1

HRD Audit: Measuring the Training Effectiveness in

engineering companies of Rajkot
By
Sanjay Borad Nilesh Dodiya
097340592019 097340592023

MBA IV Semester
Marwadi Education Foundations Group of Institutions, Rajkot.
AY: 2010-11




Conducted at
Engineering Companies of Rajkot
Head Branch, Rajkot


Under the guidance of
Dr. Meeta Joshi
Asst. Professor,
Faculty of Management,
Marwadi Education Foundations Group of Institutions
Rajkot



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DECLARATION
I, the under signed Dr Meeta Joshi, Assistant Professor, Faculty of Management, Marwadi
Education Foundations Group of Institutions, Rajkot. Hereby declare that the research
work presented in this Grand project is prepared under my guidance and has been carried out
and prepared by Mr. Nilesh Dodiya and Mr. Sanjay Borad Students of Marwadi Group of
Education Rajkot.
This is an original contribution in every respect and has not been previously submitted to any
university for any degree.

Date:

Place: Rajkot (Professor Name)














3







Declaration

We, Mr. Nilesh Dodiya , Mr. Sanjay Borad hereby declare that the research work presented
in this Grand project is our own contribution and has been carried out under the supervision
of Dr Meeta Joshi, Assistant Professor, Faculty of Management, Marwadi Education
Foundations Group of Institutions, Rajkot.
This is an original contribution in every respect and has not been previously submitted to any
university for any degree.















Mr Nilesh Dodiya
(Student of MBA Sem IV)
Faculty Of Management
Marwadi Educations Foundation Group
of Institutions
Rajkot

Mr.Sanjay Borad
(Student of MBA Sem IV)
Faculty Of Management
Marwadi Educations Foundation
Group of Institutions
Rajkot
( )
Sanjay Borad
( )
Nilesh Dodiya
4

Preface
Human Resource Management is developing in Indian business because to gain competitive
advantage over it is must for an organization to acquire develops and retaining of its human
capital and competitor cannot imitate human capital of any company. HR itself consists of
Human Resource Planning, Human Resource Management as well as Human resource
development. now companies taken initiative to Audit their HR Activities. Many companies
such as Infosys, Wipro, L&T, Aditya Birla Group, Wockhardt has taken initiative in the
field of HR Audit and they have started analysis of their HR activities. This all activities can
be separately audited. As today companies are having attractive Recruitment and Selection
policy but just good compensation would not suffice in todays world because todays
employee has become Aware Employee and he will elect his Employer Employer of
Choice so he will check both good pay and his development in the organization there
comes HRD audit in to Picture HRD audit will enable company inquire whether the resources
and time they spend in HRD activities is worthwhile and is it really giving chance to develop
the individual as well as organization. HRD audit is done through process in which we have
to consider so many things. The two main aspect of any HRD activity is Training and Career
Management activities with that the attitude of the top management and line manager and the
relation between the HRD activities of an organization and its Business and Corporate
strategy.
Now lets see, what is HRD it includes three things Competence Building, Commitment
/Motivation Building, Culture Building. It is nothing but comprehensive evaluation of HRD
Strategies, Systems and Practices, Structures and Competencies, Styles and Culture, their
appropriateness to achieve the short and long term business goals of the organization. Our
survey area was Rajkot which is regarded as the Engineering Hub. Still the concept of HRD
is still evolving and it is limited to the employee training only. The main reason behind
selecting was that Training part of the engineering companies of Rajkot and especially those
who are in to manufacturing function because the is having extensive training. We have used
the standard questionnaire of TV Rao of training effectiveness and tried to analyze whether
the training given in the organization is effective whatever they are spending behind this is
appropriate and the training policy is giving them chance to enhance the skills and knowledge
about their functions or not?

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Acknowledgement
First of all we would like to express our regard and thanks whole heartedly to professor
Dr.S.Chinam.Reddy, Dean of Marwadi education foundation group of institutions and
our Faculty Guide Dr Meeta Joshi, Assistant Professor, Marwadi education foundation
group of institutions for her guidance, Mr. Purohit HR Head of Field Marshal, HR
Manager Parekh sir Amul Technologies Rajkot and all companies to give us a chance to
enhance our knowledge of HRD audit and Training Effectiveness to do our comprehensive
Grand Project gain live industrial experience.
With a deep sense of gratitude and humble submission we would like to express my heartiest
gratefulness to our faculty guide professor, for guiding us throughout our comprehensive
project. we are equally grateful to MR. KSR Swami , Corporate Manager Marwadi education
foundation group of institutions for helping us getting permission in various organization, all
those employee who gave their contribution for the success of our project.
we are especially thankful to Mr. T.V. Rao who pioneered the work of HRD and various
concept of the same also. HRD Audit is pioneered by him and Late Udai Pareek. So we are
thankful to them and their academy TVRLS without them we might not examine and learned
the concept and gain a substantial knowledge.
And lastly we give our heartiest thanks to our reversed faculty members and all our
classmates for supporting us throughout our project. Last but not leas to our parents for
encouraging us to join such competitive course and which gave us chance to explore various
aspect of the business.
Date:

Place: Rajkot

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Consultant Board
T. V. Rao Learning Systems Pvt. Ltd.
PARSHWA", 603, 6th Floor, Opp. Rajpath Club,
Sarkhej - Gandhinagar Highway, Ahmedabad 380015. Gujarat,
"
Amul Engineering Pvt.Ltd
Aji Industries Pvt. Ltd.
Plot No. 332/333
Rajkot 360 003,
Gujarat, India.
P.M. Diesels Pvt. Ltd.
Aji Industrial Estate , P.O.Box No. 1003, Rajkot - 360003.
Phone No. 91-281-2387401-2-3-4 Fax 91-281-2387406
Mr. Deepak Parikh
HR Manager
Amul Engineering
Mr. Sunil Purohit
Production Manager
P M Diesels
Gujarat Technological University
Admission Committee for Professional Courses Building
L.D College of Engineering Campus, Navarangpura,
Ahmedabad -380 015
Phone: 079-2630 0499, 079-2630 0599
Email : , info@gtu.ac.in registrar@gtu.ac.in
Review Board
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Sign...................................
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Place.................................
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About the Researcher








Sanjay Borad pursuing Masters of Business Administration in Human Resource
Management from Marwadi Education Foundation Group of institution Rajkot, Gujarat
and did my Summer internship Project on the topic Attrition control and retention policy
in Marwadi Shares and Finance Pvt Ltd From Marwadi Shares and Finance Ltd. I did my
Graduation in BA (English) from Muni.Arts and Commerce college, Upleta .

Signature

Nilesh Dodiya, pursuing my Masters of Business Administration in Human Resource
Management from Marwadi Education Foundation Group of institution Rajkot,
Gujarat. I did my Summer internship Project on the topic Change Management in
Marwadi Shares and Finance Pvt Ltd From Marwadi Shares and Finance Ltd. and
Graduation in BA (English) from T K Parekh college Mahuva.

Signature

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Contents
Chapter 1 | Introduction .......................................................................................................................... 9
1.1 | Introduction of the Topic ............................................................................................................ 9
Need for HRD Audit ............................................................................................................... 9
Why HRD Audit? ................................................................................................................. 10
Concepts of HRD Audit ........................................................................................................ 11
1.2 | Introduction of the Industry....................................................................................................... 15
1.3 | Introduction of the Company .................................................................................................... 18
Chapter 2 | Research Methodology ....................................................................................................... 23
2.1 | Title of the Study ....................................................................................................................... 23
2.2 | Objectives of the Study ............................................................................................................. 23
2.3 | Literature Review (Published Studies, Review of Similar Studies) .......................................... 24
2.4 | Sample Design .......................................................................................................................... 26
2.4.1 | Universe ............................................................................................................................. 26
2.4.2 | Population .......................................................................................................................... 26
2.4.3 | Sample Size ........................................................................................................................ 26
2.4.4 | Sampling Method ............................................................................................................... 26
2.4.5 | Collection of Data .............................................................................................................. 26
2.4.6 | Hypothesis (Null / Alternative Hypothesis ) ...................................................................... 27
2.4.7 | Research Method (Exploratory, Descriptive, Statistical Tools / Tests) ............................. 27
2.4.8 | Scope of the Study ............................................................................................................. 28
2.4.9 | Limitation of the Study ...................................................................................................... 28
Chapter 3 | Analysis and Interpretation of Data .................................................................................... 29
Chapter 4 | Summary, Findings and Suggestions ................................................................................. 58
4.1 | Summary ................................................................................................................................... 58
4.2 | Findings ..................................................................................................................................... 58
4.3 | Suggestions ............................................................................................................................... 59
Bibliography .......................................................................................................................................... 60


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Chapter 1 | Introduction

1.1 | Introduction of the Topic

Need for HRD Audit

In the last two decades there are so many corporations have established HRD department
and new systems of HRD and also made structural changes in terms of differentiating the HRD
function and integrating it with the HR function. A good number of CEO saw hope in HRD for
most of their problems, issues and challenges. It is estimated that on an average creating a new
HRD department with small size of about five professionally trained staff cost about two million
rupees per annum in terms of salary, another ten million in terms of budget ( e.g. training budget
, travel, etc)
In spite of these investments in a number of corporations, there is a wide spread feeling
that HRD has not lived up to the expectation of either the top management or the line manager.
There are also examples of corporations where HRD has taken the driver seat and has given lot
of benefits. In today competitive world people or employee can give a good degree of
competitive advantage to the company.
The function of HR should be in align with the business goal and strategies HRD audit is
an attempt to assess these alignments and ensure that take place.





HRD audit is a comprehensive evaluation of the current human resource development
strategies, structure, systems, styles and skills in the context of the short and long-term
business plans of a company. HRD audit attempts to find out the future HRD needs of
the company after assessing the current HRD activities and inputs available.





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Why HRD Audit?

In the last two decades a large number of corporations have established Human
Resources Development Departments, introduced new systems of HRD, made structural
changes in terms of differentiating the HRD function and integrating it with HR function. A
good number of CEOs saw a hope in HRD for most of their problems, issues and challenges..
To get the best out of HR, there should be a good alignment of the function, its strategies,
structure, systems, and styles with business and its goals (financial, customer etc. parameters). It
should be aligned both with the short-term goals and long-term strategies. If it is not aligned, HR
could become a big liability to corporations. Besides this alignment, the skills and styles of HR
staff, the line managers and the top management should synergies with the HR goals and
strategies. HRD audit is an attempt to assess these alignments and ensure the same.
In the last few years Dr. T. V. Rao along with his colleague Dr. Udai Pareek pioneered
in India, a methodology for auditing HRD function and implemented the same in a good number
of Indian companies. This note describes below the basic concepts behind HRD audit.


How can HRD Audit contribute to the Organization?
HRD Audit is not a problem solving exercise. It may not be able to provide any
solutions to specific problems the organizations is facing for example Industrial Relations
problem, or discipline problem, poor performance problems etc. However, it may be able to
throw insights into the sources for the problem. It will not give feedback about specific
individuals. It will however give feedback about the HRD department, its structure,
competency levels, leadership, processes, influence of the HRD on the other systems etc.
HRD audit is against the HRD framework HRD audit is comprehensive. However it is
possible to focus on one or more systems thoroughly. Action on HRD audit is entirely in the
hands of the CEO and the auditor has no control over this.





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HRD Score card
On the basis of HRD audit a Score is assigned to the company, which indicates the level
of HRD in relation to four dimensions. HRD Systems Maturity, HRD Competencies (including
the competencies of line managers, union leaders, top management and the HRD department
and its structure), HRD styles and culture, and Business linkages of HRD. The scorecard is a
form of rating of the level of maturity of HRD in the company.

Concepts of HRD Audit

HRD Audit is Comprehensive HRD audit starts with an understanding of the future
business plans and corporate strategies. While HRD audit can be done even in organizations
that lack well formulated future plans and strategies, it is most effective as a tool when the
organization already has such long-term plans.

The HRD audit starts with attempts to answer the following questions:

1) Where does the company want to be ten years from now, three years from now and
one year from now? (Answers to this question ensures business linkages part of the
HRD score card)

Answer to this question needs to be provided by the top-level management. If there are
long-term plan documents these are reviewed. On the basis of the answers to these questions
the consultants finalize the subsequent audit strategies and methodology. The consultants make
an attempt to identify the nature of core competencies the organization needs to develop in order
to achieve its long-term, five to ten year plans. The consultants also attempt to identify skills
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required to be developed by the company at various levels (example - workmen level,
supervisors level, junior management level, middle management level, top management level,
etc.) and with respect to various functions (finance, production, marketing, etc.). Listing all
these core competencies and skills for the future is the starting point of HRD audit. The HRD
audit normally attempts to assess the existing skills and the competency gaps in order to achieve
the long-term business goals and short-term results of the company. The competencies may deal
with technical aspects, managerial aspects, people related or conceptual. They may cover
knowledge base, attitudes, values and skills.

2) What is the current skill base of HRD staff in the company in relation to various roles
and role requirements? (HRD Competencies Score on the HRD score card)

This is assessed through an examination of the qualifications of HRD staff, job descriptions,
training programmes attended, etc. Besides this, through interviews an attempt is normally
made to identify the skill gap in the organization. Training needs and performance appraisal
forms provide further insights. Departmental heads and other employees provide insights into
the competency and other skill requirements.

3) What are the HRD sub-systems available today to help the organization build itself
competency base for the present, immediate future as well as for long-term goals?
(HRD systems maturity score of the HRD score card)

The auditors attempt to identify various HRD sub-systems that are available to ensure the
availability, utilization and development of skills and other competencies in the company. All
the HRD tools existing in the organization are listed and studied in detail.

4) What is the current level of effectiveness of these systems in developing people and
ensuring that human competencies are available in adequate levels in the company?
(HRD systems maturity on the HRD score card)

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Assessing the effectiveness of each system makes this. For example, discussing with employees,
individually and in groups, about the efficacy of the system, assesses the effectiveness of
performance appraisal system. The auditors look at the appraisal forms, look at the linkages
between appraisal and training, conduct questionnaire surveys to assess the extent to which
coaching and other components of other appraisals are being utilized and also conduct
workshops if necessary to assess the effectiveness of these systems. Similarly, in relation to
induction training, the consultants make it a point to meet those who have been through the
induction training recently or those who are in the process of being inducted into the company
and take their views to improve the induction training methodology etc.

5) Does the HRD structure exist in the company adequate enough to manage the HRD in
the company? (Contributes to HRD competencies score)

In the next stage, an attempt is made by the auditors or consultants to examine whether the HRD
structure at present can handle the pressing and future HRD needs of the company. This
examination will assess the existing skill base of the HRD staff of the company, their
professional preparation, their attitudes, their values, their developmental needs, the line
managers perceptions regarding them, etc. In addition to examining the full time staff, the HRD
structure is also assessed in terms of use of task forces and other mechanisms.

6) Are the top management and senior manager styles of managing people in tune with
the learning culture? (Answers to these questions contribute to the HRD culture score
of the HRD score card)

Here an attempt is made to examine the leadership styles, human relations skills, etc. of senior
managers. The extents to which their styles facilitate the creation of a learning environment are
examined.





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HRD Audit Examines Linkages with Other Systems :

The HRD audit also examines the linkages between HRD and other systems like total
quality management, personnel policies, strategic planning etc.

Suggestions are made on the basis of evaluation on the above questions about the future
HRD strategies required by the company, the structure the company needs to have for
developing new competencies and the systems that need to be strengthened, the styles and
culture that has compatibility with HRD processes in the company particularly the styles of the
top management, etc.
HRD Audit is Business driven:

HRD audit always keeps the business goals on focus. At the same time, it attempts to
bring in professionalism in HRD. In keeping the business focus at the centre, HRD audit
attempts to evaluate HRD strategy, structure, system, staff, skills and styles and their
appropriateness.













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1.2 | Introduction of the Industry

HISTORY OF INDUSTRY
In this modem era, demand for automobile increase by the day. The condition in this industry
has also increased because the entry of multinational companies.
So, Indian automobile industry faces more and more challenges in this changed economic
scenario. To make automobile in this competitive and salable, auto parts play a very important role.
Thus in Indian auto parts industry has been highly monetize with the help of latest technology and
scientific methods to meet the rising demand of automobile industry.
Exciting times lie ahead for the Indian automotive component industry. The industry is
transforming, and the boost in demand will see the emergence of several new players in the industry.
The vast market for auto components, and the diverse products and technology involved ensures a
place and role for many.
According to Baba Kalyani, chairman, Bharat Forge Ltd, the auto-component business is
huge and what players like us from the developing world are trying to do is to get a part of that
business. And that part will never be more than 20 per cent. But that 20 per cent is big business. The
auto-component business that is favourable for India totals to some $380 billion. "Even if you get 10
per cent of that, it is $38 billion! It is a hell of a lot more than what we are doing as a whole country,"
he stated.
There is lot of positive factors - India has emerged as an outsourcing hub for auto parts for
international companies such as Ford, General Motors, Daimler Chrysler, Fiat, Volkswagon and
Toyota. India enjoys a cost advantage with regard to castings and forgings. The manufacturing costs
in India are 25 to 30 percent lower than its western counterparts. India's competitive advantage does
not come from costs alone, but from its full service supply capability.
Besides the burgeoning demand from global auto majors, there is also the domestic car
industry, which is growing at a spanking rate of over 16 per cent, driven by a rising consumer base
and affordable loans. Auto sales within India are expected to touch 10 million by 2009 and Indian
auto majors have registered a growth of over 24 per cent in vehicle exports in September 2006 alone.
The industry displays tremendous potential in generating employment and boosting entrepreneurship
in the country. The spate of new investment plans announced by global and domestic automobile
manufacturers promises the emergence of India as a global hub for auto components.

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PERFORMANCE OF INDUSTRY
The Indian automotive component industry has witnessed a CAGR of 20 per cent in
the last five years, according to a McKinsey-ACMA report on the Status of the Indian Auto
Industry. In 2005, the auto components industry was worth over US$ 10 billion, which is
expected to nearly double every four years, to 18.7 billion in 2009, and reach US$ 40 billion
by 2014.
According to estimates by the Automotive Component Manufacturers Association
(ACMA), domestic production increased by 17 per cent in 2005-06 to $10 billion, while
exports jumped by 30 per cent to $1.8 billion. "The industry has grown at a CAGR of 20%
between 2000 and 2005 with total output in value terms touching US$ 10 billion in 2005.
Exports have grown at a much higher rate of 34% CAGR during the same period with output
touching US$ 1.8 billion," say data published by independent market observers too.
The reduction in excise duty on small cars affected in the 2006 Budget had created
positive market sentiment towards auto-ancillary units, especially the ones having exposure
to small cars producers. The reduction in peak customs duty levels and the reduction in
import duty on ferrous and non-ferrous metals should also provide some relief to the auto
ancillary producers.
The Indian auto industry produces an estimated 9.7 million vehicles, propelled by a
surging domestic demand, which has pushed the growth rate of the auto industry to 20% in
the last couple of years. The domestic industry is set to grow manifold over the next few
years as estimates point out that the Indian auto components industry will invest about $1
billion towards ramping up capacities and acquiring newer technologies every year for the
next 10 years.






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CURRENT STATUS OF INDUSTRY
Innovation is the hallmark of the manufactured automobile industry. Automobile
more numerous and diverse than any found in nature are now routinely created in the
industry's laboratories.
For industrial uses, manufactured automobile relentlessly replace traditional materials
in applications from super-absorbent diapers, to artificial organs, to construction materials for
moon-based space stations. Engineered non-woven products of manufactured automobile
sprat are found in applications from surgical gowns and apparel interfacing to roofing
materials, road bed stabilizers, and floppy disk. As they always have, manufactured
automobile continue to mean, Life made better.
FUTURE OF INDUSTRY

Now a days the use of vehicles are increases and as per hobby of the different person
the demand for the all vehicles are also one requirement and also none hobby.
It is always believed that the origination must no satisfy with their current level of
operations, at every pain of time they must planning for future expansion of the operations.
This expansion can be of any type for instance, increase sales established a new units,
increasing the production line, producing the different varieties, of the production etc. for all
these expansions, the first and for most thing there needs to be taken care is the development
of future plans for the expansions planning of future expansion holds very important when
the level of risk is very high in the industry in which the expansion is to be carried on. Thus
the management must pay the at most attention to the future plans to avoid big losses in
making investment in a very huge projects




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HISTORY AND DEVELOPMENT OF AMUL INDUSRIES PVT. LTD.

1.3 | Introduction of the Company

Amul Industries Pvt. Ltd. Is one of the firms in the Rajkot manufacturing auto parts
"ADICO ' SPARES INDUSTRY" is the parent company of Amul Industries? Adico spares
industry produces oil engine spare parts that are used in automobiles. The Adico Group
established "AMUL INDUSTRIES PVT.LTD." In 1988. It is engaged in this business since
last 20 years, it collaborates with advance engineering due to following two reasons.
1) To overcome the shortage of place.
2) To reinvest profits which earn every years?
The main promoters of Amul Industries Pvt. Ltd. Are Mr. Nipul Santoki and Mr. Atul
Santoki.




.
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COMPETITORS

To prepare an effective marketing strategy, a company must study its competitors as
well as its actual and potential customer. Companies need to identify competitors strategies,
objectives, strength, weakness, and reaction patterns. They also need to know to design an
effective competitive intelligence system. A company should identify competitors by using
both industry and market based analysis.
As important as a competitive orientation is in today's global market, company should
not over do the emphasis on competitors. They should maintain a good balance of consumer
of and competitor monitoring. Bhavani & Co.Galaxy Co. Anand Enterprise. (Rajkot.) Bajaj
Sons Ltd, (Ludhiana.) Swastic Drilling co Ltd,(New Delhi.) Kishan Auto parts Ltd,
(Rajkot.) J. J. Auto Engineering, (gota-Alimedabad.)















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SWOT Analysis Amul Engineering

SWOT ANALYSIS



























Strengths
- Has experience and qualified staff
- Very high brand identify
- Very less dependent on government
for wall and power
- Sound to cope up with the economic
situation. High distribution
efficiency.
- Excellent management team to cope
with changing environment.


Weaknesses
- Employees are dis-satisfied with
their pay scale.
- Competition is increases in
auto-parts industry.
- There is no advertisement

Opportunities
- The receipts of the bulk order of
customer are great opportunity for
industry.
- Company provides after sales service to
their customer.


Threats
- Threats from the economic cycle
- Recession or growth.
- Capacity expansion by the
competitors
- Change in government policies in
terms of coal, diesels, raw material,
and transportation.



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P.M. Diesels PVT. LTD.

MISSION OF THE COMPANY

We will continuously strive for timely delivery of total quality
productions and services to ensure full satisfaction of our customers
through
A. Involvement of all our employees and vendor
B. Continuous improvement In product features
OBJECTIVES OF THE COMPANY

Elimination of customers complain
Continuously improvement through reduction of
rejection and work



PRESENT ACTIVITIES OF THE COMPANY
Manufacturing and marketing of field Marshal brand
Slow- speed diesel engine
High speed diesel engine
High weight petrol/ kerosene engine
Electrical products
Engine oil
Submersible pumps sets
Mini tractor
Original spare of all above products
ACHIEVEMENTS OF THE COMPANY
ISO 9001-2000 QMC certification
National awards for quality product by Government of India
Highest export award by Government of Gujarat

Swadesh technological award BY government of Gujarat
22

SWOT Analysis Field Marshal





















Strengths
- Agricultural Product
- Quality and product
differentiation
- Good Human Capital
- Excellent work environment
- Good demand of product
outside country.
Weaknesses
- Heavily relies on traditional
method of work
- Having only agricultural
products
- Infrastructure
- No HRD division

Opportunities
- Great Market
- Other engineering field like
auto mobile and casting
- Agricultural advancement

Threats
- Rapid technological changes
- Many competitors
- More of export


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Chapter 2 | Research Methodology
2.1 | Title of the Study

HRD Audit: Measuring the training effectiveness of engineering companies of Rajkot
As Rajkot is regarded as the ENGINEERING HUB we selected the engineering
companies and as Rajkot engineering industry is evolving and accepting H R Practices so we
are interested in measuring the Training effectiveness.

2.2 | Objectives of the Study

To measure the training effectiveness and analyzing the work Of HRD departments
and widely shared training policy of the company
Checking that the induction training is well planned, given importance and providing
enough opportunity to understand the organization.
Inquiring whether the training helps participant in acquiring technical knowledge and
skills and training faculties are competent or not.
Assessing the fact that employee are sponsored for training programs with carefully
identified development needs get chance to implement those learning in the
organization and to examine whether HRD department conduct briefing and
debriefing sessions for employees sponsored for training?
sAssessing the quality of in- company programs in this organizations excellent and
are worth to attend.






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2.3 | Literature Review (Published Studies, Review of Similar Studies)

1. MEASURING TRAINING EFFECTIVENESS
This paper examines the effectiveness of a training program offered to 94 trainees at two
locations of a training institute in UAE. The researcher extracted the needed data from the
records of the institute for the year 2003. The paper focused on trainees reactions to the
training program (i.e., its materials and instructors) and the level of skills and knowledge
gained from the program as the primary measures for effectiveness. Alpha analysis and t-tests
were used to judge data reliability and the statistical significance of the measures of
effectiveness. A regression analysis was also used to determine the role of perceived training
usefulness and a trainees effort to gain skills and knowledge in explaining achieved level of
effectiveness. The results indicate significant positive reactions to the training program. They
also indicate significant increase in trainees skills and knowledge as a result of the training.
In addition, perceived training usefulness and trainees effort to gain skills and knowledge
were significant variables in explaining training effectiveness, after controlling for the effects
of demographic variables.
Ibrahim Mohamed E, P. &. (2004). Measuring Training Effectiveness. Journal of
Management Resesrch .
2.CONTEXTUAL INFLUENCES ON TRAINING
EFFECTIVENESS
Training does not operate in vacuum. This is not to say that training design issues such as
instructional methods, course contents, and training media are not important. Individuals will
only learn what is taught in training. However, trainees arrive at training sites with
expectations, attitudes and motivational levels and these can act as a limiting factor on the
effectiveness of the well designed training program. Highly motivated trainees are not likely
to benefit from a poorly designed training program, however. Thus training must be thought
of as system embedded within a larger organizational system each level of which influences
the other.
Gold Stein, N. &. (1995). Cotextual Influence in Training effectivness.



25



3. Kirkpatrick's Learning and Training Evaluation Theory
Donald L Kirkpatrick, Professor Emeritus, University Of Wisconsin (where he
achieved his BBA, MBA and PhD), first published his ideas in 1959, in a series of articles in
the Journal of American Society of Training Directors. The articles were subsequently
included in Kirkpatrick's book Evaluating Training Programs (originally published in 1994;
now in its 3rd edition - Berrett-Koehler Publishers).
Donald Kirkpatrick was president of the American Society for Training and
Development (ASTD) in 1975. Kirkpatrick has written several other significant books about
training and evaluation, more recently with his similarly inclined son James, and has
consulted with some of the world's largest corporations.
Donald Kirkpatrick's 1994 book Evaluating Training Programs defined his originally
published ideas of 1959, thereby further increasing awareness of them, so that his theory has
now become arguably the most widely used and popular model for the evaluation of training
and learning. Kirkpatrick's four-level model is now considered an industry standard across
the HR and training communities.
More recently Don Kirkpatrick formed his own company, Kirkpatrick Partners, whose
website provides information about their services and methods, etc.
Kirkpatrick's Four Levels Of Evaluation Model
The four levels of Kirkpatrick's evaluation model essentially measure:
- reaction of student - what they thought and felt about the training
- learning - the resulting increase in knowledge or capability
- behaviour - extent of behaviour and capability improvement and
implementation/application
- results - the effects on the business or environment resulting from the trainee's
performance

26

2.4 | Sample Design

2.4.1 | Universe
The first step involved in developing sample design is to clearly defined the number of cases
technically known as the Universe. Universe may be finfte and infinite. Our universe is Finite
because we have selected only those engineering companies which are extensively in to
production
All employees of Engineering companies(Amul Engineering & P. M. Diesels) of
Rajkot which consist of 1100 employee of the approximately.
2.4.2 | Population

All employees of engineering (Production) companies that we have surveyed out of
1100 employees 365 people were given training ( training includes the major training
to the top level people middle level and some portion of operational level
management)
2.4.3 | Sample Size

75% of the population which is 256 people were approached for the sample out of
which 175 respondents have responded.
2.4.4 | Sampling Method

Convenience Random Sampling because we have not been granted permission for
more companies due to their business policy so we were make to take the sample of
the two companies only.
2.4.5 | Collection of Data

Primary
Questionnaire
Informal Interview

27

Secondary Data
Books
Magazine
Journal
Method of Collection
Sample Technique
Interviews of HR Head and Training executives

2.4.6 | Hypothesis (Null / Alternative Hypothesis )

Hypothesizes:
Ho: Training Effectiveness has no significant difference between Amul Engineering
and P.M. Diesel Pvt. Ltd.
Ha: Training Effectiveness has significant difference between Amul Engineering and
P.M. Diesel Pvt. Ltd.
Ho: Training Effectiveness is not related with Experience in engineering companies.
Ha: Training Effectiveness is related with Experience in engineering companies.

2.4.7 | Research Method (Exploratory, Descriptive, Statistical Tools / Tests)

Research Method
- The Research Method is exploratory method because the research method is used by
gathering information from the population and the conclusion will be based on the
analysis and interpretation of the sample data.
Statistical Tools/ Tests
- We have used the Chi Square as the statistical tool to find the relationship between
the employee experience and the training effectiveness.
- The use of t-test paired of the to check whether there is any difference between the
training effectiveness of the Amul Engineering and P. M. Diesels.
- Normal Distribution
- Graphical Depiction of data

28

2.4.8 | Scope of the Study

During project duration we will concentrate on measurement of training effectiveness
of only engineering companies (production companies) of Rajkot
The study is limited to assessment of HRD Departments only one function that is
training.
The instrument for the study is questionnaire so the respondent might be biased.

2.4.9 | Limitation of the Study

There are so many limitation of the study the first and foremost is that, the instrument for the
study was questionnaire so the answer will be subjective and thats why the accuracy of the
study may not be totally reliable. The second thing is training is comprehensive thing and
which consists of so many things so there might be chance that something may not be
included in the questionnaire. And the third thing company policy for not revealing the
necessary information for research purpose.
















29

Chapter 3 | Analysis and Interpretation of Data

Q -1 Induction training is given adequate importance in this organization












Interpretation:
As the chart shows that the induction training has adequate importance in Amul
Engineering Industry because more than 65% agree in comparison of P.M. Diesels in which
only 49% of respondent agree. So in comparison with Amul Engineering Indus. P.M. Diesels
have less adequate importance of Induction Training.

2.44
7.32
31.71
21.95
36.59
6.45
10.75
17.2
22.58
43.01
0
5
10
15
20
25
30
35
40
45
50
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M.Diesels Amul
Response % of Respondents
P.M. Diesels% Amul %
Not at all True
A little True
Somewhat true
True to a great extent
Very true
Total 100.00% 100.00%
30


Q 2 Induction training is well planned

Response % of respondents
P.M. Diesels% Amul Indus%
Not at all True 3.66 2.15
A little True 8.54 8.60
Somewhat true 20.73 12.90
True to a great extent 34.15 32.26
Very true 32.93 44.09
Total 100.00 100.00




Interpretation:

Figures in the chart indicate induction training is well planned in Amul Engineering
Industry because it has 77% respondent agree in comparison of P.M. Diesels in which only
66% of respondent agree. So in comparison with Amul Engineering Indus. P.M. Diesels are
lacking at the planning of the Induction Training.


3.66
8.54
20.73
34.15
32.93
2.15
8.6
12.9
32.26
44.09
0
5
10
15
20
25
30
35
40
45
50
Not at all True A little True Some what true True to a great
extent
Very true
P.M. Diesels% Amul Indus%
31


Q-3 Induction training is of sufficient duration










Interpretation:

Figures in the chart indicate induction training is of sufficient duration Amul
Engineering Industry because it has 76.35 % respondent agree in comparison of P.M. Diesels
in which only 73.17% of respondent agree. So both companies are having sufficient amount
of duration for their training program

2.44 2.44
21.95
37.8
35.37
2.15
7.53
13.98
23.66
52.69
0
10
20
30
40
50
60
Not at all True A little True Some what true True to a great
extent
Very true
P.M. Diesels Amul Indus
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 2.44 2.15
A little True 2.44 7.53
Somewhat true 21.95 13.98
True to a great extent 37.80 23.66
Very true 35.37 52.69
Total 100.00 100.00
32


Q-4 Induction training provides an excellent opportunity for newcomers to learn
comprehensively about the organization

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 0.00 2.15
A little True 1.22 9.68
Somewhat true 17.07 19.35
True to a great extent 43.90 17.20
Very true 37.80 51.61
Total 100.00 100.00



Interpretation:

The chart shows that the effectiveness and encouragement to the employees to learn
comprehensively about organization is comparatively higher in P.M. Diesels then Amul
Engineering. Induction training in Amul Engineering Industry respondent rate has 68.81% in
comparison of P.M. Diesels in which it has 81.7% .


0
1.22
17.07
43.9
37.8
2.15
9.68
19.35
17.2
51.61
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
33



Q-5 The terms and values of this company are clearly explained to the new employees
during induction









Interpretation:

Numbers in the chart shows that Amul Engineering has very clear induction training
program which explains a new employee to know about terms and conditions of the
organization. Amul Engineering Industry respondent rate has 77.42% in comparison of P.M.
Diesels which has 71.95%.
0
7.32
20.73
24.39
47.56
4.3
6.45
11.83
23.66
53.76
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 0.00 4.30
A little True 7.32 6.45
Somewhat true 20.73 11.83
True to a great extent 24.39 23.66
Very true 47.56 53.76
Total 100.00 100.00
34

Q-6 Senior executives/officers take interest and spend time with the new staff during
induction training









Interpretation:

The study and data shows that in Amul engineering and PM diesels both companies
senior executive and line managers are involving and taking interest and spending their time
with new newcomers in the organization during induction training. Amul Engineering
Industry respondent 74.19 and 74.39 of P. M. Diesels which is comparatively equal.


2.44
6.1
17.07
29.27
45.12
2.15
8.6
15.05
24.73
49.46
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 2.44 2.15
A little True 6.10 8.60
Somewhat true 17.07 15.05
True to a great extent 29.27 24.73
Very true 45.12 49.46
Total 100.00 100.00
35


Q-7Tthe new recruits find induction training very useful in this organization

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 4.88 2.15
A little True 3.66 10.75
Somewhat true 19.51 6.45
True to a great extent 21.95 25.81
Very true 50.00 54.84
Total 100.00 100.00




Interpretation:
W
The data reveal that in Amul engineering new joniee finds the induction training
useful than the PM Diesels. The percentage in both company Amul Engineering Industry
respondent 80.65% and 71.95 of P. M. Diesels.



4.88
3.66
19.51
21.95
50
2.15
10.75
6.45
25.81
54.84
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
36


Q 8 Induction training is periodically evaluated and improved
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 7.32 5.38
A little True 8.54 7.53
Somewhat true 19.51 13.98
True to a great extent 26.83 22.58
Very true 37.80 50.54
Total 100.00 100.00





Interpretation:

The data tell us that in Amul engineering induction training is periodically evaluated
and improved in comparison to P.M. Diesels. Response in both companies Amul Engineering
Industry respondent 73.12% and 64.63 of P. M. Diesels.



7.32
8.54
19.51
26.83
37.8
5.38
7.53
13.98
22.58
50.54
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
37


Q-9The employees are helped to acquire technical knowledge and skills through training

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 7.32 5.38
A little True 7.32 8.60
Somewhat true 18.29 11.83
True to a great extent 24.39 22.58
Very true 42.68 51.61
Total 100.00 100.00





Interpretation:

The data demonstrates that in Amul engineering training programs are helping the
trainees to acquire technical knowledge and skills. The response in both companies Amul
Engineering Industry respondent 74.19.% and 67.07% of P. M. Diesels.



7.32 7.32
18.29
24.39
42.68
5.38
8.6
11.83
22.58
51.61
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
38

Q 10 There is adequate emphasis on developing managerial capabilities of the
management staff through training









Interpretation:

The figure shows that Amul engineering training program is adequate emphasis on
developing managerial capabilities of the management staff through training. The response in
both companies Amul Engineering Industry respondent 74.02. % and 53.22% of P. M.
Diesels.


10.98
4.88
24.39
28.05
31.71
4.3
9.68
11.83
21.51
52.69
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 10.98 4.30
A little True 4.88 9.68
Somewhat true 24.39 11.83
True to a great extent 28.05 21.51
Very true 31.71 52.69
Total 100.00 100.00
39

Q- 11 Human relations competencies are adequately developed in this organization
through training in human skills

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 3.66 9.68
A little True 12.20 7.53
Somewhat true 21.95 12.90
True to a great extent 30.49 21.51
Very true 31.71 48.39
Total 100.00 100.00





Interpretation:

The figure shows that in Amul engineering human relations competencies are
adequately developed in this organization through training in human skills. The response in
both companies Amul Engineering Industry respondent 69.09. % and P. M. Diesels
respondent rate is 62.02%.



3.66
12.2
21.95
30.49
31.71
9.68
7.53
12.9
21.51
48.39
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
40

Q-12 Training of workers is given due importance in this organization
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 4.88 5.38
A little True 6.10 8.60
Somewhat true 24.39 13.98
True to a great extent 21.95 22.58
Very true 42.68 49.46
Total 100.00 100.00



Interpretation:

The figure demonstrates that in Amul engineering training of workers is given due
importance while it is not in P.M. Diesels. The respondent rate in Amul Engineering Industry
is 72.04. % and P. M. Diesels respondent rate is 64.63%.




4.88
6.1
24.39
21.95
42.68
5.38
8.6
13.98
22.58
49.46
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
41

Q-13Employee are sponsored for training program on the basis of carefully identified
developmental needs
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 6.10 2.15
A little True 10.98 13.98
Somewhat true 15.85 15.05
True to a great extent 36.59 25.81
Very true 30.49 43.01
Total 100.00 100.00



Interpretation:

The figure demonstrates that there is no more difference between Amul engineering
and P.M.Diesels about employees are sponsored for training program on the basis of
carefully identified developmental needs. The respondent rate in Amul Engineering Industry
is 68.82. % and P. M. Diesels respondent rate is 67.08%.




6.1
10.98
15.85
36.59
30.49
2.15
13.98
15.05
25.81
43.01
0
5
10
15
20
25
30
35
40
45
50
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
42

Q 14 Those who are sponsored for training programs take the training seriously
Response % of Respondents
P.M. Diesels Amul
Indus
Not at all True 7.32 7.53
A little True 3.66 6.45
Somewhat true 9.76 8.60
True to a great extent 25.61 24.73
Very true 53.66 52.69
Total 100.00 100.00



Interpretation:

The figure demonstrates that there is no more deviation between Amul engineering
and P.M. Diesels regarding the employees who are sponsored for training programs take the
training seriously. The respondent rate in P. M. Diesels is 77.42. % and Amul engineerings
respondent rate is 79.27%.




7.32
3.66
9.76
25.61
53.66
7.53
6.45
8.6
24.73
52.69
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
43

Q-15 Employee in this organization participate in the determining the training they need

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 7.32 3.23
A little True 7.32 13.98
Somewhat true 21.95 10.75
True to a great extent 24.39 23.66
Very true 39.02 48.39
Total 100.00 100.00



Interpretation:

The data demonstrates that in Amul engineering the employees are participate in the
determining the training which they while it is not in P.M. Diesels. The respondent rate in
Amul Engineering Industry is 72.05. % and P. M. Diesels respondent rate is 63.41%.




7.32 7.32
21.95
24.39
39.02
3.23
13.98
10.75
23.66
48.39
0
10
20
30
40
50
60
Not at all True A little True Some what true True to a great
exteent
Very true
P.M. Diesels Amul Indus
44

Q 16 Employees sponsored for training program go with a clear understanding of the
knowledge and the skill they are expected to acquire from training

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 2.44 7.53
A little True 10.98 11.83
Somewhat true 21.95 13.98
True to a great extent 25.61 15.05
Very true 39.02 51.61
Total 100.00 100.00



Interpretation:

The figure demonstrates that there is no more deviation between Amul engineering and
P.M. Diesels regarding the employees who are sponsored for training program go with a clear
understanding of the knowledge and the skill they are expected to acquire from training. The
respondent rate in P. M. Diesels is 64.63% and Amul engineerings respondent rate is 66.66 %.



2.44
10.98
21.95
25.61
39.02
7.53
11.83
13.98
15.05
51.61
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
45

Q -17 The HRD departments conducts briefing and debriefing sessions for employees
sponsored for training
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 14.63 8.60
A little True 10.98 7.53
Somewhat true 15.85 15.05
True to a great extent 23.17 19.35
Very true 35.37 49.46
Total 100.00 100.00




Interpretation:

The chart demonstrates that in Amul engineering the HRD departments conducts
briefing and debriefing sessions for employees sponsored for training while that is not done
in P.M. Diesels. The respondent rate in Amul Engineering Industry is 68.81. % and P. M.
Diesels respondent rate is 58.54%.




14.63
10.98
15.85
23.17
35.37
8.6
7.53
15.05
19.35
49.46
0
10
20
30
40
50
60
Not at all True A little True Some what true True to a great
exteent
Very true
P.M. Diesels Amul Indus
46

Q 18 In company programs are handled by competent faculty
Response % of Respondents
P.M.
Diesels
Amul Indus
Not at all True 4.88 7.53
A little True 12.20 11.83
Somewhat true 12.20 10.75
True to a great extent 25.61 18.28
Very true 45.12 51.61
Total 100.00 100.00



Interpretation:

The figure presents that there is no more deviation between Amul engineering and
P.M. Diesels regarding in company programs are handled by competent faculty. The
respondent rate in P. M. Diesels is 70.73% and Amul engineerings respondent rate is 69.89 %.





4.88
12.2 12.2
25.61
45.12
7.53
11.83
10.75
18.28
51.61
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
47

Q-19 The quality of in- company programs in this organization is excellent
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 6.10 2.15
A little True 6.10 8.60
Somewhat true 30.49 17.20
True to a great extent 21.95 22.58
Very true 35.37 49.46
Total 100.00 100.00




Interpretation:

The data shows that in Amul engineering the quality of in- company programs is
excellent while that is not up to the mark in P.M. Diesels. The respondent rate in Amul
Engineering Industry is 72.04. % and P. M. Diesels respondent rate is 57.32%.





6.1 6.1
30.49
21.95
35.37
2.15
8.6
17.2
22.58
49.46
0
10
20
30
40
50
60
Not at all True A little True Some what true True to a great
exteent
Very true
P.M. Diesels Amul Indus
48

Q - 20 Senior line managers are eager to help their juniors develop through training
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 2.44 5.38
A little True 4.88 6.45
Somewhat true 21.95 10.75
True to a great extent 32.93 22.58
Very true 37.80 54.84
Total 100.00 100.00




Interpretation:

The data shows that in Amul engineering the Senior line managers are eager to help
their juniors develop through training while that thing is slightly lower in P.M. Diesels. The
respondent rate in Amul Engineering Industry is 77.42. % and P. M. Diesels respondent rate
is 70.73%.



2.44
4.88
21.95
32.93
37.8
5.38
6.45
10.75
22.58
54.84
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
49

Q-21 Employees returning from training are given adequate free time to reflect and plane
improvements in the organization

Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 7.32 3.23
A little True 7.32 4.30
Somewhat true 15.85 11.83
True to a great extent 28.05 25.81
Very true 41.46 54.84
Total 100.00 100.00



Interpretation:

The data shows that in Amul engineering the Senior line managers are eager to help
their juniors develop through training while that thing is slightly lower in P.M. Diesels. The
respondent rate in Amul Engineering Industry is 77.42. % and P. M. Diesels respondent rate
is 70.73%.



7.32 7.32
15.85
28.05
41.46
3.23
4.3
11.83
25.81
54.84
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
50

Q 22 Line managers provide the right kind of climate to implement new ideas and
methods acquired by their juniors through training
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 10.98 4.30
A little True 10.98 6.45
Somewhat true 19.51 8.60
True to a great extent 21.95 23.66
Very true 36.59 56.99
Total 100.00 100.00



Interpretation:

The survey explores that Amul engineering Indus. is giving more opportunity to
trainee to implement those things in to organization than P.M.Disels. The respondent rate in
Amul Engineering Industry is 80.56. % and P. M. Diesels respondent rate is 58.54%.






10.98 10.98
19.51
21.95
36.59
4.3
6.45
8.6
23.66
56.99
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great extent Very true
P.M. Diesels Amul Indus
51

Q 23 Line managers in this organization utilize and benefit from the training programs
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 7.32 5.38
A little True 6.10 8.60
Somewhat true 24.39 11.83
True to a great extent 28.05 23.66
Very true 34.15 50.54
Total 100.00 100.00




Interpretation:

The Chart shows that Amul engineering the line managers are getting more benefit
from the training program than the P.M. Diesels. The respondent rate in Amul Engineering
Industry is 74.2. % and P. M. Diesels respondent rate is 62.20%.





7.32
6.1
24.39
28.05
34.15
5.38
8.6
11.83
23.66
50.54
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
52

Q 24 External training programs are carefully chosen after collecting enough
information about their quality and suitability
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 8.54 4.30
A little True 9.76 7.53
Somewhat true 17.07 12.90
True to a great extent 26.83 20.43
Very true 37.80 54.84
Total 100.00 100.00



Interpretation:

The study explores that Amul engineering are very keen about the choice of the
training program and they also take in to the need of the trainee and prepare the training
program. The respondent rate in Amul Engineering Industry is 75.27. % and P. M. Diesels
respondent rate is 64.63%.




8.54
9.76
17.07
26.83
37.8
4.3
7.53
12.9
20.43
54.84
0
10
20
30
40
50
60
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
53

Q 25 There is well designed and widely shared training policy in the company
Response % of Respondents
P.M. Diesels Amul Indus
Not at all True 2.44 5.38
A little True 4.88 7.53
Somewhat true 13.41 7.53
True to a great extent 26.83 21.51
Very true 52.44 58.06
Total 100.00 100.00





Interpretation:

According to respondent of the both the companies Amul engineering and P.M.
Diesels training policy is well designed and shared. The respondent rate in Amul Engineering
Industry is 79.57. % and P. M. Diesels respondent rate is 79.83% which is almost same.





2.44
4.88
13.41
26.83
52.44
5.38
7.53 7.53
21.51
58.06
0
10
20
30
40
50
60
70
Not at all True A little True Somewhat true True to a great
extent
Very true
P.M. Diesels Amul Indus
54

T-test Two Sample Assuming Equal variances:
Hypothesizes:

Step-1: Ho: Training Effectiveness has no significant difference between Amul Engineering
and P.M. Diesel Pvt. Ltd.
Ha: Training Effectiveness has significant difference between Amul Engineering
and P.M. Diesel Pvt. Ltd.

Step-2 : t =
2 1 2 1
2
2
2 1
2
1
2 1
2
1
1 1
2
) 1 ( ) 1 (
) ( ) (
n n n n
n s n s
x x
+
+
+


Df = n1 + n2 2

Step-3 : The value of alpha is 0.05
Step-4 : The Df are (93+82-2=173) and alpha is 0.05. The table value is 1.9737.
Step-5 :
Variable
1
Variable 2
Mean 101.6559 97.15853659
Variance 112.2934 159.5177657
Observations 93 82
Df 173
t Stat 2.560839
P(T<=t) one-tail 0.005648
t Critical one-tail 1.653709
P(T<=t) two-tail 0.011296
t Critical two-tail 1.973771

Step-6 : Because the observed value t= 2.560839 is higher or greater than the critical table
value t = 1.793771. The critical table value is in rejection region. The null
hypothesis is rejected.
Business Implication
Step-7: Figure shows the critical areas the observed t value and the decision for this test.
Here computed t value is 2.560839 which higher than critical table value so it rejects the mull
hypothesis. So the conclusion is that the training effectiveness has significant difference
between Amul engineering and P.M.Dieseal Pvt.Ltd.
55

CHI-SQUARE GOODNESS-OF-FIT TEST OF INDEPENDENCE
The chi-square goodness of fit test is used to analyze the distribution of frequencies
for categories of one variable. However the goodness of fit test cannot be used to analyse4
two variables simultaneously. A different chi square test, the chi square test of independence,
can be used to analyze the frequencies of two variables whether the two variables are
independent.
If the two variables are independent, they are not related. In a sense, the chi square
test of independence is a test of whether the variables are related. The null hypothesis of a chi
square test of independence is that the two variables are independent ( not related). If the null
hypothesis is rejected the conclusion is that the two variables are not independent and are
related.

Experience and Training Effectiveness
Hypothesize
Step-1 Ho: Training Effectiveness is not related with Experience in engineering companies.
Ha: Training Effectiveness is related with Experience in engineering companies.

Step-2 The statistical test being used is
Observed

=
e
e
f
f f
2
0 2
) (
_

Step-3 : The alpha is o = .05
Step-4 : Here there are three rows (r = 3) and five columns (c = 5). The degrees of freedom
are (3 1)(5 1) = 8. The critical value of chi- square for o = .05 is
X
2
.05,8
= 15.5073. the decision rule is to reject the null hypothesis if the observed chi-
square is greater than 15.5073.











































56

Step-5: the observed data is given in below table.
Chi Square analysis engineering companies
Years of Experience
Score
0-5
Years
5- 10
Years
10 - 15
Years
15 -20
Years
20 - 25
Years Total
Excellent
Effectiveness 26 39 21 10 2 98
Moderate
Effectiveness 18 28 13 7 3 69
Poor
Effectiveness 2 3 1 1 1 8
Total 46 70 35 18 6 175

Step-6 : To determine the observed value of chi- square, we must compute the expected
frequencies. The expected values are given below table.
Fo Fe f0-fe (f0-fe)2 (f0-fe)2/fe
26 25.76 0.24 0.0576 0.002236
18 18.13714 -0.13714 0.018808 0.001037
2 2.102857 -0.10286 0.01058 0.005031
39 39.2 -0.2 0.04 0.00102
28 27.6 0.4 0.16 0.005797
3 3.2 -0.2 0.04 0.0125
21 19.6 1.4 1.96 0.1
13 13.8 -0.8 0.64 0.046377
1 1.6 -0.6 0.36 0.225
10 10.08 -0.08 0.0064 0.000635
7 7.097143 -0.09714 0.009437 0.00133
1 0.822857 0.177143 0.03138 0.038135
2 3.36 -1.36 1.8496 0.550476
3 2.365714 0.634286 0.402318 0.170062
1 0.274286 0.725714 0.526661 1.920119

175

3.079755

Step-7 : The observed value of chi-square is t = 15.9486 which is greater than the critical
table value of chi-square is 3.079755 So our decision is to accept the null hypothesis
that is Training Effectiveness is not related with Experience in engineering
companies.
Step-8 : Having established that conclusion, we can able to examine the outcome to
determine that the Training Effectiveness has no significance relationship with
Experience in engineering companies.
57

Normal Distribution
P M Diesels
Probability of obtaining score greater than 100 in P M Diesels training effectiveness survey
that has mean of 97.15 and standard deviation is 8.90
P ( 100 < X < 125 )
x = 97.15 o = 8.90 = 100
z =
90 . 8
100 15 . 97
=

o
x
= .3209
= .5000 - 0.1255
Z = 37 %
From the calculation of the normal distribution we can conclude P M Diesels 37 % employee
are believes that the training effectiveness in the Organization.
Amul Engineering
Probability of obtaining score greater than 100 in Amul Engineering training effectiveness
survey that has mean of 102 and standard deviation is7.4728
P (100 < X < 125)
x = 102 o = 7.4728 = 100
z =
4728 . 7
100 102
=

o
x
= .2677
= .5000 + 0.2677
Z = 60.64 %
From the calculation of the normal distribution we can conclude P M Diesels 60.64 %
employee are believes that the training effectiveness in the Organization.


60.64%
37.00%
Probability of Effectiveness
Amul Engineering
P.M. Diesel
58

Chapter 4 | Summary, Findings and Suggestions

4.1 | Summary

The research was to compare the training effectiveness of the engineering companies of
Rajkot in which to companies were analyzed and at the end the percentage of the people of
having training effectiveness is high 60.64 % in the Amul engineering in comparison with the
P M Diesels 37.00 %.
4.2 | Findings

- Both the companies are providing induction training but the induction training of the
Amul Engineering is more effective well planned and of sufficient duration and clear
than the P M Diesels Pvt Ltd
- The study shows that the effectiveness and encouragement to the employees to learn
comprehensively about organization is comparatively higher in P.M. Diesels than
Amul Engineering.
- The results reveal that in Amul engineering and PM diesels both companies senior
executive and line managers are involving themselves and taking interest and
spending their time with newcomers in the organization during induction training.
- The new joiners of the Amul engineering find induction training very useful in
comparison with P M Diesels
- Induction training in Amul Engineering is periodically evaluated and improved in
comparison to P.M. Diesels as well as training programs are helping the trainees to
acquire technical knowledge and skills.
- At Amul engineering training programs designed to develop managerial capabilities
of the management staff and its human relations competencies which are adequately
developed in this organization through training in human skills. It is providing due
importance to provide training to workers.
- Employees are sponsored for training programs on the basis of identified development
needs with respect to this there is no deviation in both the companies. Employees
sponsored for training programs take the training seriously.
- At Amul engineering, the employees are participating in determining the training
what they need. While it is not in case with P.M. Diesels.
59

- The employees who are sponsored for training program go with a clear understanding
of the knowledge and the skill they are expected to acquire from training in both
companies.
- In Amul engineering, the HRD departments conducts briefing and debriefing sessions
for employees sponsored for training while that is not done by P.M. Diesels.
- The results show that in both the companies in- house training programs are handled
by competent faculties.
- The quality of in- house programs is excellent in Amul Engineering while that is not
up to the mark in P.M. Diesels.
- In Amul engineering, the Senior line managers are eager to help their juniors and give
more opportunity to implement the learning in comparison with P.M. Diesels.
- The results show that in Amul engineering the line managers are getting more benefit
from the training program than the P.M. Diesels
- Amul engineering is very keen about the choice of the training program and they
also take in to consideration the need of the trainee and prepare the training program.
- According to respondents of both the companies, training policy is well designed and
shared.
4.3 | Suggestions

- P M diesels should improve the quality of the Induction training and they should also
focus on other factors such as the sufficient duration planning and clarity of the
program.
- Amul Engineering should also focus on the matter that the induction training should
give chance to the new joiner to learn comprehensively about the organization and it
should also clarify the value and policy of the organization.
- Both the companies should regularly evaluate the training program and review it
periodically.
- P.M Diesels should do need assessment before preparing the training programs.
- Training effectiveness can be increased by hiring a trainer in organization
- P M Diesels should focus more on the training techniques because overall it is having
less effectiveness.
- The company should go for structured and formal way of giving training.
60

Bibliography
Books
Rao. T . V, (2010), HRD Audit , New Delhi Sage Publication Inc 51 76, 240 253 , 215
Black Ken, (2010), Business Statistics 5
th
addition, Wiley India Publication, 6 7, 188,290-
340, 448
Gold Stein, N. &. (1995). Cotextual Influence in Training effectivness.
Ibrahim Mohamed E, P. &. (2004). Measuring Training Effectiveness. Journal of
Management Resesrch .
Websites
www.Busineessballs.com
www.tvrls.com
www.nationalhrd.org
www.academyofhrd.org
yellowpages.sulekha.com/.../amul-engineering-gondal-road-rajkot_contact-address.htm -
www.fieldmarshal.com/
www.citehr.com/training effectiveness
www.managmentparadise.com/traininng