data 28

Chapter IV - Interpretation and Conclusions 38Chapter V - Suggestions/Recommendations 41

Bibliography 43

Annexure 44


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EXECUTIVE SUMMARY

Conducting proper training programs and evaluating it are essential for the growth of any

organization. The method of evaluation varies according to the training and the environment.

In this study an evaluation of the training program that was conducted at Venture Lighting

India Ltd is done. The model used for the study was Kirkpatricks Four Level Evaluation

Model.

Kirkpatricks model demands a study in which data from different time period is needed. The

data for evaluation was collected from the training feedback form. The learning was

evaluated using the learning evaluation score and the behavioral changes were found using

the employee evaluation sheet. The result was analyzed using the changes in the output.

The data collected from the HR department was analyzed using percentage analysis and the

study found that the training has received a positive response from the employees. The

learning abilities of the employees were found to be high. But the behavioral changes were

not so observed in the employees. The training had an impact in the companys output too.

The recommendations were framed on the findings. The frequency and content of the training

programs can be increased as there is a good scope for further training. It was also

recommended that measures should be taken to make increase behavioral change in

employees.


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SECTION- I

PROFILE STUDY OF

THE ORGANIZATION


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Industry profile

Manufacturing industry refers to those industries which involve in the manufacturing

and processing of items and indulge in either creation of new commodities or in value

addition. The manufacturing industry accounts for a significant share of the industrialsector in developed countries. The final products can either serves as a finished good

for sale to customers or as intermediate goods used in the production process.

Evolution of the industry:

Manufacturing industries came into being with the occurrence of technological and

socio-economic transformations in the Western countries in the 18th-19th century.

This was widely known as industrial revolution. It began in Britain and replaced the

labor intensive textile production with mechanization and use of fuels.

Working of manufacturing industry:

Manufacturing industries are the chief wealth producing sectors of an economy. These

industries use various technologies and methods widely known as manufacturing

process management. Manufacturing industries are broadly categorized into

engineering industries, construction industries, electronics industries, chemical

industries, energy industries, textile industries, food and beverage industries,

metalworking industries, plastic industries, transport and telecommunication

industries.

Manufacturing industries are important for an economy as they employ a huge share

of the labor force and produce materials required by sectors of strategic importance

such as national infrastructure and defense. However, not all manufacturing industries

are beneficial to the nation as some of them generate negative externalities with huge

social costs. The cost of letting such industries flourish may even exceed the benefits

generated by them.


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Indian Manufacturing Industries

The ' Indian Manufacturing' sector has the potential to elevate much of the Indian

population above poverty by shifting the majority of the workforce out of low-wage

agriculture.

Manufacturing sector is the backbone of any economy. It fuels growth, productivity,

employment, and strengthens agriculture and service sectors. Astronomical growth in

worldwide distribution systems and IT, coupled with opening of trade barriers, has led

to stupendous growth of global manufacturing networks, designed to take advantage

of low-waged yet efficient work force of India. Indian Manufacturing ' sector is

broadly divided into -

1.Incorporation and history of the organizationVenture Lighting India Limited

Venture Lighting is a pioneer in Energy efficient Metal Halide Technology and they

take pride in having introduced more than 75% of the Metal Halide lamp types

currently available in the world market. Venture Lighting India Limited started its

commercial production in the year 1998. Their state-of-the art manufacturing plant

situated in Madras Export Processing Zone, Special Economic Zone is the largest

Metal Halide Lamp manufacturing facility in whole of Pacific Rim and one of its

kinds in India.

They are currently manufacturing about 4,50,000 Metal Halide lamps per month and

exporting to various countries like USA, Europe, Australia, New Zealand, Middle

East, China etc. Metal Halide lamps are highly energy efficient compared to High

Pressure Mercury vapour lamps and differs in quality of light delivered when

compared to High Pressure Sodium Vapour lamps. For example 400W High Pressure

Mercury Vapour lamps can be converted to 200W of Metal Halide lamps for the same

amount of Light output.


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They are currently manufacturing Metal Halide lamps from 50w to 2000w including

energy efficient intermittent wattages like 100W, 200W, 320W etc. Their patented

second generation ,Uniform Pulse start technology Metal Halide lamps are highly

energy efficient compared to the pinched body old generation Metal Halide lamps

available in the market.

They have a very strong work force of about 1000 employees and their Research and

Development Engineers work in tandem with the Engineers in USA to continuously

improve the efficiency of Metal Halide Lamps and introducing new product as per the

market requirement.

Their Chennai plant is an ISO 9001: 2000 certified by Kema Netherlands and many

of their product confirms to stringent international product quality requirements.VLI

believes in developing the skill of the individual employee and update the skills and is

a employee oriented company where team working, training and up gradation of skills

is given highest place. The company had received several awards from Govt of India

for outstanding export performance for the past several years. VLI as a part of

corporate social responsibility extends arms in developing neighbourhood and also

instituted a fund to help 500 selected deserving children from the downtrodden

section of the society through NGOs.

History

Venture Lighting International, an Advanced Lighting company, was founded in 1983

as a metal halide, high intensity discharge lamp (light bulb) manufacturing company

based in Cleveland, Ohio. Venture CEO Wayne Hellman began the development of

the company after a 16-year career with General Electric, during which he pioneered

innovations for metal halide lighting. Fifteen years of developing metal halide for GE

convinced Mr. Hellman that a tremendous opportunity existed for a specialty metal

halide lighting company. Mr. Hellman, along with a small core group of marketing

and engineering managers from GE, formed Venture Lighting, literally beginning

from scratch.


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From its inception, Venture is the only company in the world focused exclusively on

the advancement of metal halide lighting technology. The company emphasis,

according to Mr. Hellman, continues to be the development of breakthrough, superior

quality metal halide technology for the world market, including materials, system

components, systems and production equipment. As the company vision states,

Venture aspires to be the best metal halide lamp company in the world and to

dominate in the development of metal halide lamps for general lighting.

Venture has continued to develop innovative, environmentally-friendly products

designed for a wide range of metal halide lighting applications. Ventures high

quality, competitively priced metal halide lamps, including the revolutionary, new

Uni-Form pulse-start system, have accelerated the annual market growth rate of

metal halide to double that of other lighting technologies.

In recent years, advancements in metal halide technology have extended its use from

outdoor applications to commercial, retail and office space. Venture offers a wider

selection of metal halide lamp types than any other manufacturer. Of the 300 plus

lamp types marketed by Venture, more than half are unique lamps designed and

manufactured exclusively by the company. Of the new lamp types offered by

competitors in the last 10 years, about 50% were also developed by Venture.

Venture's exclusive Uni-Form pulse start technology continues to lead the industry

with its state-of-the-art system approach to metal halide lighting.

3. Vision & Mission

Mission

The Venture Lighting Institute (VLI) is committed to being the premier educator of

pulse start metal halide technology. We utilize our industry leading experience, metal

halide systems approach and highly committed staff to educate the lighting

community. As the worldwide leader in this light source, the VLI will provide

educational classes consistent with the Venture Lighting Internationals corporate

mission of being the most advanced metal halide lighting company in the world


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Vision

4.Corporate officeVenture Lighting India Limited is a fully owned subsidiary of Venture

Lighting International Inc. USA an integral part of Advanced Lighting Technologies

Inc. USA.


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5.Organizational structure


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6. Products

Venture Lighting India Ltd is the single largest manufacturer and exporter of Metal

halide Lamps in the Pacific Rim. They manufacture a wide variety Energy Efficient

Metal Halide Lamps. Their lamp outperforms the conventional Sodium Vapor/Mercury lamps due to its higher Energy efficiency, superior lumens and improved

CRI. Venture Lighting is classified a major product organization.

7. Production process

1. Quartz CuttingCutting of the wall tubes in the needed size

Wall tubes are special glass tubes with very small radius this is imported from

USA

There are two quartz cutting units one for low watt and second for high watt

2. Stems CuttingIn the stem department the lower part of the lamps are created

The wall tubes were cut into small piece, and then the it was pinched with a

electrode

Finally it was send to mounting department for assembling

3. Blub FormerThe wall tubes from the Quartz Cutting unit were made into the shape of a small

bulb by filling nitrogen gas in high temperature

4. PitchingHere the blub from the bulb former department were pinched with the electrode in

both ends and a starter will also pinched on one end

5. Arc Tube Low watta. Pinchingb. Exhausting


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6. Arc Tube High watta. Bulb formingb. Pinchingc. Exhausting

7. ExhaustingThe mercury and other gases are filled into the bulbs in this department

After filling it the exhaust tubes will be removed from the bulb

8. Flam SprayAluminium gas is sprayed on to the bulb and it will be coated with aluminium

9. MountingThe different parts from the different departments are assembled in this

department a special frame is used for that. The mounted bulbs are then sending to

the Lamp finishing department

10.Lamp FinishingHere the assembled part was covered with shell and was pinched in the bottom

11. Quality/Final InspectionThe lamps were put for quality cheeking after checking the lamps were send for

packing if it was not rejected

12.PhotometryFinal checking of the lamps using the high effective technology


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8. Functional departments in HR

i.

Manpower PlanningBased on various inputs furnished by the Department head and assessment done by all

concerned with the approval of the Board, Company maintains the sanctioned man

power on company wide basis. CEO and GM is authorized by the Board to operate

the factory efficiently and in case of urgent need they could appoint additional

manpower beyond the sanctioned one and should bring to the Board for approval with

justifications.

Existing vacancies could be filled by the Department Head with prior approval of GMas per the Policy.

ii. Recruitment

By lateral transfer from other Dept or other companies of the Group from other

locations both from India or abroad.

Applications received by HR Dept from candidates directly, various sources including

the employee references which shall be scrutinized by HR Dept as to Qualifications,

age and background etc., HR is responsible for verification and retention of the

certified copies of testimonials of each employee and should be made readily

available. Where ever necessary HR shall introduce computerization and on line

references etc.

Every quarter HR shall furnish the vacancy position to GM/CEO with a copy to

finance and at the end of the financial year HR shall furnish a Manpower Budget on

various heads of HR including Recruitments


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In case of technically qualified candidates HR with prior approval should advertise in

BOX Advt in English news papers having circulation in this region.

HR Dept shall scrutinize the application in consultation with the intending Dept and

then put up the list for approval and the wherever necessary a written exam has to be

conducted and depending upon the requirement at the ratio of 1:4 (for one vacancy 4

persons should be shortlisted for interview).

Such Short listed candidates shall be interviewed by a selection committee and the

rating sheet of the interviewer shall be kept. The minutes of selection shall be

prepared for approval. In all this process HR Dept shall maintain confidentiality and

retention of record as per policy of record retention of the company.

Wherever traveling allowance is paid to candidates HR Dept should inform the

Finance sufficiently in advance of the recruitment program to avoid any

communication failure.

On approval of the selection by the authorities, Appointment letters shall be issued to

the selected candidates. (Draft formats enclosed it has be modified depending upon

the position)

In respect of contract / Expatriates appointments separate registers as prescribed shall

be maintained.

iii. Employee Orientation

This policy envisaged that the new employee joining VLIL should be put on

orientation in a structured manner and as per the requirements with least delay.

Upon joining HR shall verify the Certificates and also the pay fixation etc besides

informing by copy to the Finance / Security and the dept concerned of the joing of the

employees and allotting his Employee number. HR shall ensure all the prescribed

forms like PF ESI, Photo, and Emergency Phone Numbers etc are verified and


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forwarded to the concerned departments. HR shall ensure and responsible for the

statutory compliance in respect of employee joining.

iv. Performance Appraisal, Salary Administration and Promotion

This policy covers all employees assessment by the immediate supervisor and the

dept as to find out the Potential of the employees, as the Strength, weakness, threat

and opportunity of the employee.

HR Dept shall send the appraisal forms two months in advance to the Dept and

follow up the same.

Wherever there is delay in the Line Dept, it has to be brought to notice of the GM so

that there is no delay in the yearly appraisal. (Format attached) Depending upon the

change in the environment like recession/urgent orders etc., the Appraisal formats has

to be reviewed periodically from which Dept managers should give inputs with

justifications.

HR Dept should inform the Departments in confidence to seek the list of eligible

promotes with justification. Promotions are not a matter of right or automatic but by

assessment of competent authorities based on the needs of the company.

The yearly increments has to be drawn with reference to the settlements in respect of

persons covered under the settlements and for other as per the criteria and the list has

to be put to the GM and also to Finance. This should be as per the Budget furnished

by the HR in the beginning of the year.


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7. SWOT Analysis

Strength

1. The only manufacturing company in this field2.

Highly new technology

3. Once used this product they can only use the products of Venture4. Given as a full set

Weakness

1. The cost of the product2. The use of raw material from china

Opportunity

1. Developing new technology2. Developing new bulbs3. The research going on for producing car blubs

Threats

1. The rescission as the product is not a primary need2. The developing of new companies in china with low price


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SECTION II

PROBLEM

CENTERED STUDYOF THE

ORGANIZATION


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Chapter-IProblem

Formulation


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i. Title of the studyA study to evaluate the training given on Quality Control in venture lighting

India Ltd

ii. Background of the study

There is much ado about training as an important component of the overall capacity building

of any employee in an organization. Training is a planned process to acquire knowledge,

skill, to modify attitude and/or behavior. Training is done using different kinds of techniques,

which include Lecture-cum-Discussion, Case Discussions, Group Discussions, and

Exercises/Hands on Sessions, and Field visits. It is seen that sharing of learning experiences

during training helps achieve a more effective performance in an activity or range of

activities among the trainees.

Efforts are made to evaluate training programs by both the training institution and the

participating organizations, so that there can be an effective learning process. Where training

is in-house the three most common reasons for evaluating the training program is: (1) to see

how future programs can be improved; (2) to determine whether training should be continued

and (3) to justify the existence of the training department itself. However most organizations

continue to perceive training as a philanthropic activity whose results is intangible in nature,

and hence do not consider evaluation as a necessary activity. But over Evaluation of

Academic Activities in Universities 140 the years, evaluation has become an important

component as training requires enormous amount of investment in terms of human, financial

and other resources.

Donald Kirkpatrick in 1959 formulated the four Levels of Evaluation. The four levels

represent a sequence of steps to evaluate training programs. Each level is important and has

an impact on the next level. As one moves from one level to the next, the process becomes

more difficult and time consuming, but it also provides more valuable information.


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Level 1:

Evaluation at this level measures how those who participate in the program react to it and is

taken immediately after the completion of the training program. It can also be called a

measure of customer satisfaction. It is observed that a positive and favorable reaction from

a few key persons in the group influences the future of a program. In fact a less than

favorable reaction affects the motivation to learn among the participants. A negative reaction

could greatly reduce chances of continuity for further programs.

Level 2:

A simple standardized paper and pencil test is administered (same test) before and after the

programs as part of the evaluation process. This helps in understanding the extent to which

participants change attitudes, improve knowledge and /or increase skill as a result of

attending the program.

Level 3:

At this stage, it would be possible to assess the extent to which the behavior is changed

because of training and ideally assessed between six to nine months after the training is

completed.

Level 4:

At this level the final impact results are taken into consideration. The final results can be in

the form of increased production, improved quality, decreased costs, reduced frequency

and/or severity of accidents, decreased costs, increased sales, reduced turnover and higher

profits. It would help if the final objectives of the training program can be stated in these

terms, for seeing improvement in the long-term. This assessment can be made between one to

three years after completion of training, because otherwise there is a danger of lack of

recall. It is also that changes cannot always be singularly identified with the training

received.


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The Kirkpatrick (KP) model has been used in different situations but predominantly in

industrial settings, because, the final results are more quantifiable in nature both for the

trainers and the trainees. This helps the authorities to take decisions about the continuation of

training in a very proactive manner. Some of the companies which have used this evaluation

method very rigorously include Motorola Corporation, University of Wisconsin, USA which

evaluated the training for developing supervisory skills in the staff, and Intel Corporation

which used the method to evaluate a corporation wide performance improvement system

(Kirkpatrick 1998).

Increasingly, the KP model is being used by training organizations to understand the impact

of the training programs even where the results are not very tangible in nature (Marcotte,

Bakker-Dhaliwal and Bell, 2002).

iii. Statement of the problem

Venture Lighting India Ltd is a manufacturing company in Chennai, which produces metal

halide lamps. The company had given a training program on quality control in February

2009. This study is to evaluate that training program.

iv. Relevance of the study

Training programs are very important for any organization. As the venture lighting is a

manufacturing company the quality is very important. The study is to evaluate the training

program given in quality control. As the company is planning to give more importance to

training, the evaluation of the existing training program is very important.


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Chapter IIResearch

Process


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v. Objectives of the study

A. General objective:To evaluate the training given on Quality Control in Venture Lighting India Ltd

B. Specific Objective:1) To evaluate the Response of trainees.2) To evaluate the Learning due to the training.3) To evaluate the Changes in Behaviour of the trainees.4) To evaluate the Changes in Output

vi. Scope of the study

Evaluation of the Response of trainees. Evaluation of Learning due to the training. Evaluation of the Changes in Behaviour of the trainees. Evaluation of the Changes in Output (Improvement of quality if any).

Overall evaluation of training given.

vii. Research designResearch design

Descriptive Research

viii. Tools for data collection

Tool for data collection

Secondary data

1. Training feedback form2. Learning score3. Behaviour evaluation form


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4. Scrap rate (Rejection rate)ix. Methods of data collection

Secondary data- collected from the existing data in the company

viii. Sampling and Sample size

Sampling Technique- Census Method

Population-57

The study was conducted to evaluate the training given on Quality control. The total number

of employees who had undergone the training was 57. And hence it became the population ofthe study.

Sample size-57

The population for the study was very small (57). So the entire population was taken as the

sample for the study

Limitations of the Study In the training feedback-form trainees were asked to write their name, which reduces

the truthfulness of the response.

The response analysis contains only three questions. The questions about the contentof the training, design of the training, the facilities of training room etc were not

analysed.

The learning need to be analysed just after the training programme, but it was doneafter one month

The behavioural change was evaluated after one month. But it is not a sufficient timeperiod for analyzing the behavioural changes

The change in the output may not be only due to the training programme, but that wasthe only data available to the researcher.


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Model using- Kirkpatricks Four Level Evaluation Model

1. Reaction Analysed using the question in the feedback-form(Collected immediately after the training)

a. How do you rate the training given to you?b. Is the training helpful in improving your working abilities?c. How do you rate the trainer?

2.

Learning- Analysed on the base ofa. A test score (oral for operators and written for R&D).b. An evaluation of the grasping ability.

3. Behaviour- Analysed using the data collected from the evaluation form.(Evaluated one month after the training).

a. Implementationb. Initiativec. Creativity

4. Results Using the data on the changes in Quality.


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Chapter-III

Presentation &Analysis of

data


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Level one Response

The response is collected using a training feedback from. Response speaks about what

the employees is feeling about the training undertaken. Since the feedback was

collected immediately after the training the level of accuracy will be higher.

1.Overall Rating of the training(How do you rate the training given to you?)

Table: 1

Fig: 1

Among the four alternatives the 46 % employees rate the training as excellent and the

remaining 54% rated it as good which clearly indicates that the response of the

trainees towards the training program was positive.

Rating Frequency Percentage

1 Excellent 26 45.6%

2 Good 31 54.3%

3 Satisfactory 0 0%

4 Bad 0 0%


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2.Relatedness(Is the training helpful in improving your working abilities?)

This is to know about the relation or usefulness of training with the work. Here we are

assuming that if the employees feel that the training is useful to work then it is related

to work

Table: 2

No Response Frequency Percentage

1 Yes 57 100

2 No 0 0

Fig: 2

100% of the trainees feel that the training is helpful in improving their working

abilities, which means the training was directly related to the work. This means that

the usefulness of the training is very high according to the employees


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3.TrainerThis is to know the responses about the trainer. The ability of the trainer is an

important factor in the training program.

Table: 3

Fig: 3

The response towards the trainer is positive. Around 53% feel the trainer is excellent

when the remaining feel he is good, which means that the trainer was good and the

employees liked him. From this the management can come to the conclusion that the

existing trainers are good.

Rating Frequency Percentage

1 Excellent 30 52.6

2 Good 27 47.3

3 Satisfactory 0 0

4 Bad 0 0


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II. Level two -Learning

1.Learning test scoreThis is to know evaluate the learning happened in the trainees.

Table: 4

No Learning Score Frequency Percentage

1 90-100 10 17.5

2 80-89 10 17.5

3 70-79 25 43.8

4 60-69 8 14

5 Bellow60 4 7

Fig; 4

Following data prove that the employees who have undergone training were able to

learn from the training program. 35 percentage (17.5 &17.5) employees scored above

80 marks.25 percentages of the employees were just bellow that with 70 marks.

This indicates that the trainees were able to understand the content of the training.


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2.Grasping Power & attendance RatingThis evaluate the trainees grasping power and attendance

Table: 5

No Rating Frequency Percentage

1 Good 38 66.6

2 Average 19 33.33

3 Poor 0 0

Fig: 5

The pie diagram shows that the around 67% of trainees were good and remaining

were average in the grasping power and attentive in the training programme. This

shows a scope for further training programs in the company


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III. Level Three Behavioural Change

1. ImplementationThis evaluates the level how good are employees in implementing what they have

learned

Table: 6

No Score Frequency Percentage

1 80 -100 14 24.6

2 60-79 37 64.9

3 Bellow 60 6 10.5

Fig: 6

Around 24 % got score above 80 and 65 % got between 60 and 80 and the rest 6

% got below 60. This means the majority of trainees were able to implement the

training moderately


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2. Initiative ScoreThis is to evaluate how much initiative the employees take after the training

programmeTable: 7


1 80 -100 14 24.6

2 60-79 39 68.4

3 Bellow 60 4 7

Fig: 7


% got below 60. The majority fall in the 60-80 range which shows that the

employees were started taking initiate after the training programme moderately.


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3. CreativityThis is to evaluate how much more creative are the employees after the

training programme

Table: 8


1 80 -100 8 14

2 60-79 29 50.9

3 Bellow 60 20 35

Fig:


% got below 60. Comparing with other scores the creativity score is little lesser,

which indicates the training didnt increase the creativity of employees.


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IV. Level four Result

Table: 9

The data on scarp rate was used to evaluate the change in the rate of scrap.

Period Scarp before training Scarp after training

Month Nov 08 Dec 08 Jan 08 March 09 April 09 May09

Scarp 0.96 0.83 0.75 0.61 0.71 0.65

Fig: 9

The analysis of the scrap gives a clear picture of the impact of the training. The

scarp quality has considerably reduced after the training program which indicates

that the training program has achieved its objective


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Chapter-IV

Interpretation& Conclusions


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Interpretation

The overall reaction of the trainees towards the training was positive. All the employees who undergone training found it to be very effective. Majority (53%) of the employees felt the trainer was excellent while the remaining

felt that trainer was good.

Most of the employees who undertook training were good learners. Majority of the trainees were able to implement the content of the training

moderately.

Most of the trainee who underwent training started taking initiative moderately. The quality of the products was considerably changed after the training programme.


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Conclusion

Training and its evaluation is essential for the success of any organization. The evaluation

conducted in the venture Lighting India Ltd was using Kirkpatricks model. The source of

data was secondary. The data from the HR department of the Venture Lighting India Ltd was

taken. The data collected in different time period were taken from the feedback from,

evaluation sheet and scrap data.

According to the study, the employees in the company have a positive feeling towards the

training program. Even though most of the people, who had undergone training, were found

to be good learners, the rate of implementation was not high. The study found a positive

change in the output due to the training.


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Chapter-V

Suggestions/

Recommendations


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Recommendations

The frequency of the training programme can be increased as the employees feelhappy about the training.

Higher level of training can be given to improve the standard of the employees asthere are lot of good learners.

The training can be more application oriented so that higher level of implementationcan be expected.

The reason why the employees are not taking enough initiative should be found andrectified.

Similar type of training program given to the other employees as the training hascreated an impact on the improvement of the quality.


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Bibliography

Evaluation of training programs for rural development (Research)Journal of applied Quantitative methods - By A. Indira (pages 139-150)

Human Resource Management By V S P Rao (pages 189-217) The Practice of Evaluation in Organizations - Evaluator Competencies (pages 1-12) http://www.venturelighting.com/ http://www.economywatch.com/world-industries/manufacturing/


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Annexure

Level 1

Collecting Response (The feedback back form)

1. How do you rate the training given to you?a. Excellentb. Goodc. Satisfactoryd. Bad

2. Is the training helpful in improving your working abilities?a. Yesb. No

3. How do you rate the trainer presentation?a. Excellentb. Goodc. Satisfactoryd. Bad

Level 2

Collecting Learning Score -Training Evaluation Sheet Part I

1. What is the trainees Learning Score?a. Marks out of 20

2. How do u rate trainees attendance and grasping power?a. Goodb. Averagec. Poor


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Level 3

Collecting Data on Behavioral Change - Training Evaluation Sheet- Part II

1. What is the trainees Implementation Score?a. Marks out of 20

2. What is the trainees score in Initiative?a. Marks out of 20

3. What is the trainees score in Creativity?a. Marks out of 20

Level 4

Collecting Data on Result Data on Scrap

1. Scrap before the training program.Months

a. Nov-08b.

Dec-08

c. Jan-09

2. Scrap After the training program.Months

a. Mar-09b. Apr-09c. May-09

Nibu - Report

Documents

Transcript of Nibu - Report