INTRODUCTION

Human Resource Management is concerned with human beings who are the energetic
elements of management. The success of any organization or an enterprise will depend upon
the ability, strength and motivation of persons working in it. The Human Resource
Management refers to the systematic approach to the problems in any organization. It is
concerned with recruitment, training and development of the personnel.

Human Resource is the most important asset of the organization. Planning for the
human resources is an important managerial function. It ensures sufficient supply, proper
quantity and quality as well as human resources needs, an organization will have to plan in
advance about the requirements and the resources etc.

Human Resource Management is related to the determination of personnel needs

in the organization. The organization may also have to undertake recruiting, training and
selecting process. HRM includes the inventory of resent manpower in the organization. It
lays emphasis on better working conditions, and also ensures the employment of proper
workface.

Human Resource Management is also known as “Personnel Management”. his

has been defined by various eminent authorities. Some of them are mentioned below.

Definitions

“Training is an organized procedure by which people of an organization learn

knowledge and skills for a definite purpose …………Dale S. Beach.

“Training of any kind should have as its objectives there direction

improvement of behavior so that the performance of the trainee becomes more useful and
productive for the himself and for the organization of either operative skills (the basic skills
related to the successful competition of a task,) interpersonal skills (how to relate satisfactory
to others), decision-making skills (how to arrive to the mostly satisfactory causes of action),
or a combination these”
………..O.JeffHarris,Jr. observes.

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Responsibilities:

Human Resource Management, today, has evolved as a strategic approach to the

acquisition, motivation, development and management of the organisation’s human
resources. It is devoted to shaping an appropriate corporate culture and introducing programs
which reflect and support the core values of the enterprises and ensure its success. It is
observed that Human Resource Management is proactive rather than Re-active, it
always looks forward to what needs to be done, i.e., it asks managers to anticipate and
prevent issues from arising rather then allowing a problem to develop and simply reacting to
it. A close at the modern day Human Resource Management approach.

Reveals Seven Major Responsibilities:

1. Attraction: Identifying the job requirements. Estimating the people and skill
mix requirements.
2. Selection: Choosing the most suitable personnel.
3. Retention: Creating the necessary for rewarding performance and
providing a healthy conductive work environment.
4. Development: Preserving and improving employee’s knowledge, skills,
abilities and other characteristics.
5. Motivation: Developing the techniques that reflect the needs of each
individual-job satisfaction, behavioral and structural methods of stimulating
performance, compensation and benefits, etc.

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NEED FOR THE STUDY

In order to meet the global competition, it is everybody’s concern to think and act in
order to maintain quality. Quality is the need of the hour in a highly quality conscious
world. Only people of quality can produce a qualitative product. To have quality people at
hand there must be quality training. Trough training any person can develop to a great extent
skill in work, general outlook, attitude to work, a sense of commitment and so on. To
accomplish the training and development of personnel in every organization is of utmost
importance and has to be a continuous effort for achieving the targeted production and
productivity.

Training is a short-term education process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for definite purpose.
Organization and individuals should develop and progress simultaneously for their survival
and attainment of mutual goals.

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SCOPE OF THE STUDY:
The present study is an attempt to get acquainted with the theoretical
concepts, methods and factors influencing the training of the employees and understanding
their practical application and problems encountered in implementing these theories in an
organizational situation. This is aimed at analyzing the current trends in training the
employees and the effectiveness of the training.

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OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:

 “To determine the effectiveness of training and development

programmes at KIL.”

SECONDARY OBJECTIVES:

 To know what are the types of training and development activities that are
followed at KIL.
 To know the opinions of the employees about training and development
programmes at KIL.
 To give appropriate suggestions for the organization which is useful to
develop the training and development programmes in the future.

METHODOLOGY OF THE STUDY:

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 In this project the data is of two types. One is Primary data and the other one is
Secondary data.

Primary data: Through questionnaire method

Secondary data: Through old records, company profile and website.

(www.google.com, www.ask.com, www.search.com, www.answers.com )

The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. The secondary data, on the other hand are those
which have already been collected by someone else and which have already been
passed through the statistical process.

There are several methods of collecting primary data, particularly in surveys.

Important ones are:

1. Observational method.

2. Interview method.

3. through questionnaires.

4. through schedules.

Questionnaire consists of a number of questions printed/typed in a defined order

on a form or set of forms. The questionnaire is sent to the persons concerned with a
request to answer the questions and return the questionnaire. The method collecting data
through questionnaire is most extensively employed in various economic and business
surveys.

There are several advantages for this method:

1. Answers are in respondents’ own words

2. Respondents have adequate time to give well thought out answers.
3. Cost and time is less when compared to other methods.

SAMPLING:

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  I have followed Simple Random Sampling method for sampling.

 My sample size is 100.

PREPARATION OF QUESTIONER AND SHEDULE:

The data were collected through questionnaire. The questionnaire

contains 20 questions. It contains all closed ended type of questions.

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LIMITATIONS OF THE STUDY:

 Duration of the study is limited to 45 days

 Problems parting with the confidential matters are not revealed

 There is a greater tendency of the fluctuation in the response and behavior of the
respondents.

 The sample does not cover all the employees in the organization. Hence, it may not
reveal the exact opinions of all the employees in the organization. Hence,
generalizations may not be true representative.

 It is also difficult to analyses the psychological problems of the employees

towards training.

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 INDUSTRY PROFILE

Auto Components Industry

The Indian auto components industry has an estimated production of US$ 10 billion.
The
spiraling demand from domestic and international auto companies has seen this sector
emerging as one of the fastest growing manufacturing sectors in India and globally.
The Auto components industry is predominantly divided into five
segments:

 Engine parts
 Drive Transmission & Steering Parts
 Suspension & Brake Parts
 Electrical Parts
 Body and chassis

According to the ACMA (Auto Components Manufacturers Association of India), the

sector is set to grow at a CAGR of 15 per cent till fiscal 2012. This sector is now working
towards an open market. A large number of joint ventures with leading global manufacturers
have already been set up in the auto-components sector. And with India estimated to have
the potential to become one of the top five auto component economies by 2025, the pace is
expected to pick up even further.

Moreover the automotive components industry is perceived as a lucrative sector with

tremendous potential for foreign direct investments. The year 2014-15 saw the auto
components sector soar with exports touching the US$ 3 billion mark and investments
continuing unabated. The ACMA estimates the global sourcing of components from the
country to double from US$ 2.95 billion to US$ 5.9 billion in 2015-16, and touch US$ 20
billion in seven years owing to the huge and growing markets both within India, and
overseas.

Domestic Investments
The market is so large and diverse that a large number of players can be absorbed
to accommodate buyer needs. The sector not only has global players looking to invest and
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expand but leading domestic component companies are also pumping in huge sums into
expanding operations:

 Bharat Forge invested US$ 135 million in its Pune plant for increasing domestic
capacity to 240,000 tones.
 Amtek Auto is expanding capacity of its castings unit to 70,000 tonnes per annum
(TPA) from 30,000 TPA.
 Sona Koyo plans to have capacity of three million pieces of manual steering
gears,
500,000 units of hydraulic power steering and 250,000 units of electronic power
steering (EPS), apart from doubling the capacity of steering columns from one
million parts.
 Rico Auto is investing US$ 23 million to expand capacity.
 Apollo Tyres plans to invest US$ 469.58 million in the next three years to increase
its production capacity both in India and abroad.
Kesoram Industries is planning to set up three new tyre units in the northern state of
Uttaranchal to take its tyre-making capacity to 734 metric tonnes per day. With such
accelerating interest by both domestic and foreign investors, the Indian auto
component industry is set to growth exponentially.

Foreign Investments
India enjoys a cost advantage with respect to casting and forging as manufacturing costs in
India are 25 to 30 percent lower than their western counterparts. Seeing the growing
popularity of India in the automotive component sector (a whopping US$ 530 million in
terms of foreign direct investment), the Investment Commission has set a target of attracting
foreign investment worth US$ 5 billion for the next five years to increase India's share in the
global auto components market from the existing 0.4 per cent to 3-4 per cent.

 Chrysler is setting up a local sourcing unit in Chennai and is expected to

start sourcing for its global plant by next year.
 Pal finger AG, the Austrian hydraulic lifting, loading and handling
systems manufacturer, has joined hands with Western Auto LLC, Dubai, the
vehicle dealership arm of ETA Star group, have invested US$ 1.7 million to set base
in India.
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  IFCI Venture Capital Funds Limited is launching a private equity fund in
association with German consultancy UBF-B worth US$ 144.67 million focused
entirely on domestic automotive components industry.
 Auto parts maker Robert Bosch of Germany will invest US$ 201.4 million in
its Indian subsidiaries over the next two years.
 Japan’s Omron Corporation, the leading manufacturers of automation components
has set up the company's first production base on the subcontinent.
 Swiss company Reiter Automotive India aims to increase its production capacity
in India and extend its product range to heat shields
 Fiat is setting up a group purchasing office in India as part of its strategy to cut
costs by buying more components from low-cost centers such as India and China.
 Daimler, Hero joint venture will invest US$ 1.1 billion in 5 years to manufacture
light and medium CVs initially, and heavy-duty vehicles by 2016

Destination India
The ACMA-McKinsey Vision 2015 document forecasts the potential for the Indian auto
component industry to be US$ 40-45 billion by 2015. Investments and exports in
this segment are witnessing continuous growth. Global automobile manufactures see India as
a manufacturing hub for auto components and are rapidly ramping up the value of
components they source from India due to:

 The cost competitiveness in terms of labor and raw material

 Its established manufacturing base
 Fine quality of components manufactured in India (used as original components
for vehicles made by General Motors, Mercedes, IVECO and Daewoo among others).
As a result Japanese and British component manufacturers are seeking joint-ventures in
India. Delphi, the auto component division of General Motors is planning to set up plants in
India. Robert Bosch, auto parts maker of Germany has relocated manufacture of certain
products to MICO, India. Crosslink International Wheels, Malaysia's leading automobile
security provider has set up its manufacturing unit at Baddi to make India the export hub for
the SAARC region.

Foreign auto makers, including Ford Motor Co., General Motors Corp., Honda Motor Co.,
Toyota Motor Corp., DaimlerChrysler AG and Hyundai Motor Co., are all looking to
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increase their presence in India and use it as an export hub.

The Indian automotive export industry has made a global mark. Both the automobile
industry along with the component industry is contributing to India’s overall export effort.
According to ACMA, more than a third (36 per cent) of Indian auto component exports head
for Europe, with North America featuring a close second at 26 per cent.

The Indian automotive industry has grown at a CAGR of 14 percent p.a. over the last 5 years
sales of vehicles reaching around 9 million vehicles in 2005-06. It has the potential to emerge
the largest in the world. Presently, India is:
 2nd largest two-wheeler market in the world
 4th largest commercial vehicle market in the world
 11th largest passenger car in the world and is expected to be the 7 th largest
market.
The industry has emerged as a key contributor to the Indian
economy.

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13
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The developments in the Indian auto component industry can be traced to trade liberalization
during the 1990’s that resulted in an influx of multinational automotive companies like ford,
general motors, Hyundai, Mercedes-Benz, Peugeot and Volvo into India. The entry of these
foreign auto companies during the early 90’s changed quality standards and impacted the
complexity of the parts required by OEMs.

Consumers reacted favorably to the expanded set of offerings and

consequently the demand for cars in India surged. For example, the sale of foreign brand cars
grew from almost nothing before the entry of Hyundai in 1997 to 15% of the car market
in the year
1998-99 to more than 40% of the car market in 2015-16. the auto market,
consisting

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of passenger vehicles, commercial vehicles, two wheelers, three wheelers and tractors,
expanded from a sales level of 3.3 million vehicles (417,762 passengers vehicles alone) in
the year 1995-96, to nearly 13 million vehicles (900,752 passenger vehicles) during
2015-06. The Indian auto component industry responded to these challenges by adding
capacity and
modemizing existing plants. The total sales volume of auto components has increased
from
$2.9 billion in the year 1999 to $13 billion in the year
2015.

Many firms entered into technical collaboration and equity partnership global tier-
one suppliers. Global tier-one suppliers like Delphi and Visteon set manufacturing units in
India. During this period, there was significant growth in multinational companies ($1 billion
in 2015-16, as against $0.27 billion in 1997 exports are still very compared to annual global
auto component sales, which was $730 billion, they are a significant share of the sales (
approximately 10-12%) components firms.

Before Maruthi, the auto component industry was characterized by low volumes, high
fragmentation, negligible auto machine and consequently poor quality. This was
simply because the automobile industry did not have any volumes worth talking about.
Maruthi challenged all that (in the process, Indian car producers in the first year it self
by making
22,500 vehicles) For the first time the Indian market hand volumes worth speaking of a
product that was exportable and proper systems.
They key of course is the export-worthiness of the Maruthi 800, Zen, something total alien
to the industry before. So as Maruthi grew crossing the 1,00,000 mark by 1989-90, the
component industry boomed in tandem. In the meantime, other Japanese majors like Honda,
Yamaha, Toyota and Mitsubishi also flagged off two-wheelers and light commercial vehicles
production. This paved the way for foreign collaborations in the component sector, and till
date some 95 Japanese alliances have been struck. Maruthi it self floated 11 joint ventures
(JVs) and has as many as 375 vendors.
That was just the first step in the process of Indian component marks producing globally
competitive products. The next best thing to happen to this sector was the recession of
1992-
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93. To maintain their viability, ancillary had little choice but to focus on export markets, and
step up quality. This is evident in the spate of ISO 9000- certifications those component
makers began to receive. Of the roughly 350 companies in this sector, at least 130 have
bagged ISO 9000 certification, something no other industry can boast of.
The step up process has not ended with the Japanese innovation. Gradually
manufacturers from ale parts of the world are making a beeline for India.
Result: Component makers are now exposed to different, more complex and advanced
development processes. Earlier, they were dealing with just one culture, one standard
Japanese. Today we have the Koreans, the Americans, the Europeans and the French coming
with their global suppliers in to the country. Ford, for instance, is flagging off the ford ACG
(Automotive component group) and general motors have brought in Delhi. Toyota too, is
creating a Toyota village around its manufacturing unit in the south, as is Hyundai,
which will house all its ancillary suppliers in an industrial park.
In the south, auto archly has been taken over by US major Rockwell. Saks
Ancillaries has suffered the same fate.
Joint ventures though, are imperative and at last count there were at least
322 collaborations with foreign auto majors.

The Reason: Access to technology to differentiate your product from the scores in the
market. Consider the Ran group, which has hired off its clutch business with luck of
Germany into a 50:50 joint venture. The guiding principle, behind the venture is the
opportunity to bring new technology in to the country. We are not getting the same
satisfaction in the clutch business as we were getting from our other activities. Our partner is
probably number 1 in clutches world. We believe that we will be able to achieve
leadership position in a couple of years, says Ran group Chair Man L. Laxman.

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 O

COMPANY PROFILE

Today “TIGER POWER” brand is the most dynamic name in the cylinder liner
manufacturing business.

Kusalava International Limited has nearly 38 years of industrial manufacturing

experience in the field. Nearly 50% of the production goes to original equipment. Kusalava
International Limited had geared up to meet the technological changes and world standards.
It also in the stood the competition in the world market which arose done to the
establishment of world trade organization.

Kusalava International Limited has consistently delivered quality automotives

components in line with the specific of automobile majors in India and for the aftermarket
spare parts segments to various countries like U.S, Italy, New Zealand, Bangladesh,
Australia, Malaysia, Thailand, Mauritius, and the Middle East.

QUALITY, ENVIRONMENT AND SAFETY POLICY:

We are committed for the satisfaction of all interested parties by:

 Supplying quality products on time

 By providing Clean, Green, Healthy and Safe Work Environment
 Complying with all applicable Legal and Other Requirements
 Conservation of Resources & Prevention of Pollution
 Continual Improvement in all the Integrated Management System Process

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TPM POLICY

Kusalava International Ltd commits their selves to maximize ‘Overall plant Effectiveness’ by
achieving:

 Zero Breakdowns
 Zero Accidents
 Zero Defects
 A Safe and Clean Environment and eliminate all other losses through Total
Employee Involvement.

Growth of the company:

Kusalava International Limited belongs to Kusalava group of companies. Its honorable

chairman and promoter is Mr. Chukkapalli Ramakrishna Prasad. The group of companies and
their activities.

1). Kusalava Motors (P) Ltd : The company is involved in the activity of trading 2
Wheelers and 4 Wheelers, it is the official dealer for TVS Motors and Hyundai Cars in
the cities of Vijayawada, Guntur, Ongole, Bhimavaram and Gudivada.

2). Kusalava Informatics: Started of as an in-house software arm for developing an

integrated ERP solution, the division has been spun off into a separate company in 2006.
Since then the company has been working on many projects with overseas clients and has
seen unprecedented growth. Please visit www.kusalavainfo.com

3). Kusalava Finance: The company has been established way back in 1970 and is
engaged in the business of financing automobiles. The company has been able to carve
a niche of itself in the automotive sector by offering clients customized financing options as
per their needs.

4). Kusalava Power: The company is involved in the business of power generation
and has a total generating capacity of 3 MW.

5). Kusalava Realty: The Company is involved in the business of developing

housing, apartments and shopping malls.

6). Bharat Automobiles: The company activities involve trading is automobile spare
and represents a host of reputed manufacturers like Bharat Forge for Crank Shafts, Timken
 for Bearing, Maple for Pistons and Kusalava for Liners. The company operations
and network spread across entire south India.

7). Kusalava Inc: The Company is a trading firm located in Houston,

Texas, USA and is involved in the activity of sourcing automotive components from
India and China to OEM's in USA. The company has products stocked in 22
warehouses across USA to supply to customers on a JIT basis.

8). Sneha Biotech: The Company is research firm, which focuses on

development of products using biotechnology for agriculture, marine industry
and humans as well. The products are used as a substitute to chemicals &
fertilizers in agriculture and aqua industries and are used as substitutes to drugs for
humans.

Milestones in ‘Tiger power’ Manufacturing:

1964: Kusalava International Limited comes into existence as M/S Bharat

Industries. Products: Brake drums During the inception year itself supplies were started to
OEM, Bajaj Tempo.

1972: Started production of grey iron cylinder liners. Started supplies to major road
transport corporations (STU's)

1982: Supplies to replacement market with TIGER POWER-TOUGH PARTS Brand name

1986: Installed the first Dual Track Induction Furnace in India.

1987: Became the major source for Defence Vehicle Factory

1990: Exported its first consignment to New Zealand.

2002: Tiger Power became the major supplier of cylinder liners in After Market

2003: Emerged as the Largest cylinder liner manufacturer in India.

2004: Kusalava commissions its first overseas office in Houston, Texas, USA ISO: 9002
certified.

2005: Sales figures crossed of 1 million USD. Kusalava becomes a limited company.
2007: QS-9000 certified

2008: Started production of Ductile Iron castings.

2009: ISO/TS 16949 certified.

2010: Turn Over crosses 10 millions USD.

2011: Introduced Six Sigma

Process. Awarded by ACMA for Best Six Sigma Project in 2003

2012: Introduced Lean Manufacturing Practices. Received the best supplied award from
EICHER MOTORS, for outstanding contribution to supply chain management. Awarded
by ACMA for Best Six Sigma Project in 2004 again.

2013: Entered into an agreement with the Market Leader Darton Sleeves, USA for
supplying High
Grade Ductile iron liners to the Drag Racing Market.

2014: Total PM Kick off on July 3rd 2006. Kusalava commissions new plant at
pantnagar, Uttarakhand.

2015: Turnover crosses 20 million USD.

Kusalava commissions new plant at Visakhapatnam, Andhra Pradesh.

2016: Implemented SAP across Four Manufacturing Locations

Locations:

Kusalava international Ltd is located in Autonagar in the city of Vijayawada situated in

the state of Andhra Pradesh in India. This Industry has two production units. Unit-1 is
situated in Adavinekkalam, which is 25 kms from Vijayawada, where as Unit-2 is situated in
Autonagar of Vijayawada. The main administration is at Adavinekkalam unit which is in the
city of Vijayawada and other branches at Vishakhapatnam and Rudrapur.

A part from these branches, other branches are situated out of our country like the ones in
USA, Middle East. Etc.
Nature of Activity: Product Manufactured

1. Cylinder Liners

Cylinder liner is a cylindrical part to be fitted into an engine block to form a

cylinder. It is one of the most important functional parts to make up the interior of an engine
the cylinder liner, serving as the inner wall of a cylinder, forms a sliding surface for the
piston rings while retaining the lubricant within.

The most important function of cylinder liners is the excellent characteristic as

sliding surface and these four necessary points.

 High anti-galling properties

 Less wear on the cylinder liner itself
 Less wear on the partner piston ring
 Less consumption of lubricant

The cylinder liner receives combustion heat through the piston and piston rings
and transmits the heat to the coolant.
A cylinder wall in an engine is under high temperature and high pressure, with
the piston and piston rings sliding at high speeds. In particular, since longer service life is
required of engines for trucks and buses, cast iron cylinders that have excellent wear-
resistant properties are only used for cylinder parts.
Also, with the recent trend of lighter engines, materials for engine blocks have been shifting
from cast iron to aluminum alloys. However, as the sliding surface for the inner cylinder, the
direct sliding motion of aluminum alloys has drawbacks in deformation during operation and
wear-resistance. For that reason, cast iron cylinder liners are used in most cases.

2. Cylinder Liners for Aluminum Blocks

Global warming has started to show its adverse effects on the environment. To improve the
fuel efficiency and adhere to latest Euro norms automobile manufactures are shifting
towards aluminum engines. These engines have as cast cylinder liners with special
surface on the outer diameter commonly referred to as spiny lock or stipple finish. To
improve rigidity and high thermal conductivity properties of engine blocks, Kusalava has
developed different specifications of cylinder liners that have high adherence to aluminum
blocks at the time of die casting by controlling the coarseness of the outer casting surface

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with the special coating materials and in-process controls.

3. Grey & Ductile Iron Piston Rings

Kusalava has developed materials with special properties in grey and ductile iron by
centrifugal casting process for critical sealing applications. These rings are being supplied to
Automotive, Locomotive, Marine, Power generation, Aircraft, Aerospace and Hydrocarbon
processing Applications. We also supply rough machined rings to ring manufactures around
the world in ductile and grey iron materials.

4. Centrifugal Castings

Centrifugal casting method was developed after the turn of the 20th century to meet the
need for higher standards.

Spinning molds generate centrifugal force on molten metal to position the metal within a
mold. As the molten metal solidifies from the outside in, a casting with dense, close grain
structure is created. As a result of close grain structure the centrifugal process offers
products with better physical properties than castings made using the static casting
method. Proper mold design, mold coatings, mold spinning speeds, pouring speeds, cooling
rates and metal chemistry results in castings with higher yields, fewer impurities and greater
strength.

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25
Quality

Six Sigma

A method or set of techniques, Six Sigma has also become a movement focused on
business process improvement. It is a quality measurement and improvement program
originally developed by Motorola that focuses on the control of a process to the point
of ± six sigma (standard deviations) from a centerline, or put another way, 3.4 defects
per million items. A Six Sigma systematic quality program provides businesses with
the tools to improve the capability of the business processes.

Kusalava had started implementing these techniques in 2002.The company had 5 Black belts
and 14
Green Belts. And it was awarded twice for its best projects. It had tangible results in terms of
quality and production.

“TIGER POWER” – The Tough Parts

“TIGER POWER” – TOUGH PARTS has dovetailed their process to give

peak performance with best quality at affordable price – a tangible result.

We are proud to say now “TIGER POWER” – TOUGH PARTS is complete Global.

Most of the vehicle manufacture in the Indian domestic market has a tie-up with
international manufactures like Mazda, Hino, Mercedes Benz, Mitsubishi etc.,,

Kusalava International Limited supplies their product to the bellow OEM’s in India who
has
international collaboration.

LIST OF DOMESTIC O.E.M. CLIENT

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 Product wise market share comparison with competitor

COMPANY COLLABIRATION TP SHARE

1. Ashok Leyland Ltd Hino-Japan & British Leyland 100.00%

2. TELCO Mercedes Benz 70.00%

3. Eicher Motors Mitsubishi 100.00%

4. Bajaj Tempo Ltd Daimler Benz 100.00%

5. Swaraj Mazda Mazda 100.00%

6. V.S.T. Tillers Tractors Ltd Mitsubishi 100.00%

And for the international Market, Kusalava international Limited had a start 5 years back
and supplying the products after quality validation for the below customers. Interestingly,
Kusalava has worked in tandem with the above international collaborated Indian OEM’s to
achieve their stringent quality requirement both in Foundry and Machining. The above
OEM’s contribute 30% of Kusalava International Limited turnover. Technical officers from
Kusalava have played a vital role in establishing and understanding the International
specification for the domestic OEM’s and had good report for working hand in hand to
meet the drawing print specifications. And for the International Market Kusalava
International Limited is supplying the products after quality validation for the below
customers.

DOMESTIC AFTER MARKET:

KUSALAVA had started supplying its products to the after market under the brand name
“TIGER POWER” since 1982. It has a dominating presence in the after market and enjoys the
confidence of major engine rebuilders/reborers, OEMs and mechanics. Currently it possesses a
market share of 35% in India and 30% in USA. Even Exports a major share of its production to
various countries across the globe viz., Italy, U.K., France, New Zealand, Bangladesh, Australia,
Malaysia, Thailand, Mauritius and the Middle East. It had wide-spread, well established
27
networks in India, USA, Canada and Europe to serve its clients on 24x7 bases. Tiger
Power offers a wide range of ‘The Tough Parts' like Cylinder Liners/Sleeves, Valve Seat Inserts,
Valve Guides, Tappets, Pistons, Piston Pins, Gaskets, Alfin Nickel Inserts, cast sleeves for
aluminum blocks, cast iron/Ductile Iron Pipes, Inertia Rings.

It caters to Marine, Industrial, Automotive, refrigeration, compressors, Tractor, Aeronautical and

Truck Business. It also caters to the after market requirements by indirectly supplying the
liners in Bulk to Liner manufacturers.

Company Product:

Kusalava manufacturers Liners/Sleeves in both cast iron and S.G. Iron, Centric cast valve
seat insert and Alfin Piston inserts. As a new development Kusalava has started
manufacturing the engineering items out of its own technology like 3 mts., pipes for ash disposal
for the thermal power plants, sugar crushers’ material, and motor frames for the heavy electrical
motors.

STRENGTHS:

 Having a Track record of 45 years

 Equipped with the latest technology (in houses) in the industry to
manufacture any variety of Cylinder Liners as per Customer requirements
meeting international standards
 Highly automated with state of the art technology having the complete
manufacturing facilities in house
 Continuous R&D in house to have an edge over the competition
 TS 16949 Certified Company
 Good brand image
 Major supplier to domestic OEM’s like Tata Motors limited, Ashok Leyland
Ltd, Eicher Motors Ltd, Bajaj Tempo Ltd, Swaraj Mazda Ltd, VST Tiller Ltd
and International OEM’s as Tier 2
 Good Distribution Network all over India in the aftermarket and USA
 Wide spread Customer segmentation
 Implementation of Lean Manufacturing
 Dedicated Manpower
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  Professional approach to the market Multi-location facilities

Technology Up gradation:

Kusalava has developed the basic technical requirement for the manufacturing of their
products, and in line to develop the technical strength hires experts from Germany for upgrading
the foundry technology in line to the International practices. Till Kusalava has taken 3 rounds of
experts views to validate their process and to fine tune their existing process for better
productivity. Most significantly, Kusalava deputes their technical managerial personal for the
training in different institutes for betterment of their knowledge and practices.

Mr. Prasad R.K Chukkapalli, Managing Director of the company has visited Japan under
AOTS programmed for 15days technical training in Quality Systems during the first week of
October02.

ERP Software:

Kusalava has in house software development Center, and presently implementing self
developed ERP System of ‘KOnline’ integrating Finance, Manufacturing, Distribution and HR
Activities across INDIA and USA offices.
At KOnline, we understand the strategic role supply management must play in a
corporation today and the significant impact a supply chain management strategy can have on
earnings. Supply chain management solutions help companies transform supply strategy into a
competitive advantage. We combine expertise, technology and information to help you bring
immediate value and profit your company’s bottom line.

29
 A SIMPLE EXAMPLE OF THE SUPPLY CHAIN LOOP
SALES NET WORK-USA SALES NETWORK - INDIA

30
 VISION:

“To produce Quality auto component products the matching best available in
the world in terms of innovative design features and endues at competitive cost
deliverable in time and maximize customer satisfaction to ensure constant
increase in market share and global presence for the company.”

MISSION:

1. To constantly strive for automation and technology up gradation of

company’s plant process and product to maximize customer satisfaction and efficient use of
resources at company’s disposal to optimize production and minimize cost.

2. To trigger higher demand for company’s products both in Domestic and International
Market and there by improve market share.

3. To improve both top line and Bottom Line of the company to ensure optimum returns for
all stake-holders of the company.

4. To make Kusalava a true global conglomerate through professional management, corporate

governance initiatives and strict adherence to regulatory compliances.

Total man power in Kusalava International

Limited

MANPOWER
DESIGNATION 2011-12 2012-13 2013-14 2014-15 2015-16
MANAGING DIRECTOR& DIRECTORS 8 11 8 7 7
VICE PRESIDENTS 0 0 0 2 2
CHIEF INFORMATION OFFICER 0 0 1 1 1
GENERAL MANAGERS 5 6 6 6 7
ENGINEERS 30 27 26 28 28
SALES OFFICERS 26 32 40 35 49
SKILLED WORKERS 59 58 53 53 53
SEMI SKILLED WORKERS 106 104 99 131 123
UNSKILLED WORKERS 970 1104 1071 1223 1060
ADMINISTRATIVE STAFF 158 196 199 211 226
TOTAL 1362 1538 1503 1697 1556

Functions of different departments

31
Production:

Production department takes the raw materials and melts it down in the electrical induction
furnace. It makes rough casting through centrifugal dice.

In production department production engineer does operations according to all the liners
drawings. These operations will be finished on different machines. It takes 8 – 10 operations.
After completion of these operations finished liners will be sent to quality control department to
check the quality of the liner manufactured.

Materials:

Material department purchases the raw material on the parameters like good quality in time
delivery, credit facility and on the right time acquiring the raw materials cost variability.

Marketing :

Marketing departments sells the products through marketing representatives, sales offices and
distributors. This department gets the orders from the customers through the representatives,
sales officers and distributors. This department sends the senior engineers to check complaints of
the customers. This department provides incentives to sell the product in the market.

Finance:

This department makes economic plans and helps in decision making through MIS which are
needed in survival and profitability of the organization. This departments work to the
requirements of loans and take necessary steps to acquire them from banks and other financial
institutions. It also prepares and sends yearly expenditure and net profits to the management.

It took into the matters like fluctuations of profits, change in Got policies and sales, market
conditions and orders being placed.

32
 THEORETICAL FRAME WORK

TRAINING AND DEVELOPMENT

Lawrence S.Kleiman defines training and development as planned

learning experience designed to provide workers with the competencies needed to perform their
current or future jobs.

Training is referred to as teaching specific job related skills and behavior. Whereas
development is more general than training and more oriented towards individual development
besides fulfilling organizational needs. The development provides knowledge and
understanding to individuals so as to enable them function more efficiently in
organizations through problem-solving, inter-personal relations and decision-making.

Training and HRD :

Training is a sub-system of human resource development. The human resource

development function cannot be discharged efficiently unless comprehensive data on various
HR functions including training is available. The administration of the training is vested with
HR functions.

In order to create trainees interest in enhancing the competencies and skills the HR
function should create conducive environment wherein good performance is rewarded and
poor performance is punished. This can be achieved by measures like successful completion of
training with confirmation, promotion, placement and institutionalizing a system of rewards for
competence.

Objectives :

The basic aims and objectives of Human Resource Management are to help the
realization of organization goals. However, the specific objectives of Human Resource
Management are as follows :

1. To ensure the effective utilization of human resources. All other organization

resources will be efficiently utilized by the human resources.
2. To ensure respect of human beings by providing various services and welfare
33
 facilities to the personnel.
3. To ensure reconciliation of individual/group goals with those of the
organization in such manner that the fell a sense of commitment an loyalty towards
it.
4. To identify and satisfy the needs of the individuals by offering various
monetary and non-monetary rewards.
5. To achieve and maintain high morale among employees in the organization by
securing better human relations.
6. To establish and maintain and adequate organizational structure of
relationships among all the members of the organization by dividing of tasks
7. within the organization into functions, positions, and jobs, and by defining
clearly the responsibility, accountability, authority for each job and its relation with
the other jobs in the organization.

Objectives of Training:

The training objectives are formulated in line with the companies goals and
objectives. The major objectives of the training may be enumerated as follows :

2) To train the employees in the companies culture and ethos.

3) To prepare the employees both newly recruited and already employed to meet the
present as well as the future requirement of the job and the organization.
4) To train the employees in order to improve the work methods and skills so as to
increase quality and quantity of output.
5) To prevent obsolescence.
6) To prepare employees for higher level responsibilities.
7) To increase the efficiency and effectiveness of employees by updating them on latest
concepts and techniques.
8) To facilitate succession planning i.e. to build-up a second line of competent
employees.
9) To reduce supervision wastage and accidents.
10) To ensure economical output with high quality.
11) To develop inter-personal relations.
34
 12) To foster individual and group morale with positive attitude and cordial
relations.
Functions of Human Resource Management

Managerial Functions :

Management is a multi purpose organ which has three jobs, two of which are directly
related to personnel managing a business: managing managers and managing worker and the
work.

In our view, management may be thought of as a process of allocating an organization’s

inputs (human and economic resources) by planning, organizing, directing and controlling for
the purpose of producing outputs (goods and services) desired by its customers so that
organization’s objectives are accomplished. In the process, work is performed with and
through organization personnel in an ever – changing business environment.

Management is, thus personnel administration. It is the development of the people and
not the direction of things. Managing people is the art and essence of being a manager.
Thus, a personnel manager is a manager and as such he must perform the basic functions which
involved POSD CORB, i.e., planning, organizing staffing, directing, coordinating, reporting
and budgeting the work of those who are entrusted with the performance of Operative functions.
In other word, managers procure process and peddle, find the employee resources, develop
services and find markets for their output.

Planning:

It is pre-determined course of action. It is a trap laid to capture the future. Planning is the
foundation of the plans, organization objectives.

Planning is a hard job, for it involves the ability – to think. To predict. To analyze, to
come to decision, to control the actions of its personal and to cope with a complex, dynamic
fluid environment. They bridge the gap between “here they are and where they want to go. For
this purpose, they determine personnel programs and well in advance.

The two most important features of planning are research and forecasting. These two are
inter-related, for forecast is possible only ‘as a result of research. Personnel administration
35
should be able to predict trends in wages, in labour market, in union demands, on other benefits
and in personnel policies and programs.

The task of forecasting personnel needs in relation to changes in production pre seasonal
variations and the out of differences in production is extremely important, both for employees
and for management. Therefore, planning or decision – making gas to be undertaken much in
advance of an action so that unforeseen or anticipated problems and events may be properly
handled.
Organizing :

After a course of action has been determined, an organization should be

established to carryout. An organization is a structure, a framework and a process by which a
co-operative group of human beings allocates it’s among its members, identifies relationships
and integrates its activities towards the common objectives. This is done by designing the
structure of relationships among the jobs, personnel and physical factors. An organization is a
wedding of authority and responsibility to management for the results obtained

Directing :

Directing sub ordinates at may level is a basic function of the managerial

personnel. Directing is involved with getting persons together and asking them (either through
command or motivation) to work willingly and effectively for the achievement of designated
goals. Directing deals not only with the acceptance and execution of these orders by the
employees.

The decisions are taken by top management, but only after consultation with the
personnel department. A review or checking of the safety installments, wage rate ranges,
disciplinary action and general wage changes are all the responsibility of the personnel
department.

Coordinating and Controlling :

Coordinating refers to balancing timing and integrated activities in an

organization, so that a unity of action in pursuit of a common purpose is achieved.
Coordination deals with the task of blending efforts in order to ensure a successful attainment
of an objective.
36
 Coordinating in the management of personnel takes place at all levels, from the top
management through to the supervisor and those for whom he is responsible. The personnel
department has to coordinate tasks of developing, interpreting and reviewing personnel
policies, practices and programs, such as safety programs, employee benefits job evaluation,
training or development and communication.

IMPORTENCE OF TRAINING

A well-planed and well-executed training programme can provide the following

advantages:

1. Higher productivity: Training helps to improve die level of performance. Trained

employees perform better by using better by using better method of work. Improvements
in manpower productivity in developed nations can be attributed in no small measure to their
educational and industrial training programmes.

2. Better Quality of Work: In formal training, the best methods are standardized and
taught to employees. Uniformity of work methods and procedures helps to improve the quality
of product or service. Trained employees are less likely to make operational mistakes.

3. Less Learning Period: A systematic training programme helps to reduce the time
and taught to employees. Uniformity of work methods and procedures helps to improve the
quality of product of service. Trained employees are less likely to make operational mistakes.

4. Cost reduction: Trained employees make more economical use of materials and
machinery. Reduction in wastage and spoilage together with increase in productivity help to
minimize cost of operations per unit. Maintenance cost in also reduced due to fewer machine
breakdowns and better handling of equipment. Plant capacity can be put to the optimum use.

5. Reduced Supervision: well-Trained employees tend to be self-reliant and

motivated. They need less guidance and control. Therefore, supervisory burden is reduced
and the span of supervision can be enlarged.

37
 6. Low Accident rate: Trained personal adopt the right work methods and make use of
the prescribed safety devices. Therefore, the frequency of accidents is reduced. Health and
safety of employees can be improved.

7. High Morale: proper training can develop positive attitudes among employees. Job
satisfaction and morale are improved due to a rise in the earnings and job security of employees.
Training reduces employees grievances because opportunities for internal promotion are
available to well trained personnel.

8. Personal Growth: Training enlarges the knowledge and skills of the participants.
Therefore, well-trained personal can grow faster in their career. Training prevents obsolescence
of knowledge and skills. Trained employees are a more valuable asset to nay organization.
Training helps to develop people for promotion to higher posts and to develop future managers.

9. Organizational Climate: A sound training programme helps to improve the climate

of an organization. Industrial relations and discipline are improved. Therefore, decentralization
of authority and participate management can be introduced. Resistance to change is reduced.
Organizations having regular training programmes can fulfill their future needs for personnel
from internal sources. Organizational stability is enhanced because training helps to reduce
employee turnover and whether or not to train employees the only choice left to
management is whether training shall be haphazard, casual and possibly misdirected or whether
it shall be made a carefully planned part of an integrated programme of personnel
administration”.
How Training Benefits the Organization:

 Leads to improved profitability and / or more positive attitude towards profit

orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves relationship between boss and subordinate.
 Aids in organizational development.
38
 Learns from the trainee (and this is called as Peer Level Learning)
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more effective decision-making and problem-solving skills.
 Aids in development for promotion from within.
 Aids in developing leadership skills, motivation, loyalty, better attitude, and other
aspects that successful workers and managers usually display.
 Aids in increasing productivity and/or quality of work.
 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
 Develops a sense of responsibility to the organization for being competent and
knowledgeable.
 Improves labour-management relations.
 Reduces outside consulting costs by utilizing competent internal consultation.

Problem of Training :

1) Training is not a panacea for all organizational ills. Sometimes trainers fall into the trap
that many problems can be solved by a training solution. If training is not the best
solution it will not address the root cause of the problem and organization may loose
time, money, efforts, image and credibility.
2) Mismatch between objectives and needs may make the training programme
useless.
3) If the intervention methodology is chosen properly the training will be ineffective and
incomplete.
4) While initiating training efforts the difference between results based training
(training that makes an impact and leads to improved trainee performance) and activity
based training is to be recognized.
5) Sometimes training is conducted on what’s “nine to know”. Instead training
should be focused on what learners must learn and use on the job.

Future Trends in Training :

The following future trends are observed with regard to training :

39
a) The necessary for a system that imparts the knowledge and skills required by an adult
for his life as well as the work.
b) Change in orientation from academic to work place led programmes and
qualification.
c) Party for academic and vocational qualifications.
d) Accreditation of prior learning both academic and vocational. e)
Transfer of credit for training undergone.
f) Assessment based on targets and outcomes.

Types of Training

There are many approaches to training. We focus here on the types of training that are
commonly employed in present day life.

Skills Training:

This type of training is most common in organizations. The process here is fairly simple.
The need for training basic skills is identified through assessment. Specific training
objectives are set and training content is developed to meet those objectives. Several methods
are available for imparting these basic skills in modern organizations (such as lectures,
apprenticeship, on-the-job, etc.,) before employing these methods managers should do the
following :

Explain how the training will help the trainees in their jobs.
Relate the training to the trainees’ goals.
Respect and consider participant responses and use these as a resource.
Encourage trainees to learn by doing.
Give feedback on progress toward meeting learning objectives.

Refresher Training :

Rapid changes in technology may force companies to go for this kind of training. By
organizing short term courses which incorporate the latest developments in a particular
field, the company may keep its employees up-to-date and ready to take on emerging
40
challenges. It is conducted at regular intervals by talking the help of outside consultants who
specialize in a particular descriptive.
Cross Functional Training :

Cross functional training involves training employees to perform operations in areas

other than their assigned job. There are many approaches to cross functional training. Job
rotation can be used to provide a manager in one functional area with a border perspective than
he would other wise have. High performing workers can act as per trainers and help
employees develop skills in another area of operation. Cross functional training provides
the following benefits to an organization :

 Workers gain rich experience in handling diverse jobs, they become more adaptable and
versatile.
 They can better engineer their own career paths.
 They not only know their job well but also understand how others are able to perform under a
different set of constrains.

Creativity Training:

Companies like Mudra Communications, Titan Industries, Wipro encourage their

employees to think unconventionally, break the rules, go out of the box and device unexpected
solutions. In creativity training, trainers often on three things :

Generate New Ideas:

To generate new ideas, the trainee should open up his mind; look at the problem from all
possible angles and list as many alternative approaches as possible. The trainee should allow his
mind to wander over alternatives freely, expose himself to new influences, switch over from
one perspective to another, arrange cross fertilization of ideas with other people and use
analogies to spark of ideas.

41
METHODS OF TRAINING

On the Job Methods:

Training methods are usually classified by the location of instruction. On the job training
is provided when the workers are taught relevant knowledge, skills and abilities at the actual
workplace, off the job training, on the other hand requires that trainees learn at a location other
than real work spot. Some of them are :

Job Instruction Method:

The JIT is a four step instructional process. A trainer, supervisor or co-worker acts as the
coach.

 The trainee receives an overview of the job, its purpose and its desired outcomes, with a
clear focus on the relevance of training.
 The trainer demonstrates the job in order to give the employee a model to copy.
The trainer shows a right way to handle the job.
 Finally, the employee does the job independently supervision.
Coaching:

Is a kind of daily training and feedback given to employees by immediate supervisors. It

involves a continuous process of learning by doing. It may be defined as informal, unplanned
training and development activity provided by supervisors and peers.

Mentoring:

Is a relationship in which a senior manager in an organization assumes the

responsibility for grooming a junior person. A mentor is a teacher, spouse, counselor, most
importantly, supporter and facilitator. The main objective of mentoring is to help an employee
attain psychological maturity and effectiveness and get integrated with the organization.
Job Rotation:

This kind of training involves the movement of trainee from one job to another. This
helps him to have a general understanding of how the organization functions. The purpose of
job rotation is to provide trainees with a larger organizational perspective and a greater
‘understanding of different functional areas as42well as better sense of their own career objectives
and interests.

Apprenticeship Training:

Apprentices are trainees who spend a prescribed amount of time working with an
experienced guide, coach or trainer. Assistantships and internships are similar to apprenticeships
because they also demand high levels of participation from the trainee.

Committee Assignments:

In this method, trainees are asked to solve an actual organizational problem. The trainees
have to work together and offer solution to the problem. Assigning talented employees to
important committees can give these employees a broadening experience and can help them to
understand the personalities, issues and processes governing the organization.

Off the Job Methods:

Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance. By this he
can focus his entire concentration on learning the job rather than spending his time in
performing it. Some of the methods are :

Vestibule Training:

In this method, actual work conditions are simulated in a class room. Material, files
and equipment – those that are used in actual job performance are also used in the training.
This type of training is commonly used for training personnel for clerical and semi-skilled
jobs.

Role Playing:

It is defined as a method of human interaction that involves realistic behavior in

imaginary situations. This method of training involves action, doing and practice.

Lecture Method:

It is traditional method, the instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must motivate and create interest
43
among the trainees.

Programmed Instructions:

This method has become popular in recent years. The subject matter to be learned is
presented in a series of carefully planned sequential units. These units are arranged from
simple to more complex levels of instructions.
TRAINING PROCESS

The training process contains four stages namely pre-planning, planning,

implementation and evaluation. The planning and the implementation stages are important. In
these two stages, the training programme is designed and delivered. The training process is
pictorially depicted below:

44
Designing the Training Programme:

The designing of a training programme is very important to impart and enhance the
learning of the trainees. Technique of arranging the course content in a logical manner, so
as to enable the trainees to learn the maximum from training course is called
training design.

st
The 1 step in training design is to group the learning needs together so as to form into
logical clusters. The next step will be to decide how to link these clusters together to form the
outcomes of the training programme. Once the goals of the training programme are established,
the learning objectives are set. The learning objectives are the specific things which the
participants must be able to learn and do after completing the programme.

45
Elements of Programme Design:

The following are the elements of a programme or course:

1. Programme title
2. Programme objectives
3. Contents of the Programme
4. Duration of the Programme
5. Topics of each session with session objectives
6. Duration of each session
7. Name of the lead faculty for each session
8. Names of the guest speakers
9. Date, time, duration of inaugural session
10. Date, time and duration of the valedictory session
11. Name of the chief guest for leading the inaugural and valedictory
session

46
 12. Date, time, duration, place and things to be carried by the participants for
the field visit / study visit.
13. Methods of training to be adopted during the programme
14. Training materials / audiovisual aids if any, required for the training
programme
State in Designing a Structure:

A Checklist to Avoid Training Pitfalls:

Training their learning to teach too quickly results in frustration. It is not wise to push
employees beyond their learning limits.
There are limits to the amount that one can learn. It is recommended to teach
segments of the job in sequential fashion in order to develop a greater appreciation and
understanding of the whole job.
Practice makes perfect. There is no such thing as natural-born skilled workers.
Adequate practice time must be provided for employees to develop their skills.
It is always a good idea to reinforce employees during the learning process.
Encouragement, praise, and reward are highly recommended.
As a supervisor, it is possible to know the job for which the employee is training so
thoroughly that a new employee may feel inadequate or intimated.

47
Applicability of Training:

Training should be as real as possible so that trainees can successfully transfer the new
knowledge to their jobs. The training situations should be setup so that trainees and visualize
and identify with the types of situations they can come across on the job

Areas of Training:

The areas of training in which training is offered may be classified in the

following categories:

Knowledge:

Here the trainee learns about a set of rules and regulations about the job, the staff and
the products or services offered by the company. The aim is to make the new employee fully
aware of what goes on inside and outside the company.

Technical Skills:

The employee is taught a specific skill so that he / she can acquire that skill and
contribute meaningfully.

Social Skills:

The employee is made to learn about himself and others, and to develop a right mental
attitude towards the job, colleagues and the company. The principal focus is on teaching the
employee how to be a team member and get ahead.

Techniques:

This involves the application of knowledge and skill to various on the job situations. In
addition to improving the skills and knowledge of employees, training aims at molding
employee attitudes: when administered properly, a training programme will go a long way in
obtaining employee loyalty, support and commitment to company activities.

48
 DATA ANALYSIS AND INTERPRETATION

1. Supervisor's efforts to identity the training needs for employees

S.NO. Accepted Level No. of Respondents

respondents
1 Excellent 15 56%
2 Very good 10 32%
3 Good 02 10%
4 Satisfactory 03 2%
5 poor 0 0%
Total 30 100%

60

50

40

NO. OF
30
RESPONDENTS

10

RESPONSES ANALYSIS
From the above diagram, 56% of the employees says that their supervisor's efforts in
identifying the training needs in them are excellent, and 32% of the employees says that they are
very good, and the remaining says that those are not good. It only shows that there is a need for
organizing training programmes in a structured way.

49
2. The quality of training received y employee in current position in the
organization.

S.No. Accepted Level No. of respondents %Respondents

1 Excellent 16 70%
2 Very good 5 15%
3 Good 7 10%
4 Satisfactory 2 5%
5 Poor 0 0%

Total 30 100%

60
50

40
NO. OF
30
RESPONDENTS
20
10
0

ANALYSIS

The above diagram says that 70% of the employees says that the quality of training
received for their current position in the organization is excellent. This itself indicates that
the organization had got a very good training procedure. The only thing is it should be more
perfect and effective. For this the organization has to go with the modern techniques in training.

50
 3. Employees ability to implement the learned things at their work place after
the training.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 10 20%
2 Very good 12 30%
3 Good 5 12%
4 Satisfactory 2 11%
5 Poor 3 3%
Total 30 100%

60
50

40
NO. OF
30
RESPONDENTS
20
10
0

ANALYSIS

The above table says that 20% of the employees feel that they are able to implement the
learned things at their work place after training. This shows that the employees are facing some
difficulties in implementing the learned things at the work place. So, the organization has to
concentrate more on "on the job training methods", so that the employee can learn more
effectively and the above problem can be solved.

51
4. Improvement in employee job skills and quality of work after training.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 15 62%
2 Very good 10 24%,
3 Good 2 12%
4 Satisfactory 2 5%
5 Poor 1 3%
Total 30 100%

52
70

60

50

40

30

20

10

53
ANALYSIS

The above diagram says that 62% of the employees feel that their job skills and quality
of work is increased after the training, this shows the quality of the training programmes that
are conducted by kusalava.

54
5. The way of trainer delivering the training programs.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 19 55%
2 Very good 7 20%
3 Good 4 10%
4 Satisfactory 3 9%

5 Poor 2 13%
Total 30 100%

60
50
40
30
20 NO. OF
10
0
POOR
EXCELLENT

GOOD
VERY GOOD

SATISFACTORY

ANALYSIS

The above diagram says that 55% of the employees feel that the trainers are delivering
the training programmes excellently. And 20% of the employees says that the trainers are
very good. This shows the efficiency of the trainers delivering the training programmes. The rest
of the employees feel that those are not up to the mark. The reason is may be due to the lack of
sufficient qualification and understanding capabilities. To avoid this, the management should
conduct the training classes separately for skilled, semi skilled, unskilled employees.
6. The training programs for the new inductees.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 13 70%
2 Very good 8 10%
3 Good 4 14%
4 Satisfactory 3 4%
5 Poor 2 2%
Total 30 100%

70
60
50
40
30
20
10
0

ANALYSIS

The above diagram concludes that 70% of the employees feel that the training
programmes for new inductees are really excellent. This shows that kusalava international
limited has very good training procedure towards new inductees.
7. The development programs for already existing employees.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 15 60%
2 Very good 8 20%

3 Good 4 14%

4 Satisfactory 2 4%

5 Poor 1 2%
Total 30 100%

60
50
40
30
NO. OF RESPONDENTS
20 RESPONDENTS
10
0

ANALYSIS

The above diagram says that 60% of the employees feel that the employee development
programs conducted by kusalava are excellent, and 20% of the employees feel that they are
very good. This shows the systematic way that kusalava international is following with
regards to the employee development programmes.
8. Increase in your productivity after attending training programs by you.

S.No. Accepted Level No. of %Respondents

1 Excellent 18 70%
2 Very good 6 20%
3 Good 4 8%
4 Satisfactory 1 1%
5 Poor 1 1%
Total 30 100%

70
60
50
40
30

20
10
0

ANALYSIS

From the above diagram we can say that 70% of the employees feel that the increase in
their productivity after training was excellent, and 20% of the employees feel that it is very
good. This shows that majority of the employees feel that the training had provided required
skills to perform their jobs effectively.
9. Contribution of training programs in development of your career as well as
Organization.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 19 80%
2 Very good 9 15%
3 Good 2 5%
4 Satisfactory 0 0%

5 Poor 0 0%
Total 30 100%

80
70
60
50
40
30 NO. OF RESPONDENTS
2
10 RESPONDENTS
0

ANALYSIS

From the above diagram we can say that 80% of the employees feel that the contribution of
training programs in development of their career as well as the organization development is
excellent, and 15%of the employees feel that they are very good. This shows the majority of the
employees saying that the contributions of the training programs in development of their career
as well as the organization development are really good.
10. Your personal sense of accomplishment of your own target.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 20 82%

2 Very good 7 12%

3 Good 3 6%
4 Satisfactory 0 0%
5 Poor 0 0%
Total 30 100%
10. Your personal sense of accomplishment of your own target.

90
80
70
60
50
40 NO. OF RESPONDENTS
30 RESPONDENTS
20
10
0

ANALYSIS

From the above diagram we can say that 82%% of the employees feel that they are able
to complete their targets. These shows how well the training programs are organized by
kusalava international limited.
 11. Improvement in the development programs from the previous ones.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 11 32%

2 Very good 6 22%

3 Good 2 8%
4 Satisfactory 3 10%
5 Poor 11 30%
Total 30 100%

11. Improvement in the development programs from the previous ones.

35
30
25
20
15 NO. OF RESPONDENTS
10 RESPONDENTS

5
0

ANALYSIS
From the above diagram we can say that 32% of the employees feel that the
improvement in the development programs from the previous ones conducted by kusalava are
excellent. At the same time 30% of the employees says that they are very poor. This shows that
12. Provision of safety equipments to avoid accidents.

S.No. Accepted Level No. of respondents %Respondents

1 Excellent 12 50%
2 Very good 8 30%
3 Good 5 12%
4 Satisfactory 3 6%
5 Poor 2 3%

Total 30 100%

12. Provision of safety equipments to avoid accidents.

50
45
40
35
30
25
20 NO. OF RESPONDENTS
15 RESPONDENTS
10
5
0

ANALYSIS

From the above diagram we can say that 50% provision of safety equipments to avoid
accidents and 30% employees safety equipments to avoid to accidents very good. The
kusalava International every employees provide the safety equipments.
13. Your peer recognition.

S.No. Accepted Level No. of %Respondents

respondents

1 Excellent 15 60%
2 Very good 6 20%
3 Good 5 10%
4 Satisfactory 2 6%
5 Poor 2 4%
Total 30 100%

13. Your peer recognition.

60

50

40
30
NO. OF RESPONDENTS
20 RESPONDENTS

10

ANALYSIS

From the above diagram we can say that 60% recognition is excellent
20% of employees recognition to very good
14. The consistent and equitable system of rewards for your better performance.

S.No. Accepted Level respondents %Respondents

1 Excellent 12 40%
2 Very good 7 30%
3 Good 5 12%
4 Satisfactory 4 12%
5 Poor 2 7%
Total 30 100%
14. The consistent and equitable system of rewards for your better
performance.

40
35
30
25
20
15
10
5
0

ANALYSIS

From the above diagram we can say that 40 % the consistent and equitable system of
rewards for your better performance excellent and the 30% of employees to very good 12% of
employees consistent and equitable system of rewards for your better performance poor

71
15. The present methods of the organization to identify the candidates for
training.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 6 20%
2 Very good 10 32%
3 Good 5 14%
4 Satisfactory 3 10%
5 Poor 6 24%
Total 30 100%

35
30
25
20
15
10
5
0

ANALYSIS

From the above diagram we can say that 20% the present methods of the organization to
identify the candidates for trining to excellent and 32% employees to very good identify the
candidates for trining the 24% employees poor.

72
16. Your opinion about suitability of the duration of the training programs.

S.No. Accepted Level No. of %Respondents

respondents
1 Excellent 11 50%

2 Very good 8 23%

3 Good 5 10%
4 Satisfactory 3 6%

5 Poor 2 5%
Total 30 100%

16. Your opinion about suitability of the duration of the training programs.

50
45
40
35
30
25
20
15
10
5
0

ANALYSIS

From the above diagram we can say that 50% your opinion about suitability of the
duration of the training programs and the 23% of employees suitability duration of the training
very good 5% employees poor.

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 FINDINGS

1. Training is been provided according to the policies of the company

2. Many of the employees in the organization have undergone training program

3. Maximum number of employees feel that training is necessary

4. A training committee is existed in the organization

5. The interest towards the training program by the management is not that satisfactory

6. Maximum number of the employees in the sample size are unsatisfied with the sponsored
employees

7. The duration of the program is half-yearly

8. The Training methods matched with the employees specification with the job requirements
and organizational needs

9. Much of the training provided is on – the- job

10. Training program has helped the employees to improve their performance

11. Planning schedule has ample of time

12. The action on the feedback is not that satisfactory

74
 SUGGESTIONS

1. In order to motivate the personnel every department should conduct periodical meetings.

2. Separate training should be given for semi-skilled, unskilled, and skilled.

3. Kusalava has to recruit specialized trainees for the personality development and motivating the
employees.

4. Infrastructure facilities should be improved for training sessions for more effectiveness.

5. There is no on the job training methods used in the organization.so the management should
realize the importance of on the job methods and should impart them.

6. The organization is not giving much importance to the external faculty for impart training.

7. Latest training methods should be adopted.

8. Latest technology should be used in giving training.

9. The organization must create a positive attitude towards training.

10.The organization must link the appraisal and promotions towards training.

11. There is a need to make training more employees centric as this will make the employee feel
that the training program is useful to them and helps to improve their job performance.

75
 CONCLUSION

Kusalava international limited has a systematic training procedure. Training needs are
identified appropriately and appropriate training is provided by identifying the right faculty.
Immediate feedback from the training programme is obtained and analyzed and circulated
among heads of the departments.

Kil has finest investment in its human resources, it draws is personnel from many
disciplines. They are the building blocks on which company’s performance productivity is
based.

After the employee in kusalava international limited has been recruited, selected and
inducted he or she must next be developed to better fit the job on the organization. No one is a
perfect fit at the time of hiring. And some training and education must take place.kil is taking
more care on this part. they are conducting planned development prorammes will return values
to the organization in terms of increased productivity, heightened morale, reduced costs, and
greater stability and flexibility to adopt changing external environments.

76
 QUESTIONAIRE

The statement below described about training and development. Please respond how
each statement is true for you and your organization. This information is purely for my
academic purpose and will be kept confidential. The following options are given for your
convenience.

1. EXCELLENT 2. VERY GOOD 3.SATISFACTORY 4. GOOD 5.POOR

1. Supervisor’s efforts to identify the training needs in you.

1 2 3 4 5

2. The quality of training received for your current position in the organization.
1 2 3 4 5

3. Your ability to implement the learned things at your work place after the Training.
1 2 3 4 5

4. Improvement in your job skills and quality of work after training.

1 2 3 4 5

5. The way of trainer delivering the training programs.

1 2 3 4 5

6. The training programs for the new inductees.

1 2 3 4 5

7. The development programmes for already existing employees.

1 2 3 4 5

77
8. Increase in your productivity after attending training programs by you.

1 2 3 4 5

9. Contribution of training programs in development of your career as well as organization.

1 2 3 4 5

10. Your personal sense of accomplishment of your own target.

1 2 3 4 5

11. Improvement in the development programs from the previous ones.

1 2 3 4 5

12. Provision of safety equipments to avoid accidents.

1 2 3 4 5

13. Your peer recognition.

1 2 3 4 5

14. The consistent and equitable system of rewards for your better performance.
1 2 3 4 5

15. The present methods of the organization to identify the candidates for training.
1 2 3 4 5

16. Your opinion about suitability of the duration of the training programs.

1 2 3 4 5

78
 BIBLIOGRAPHY

1. Filippo Edwin. B Personal Management, Mumbai

Himalaya Publishing House, 1992

2. Gupta C.B. Human Resource Management, New Delhi

Sultan Chand and Sons,1997

3. Kothari C.R Research Methodology Wishva

Prakashanan, New Delhi-1999

4. Memeoria C.B Personal Management, Mumbai,

Himalaya Publishing House, 1987

5. Subba Rao . P Essential of Human Resource Management

And Industrial Relations, Mumbai,

Himalaya Publishing House, 1996

6. Udai Pareek and T.V.Rao Designing and Managing Human Resource

System, New Delhi, Oxford and IBM -1981

79