A TRAINING REPORT

ON

“TRAINING AND
DEVELOPMENT”

AT:

FEDERAL MOGUL GOETZE (INDIA) LTD,

BAHADURGARH, PATIALA

SUBMITTED TO:

PUNJAB INSTITUTE OF TECHNOLOGY, RAJPURA

(constituted with MAHARAJA RANJIT SINGH PUNJAB TECHNICAL

UNIVERSITY, BATHINDA)

In the partial fulfillment of the requirement for the degree of MBA

SUBMITTED BY:

SIMRAN KAUR

MBA 3RD SEMESTER

ROLL NUMBER – 210600124

(2022)

1
 ACKNOWLEDGEMENT

I hereby express my sincere gratitude to the management of Federal Mogul Goetze,

Bahadurgarh, Patiala for granting me permission to undertake my training work in prestigious
organization and acquiring me practical knowledge concerning training and development department.

I want to express my gratitude to head training and development who took pains to see that I
get facilities required for my project work.

I want express my sincerest thanks to H.O.D. for allowing me to make project report at
Federal Mogul Goetze, Bahadurgarh, Patiala.

I also acknowledge my thanks to all the other staff members of GOETZE, Patiala, who have
helped me at every step.

Simran Kaur

2
 DECLARATION

I Simran Kaur , student of M.B.A. , studding at Punjab Institute Of Technology, Rajpura

hereby declare that summer training report on A STUDY ON TRAINING AND
DEVELPOMENT submitted to MRSPTU, Bathinda in partial fulfillment of degree of
Master of Business Administration.

The information and data given in this report is authentic to the best of my knowledge.

(Simran Kaur)

3
SERIAL NO. TABLE OF CONTENTS PAGE NO.

1 COMPANY PROFILE
INDEX
2 TRAINING AND DEVELOPMENT

3 OBJECTIVE OF STUDY

4 RESEARCH METHODOLOGY

5 INTERPRETATION OF DATA

6 FINDINGS

7 LIMITATION

8 SUGGESTIONS

9 CONCLUSION

10 BIBLIOGRAPHY

11 ANNEXURE

4
COMPANY
PROFILE

5
 INTRODUCTION

Federal-Mogul Goetze (India) Limited was established in 1954 as a joint venture with Goetze-
Werke of Germany. 

Goetze-Werke of Germany is now owned by Federal-Mogul Corporation, a $6.3 billion global

company and one of the leading manufacturers of automotive components in the world.

Federal-Mogul Goetze (India) Limited is the largest manufacturer of pistons and piston rings in
India.

Production Capacity: Piston rings 54.96 Million

    Pistons         13.57 Million
Turnover: Apr 06 - Dec 06 INR 4500 Million
Net Profit (after tax): Apr 06 - Dec 06 INR (63.14) Million
Product Range: pistons, piston rings, cylinder liners,
light alloy castings, sintered products

6
HISTORY

7
 1954   Incorporated as a JV with Goetze Werke  

 1957  Ring & liner production Patiala

 1958  Piston production as escorts (Automotive Patiala

Division)  (Collaboration:Mahle)

 1960 Cast iron / Forged piston production started   Patiala

 1968 Pins / ring carrier production started Patiala

 1977 Piston / ring production started Bengaluru

 1982 Steel rings / Large bore locomotive piston Bengaluru

 1985 Light alloy products Patiala

 1989 Auto thermic pistons production Bengaluru

 1990 Moly coated / IKA / chrome oil rings Patiala

 1992 Large bore rings / pistons for battle tanks Bengaluru

 1994 Composite pistons / new ring foundry Bengaluru

 1996 Escorts (Automotive Division) hived off into joint venture with M/S Mahle, Germany

 1997 Goetze TP (India) Ltd. -  Manufacturer of steel rings

 2001 Merger of Federal-Mogul sintered products Ltd. with Goetze (India) Ltd.

 2003 Merger of Escorts pistons activities with Goetze (India) Ltd.

 2004 Introduction of chrome-ceramic rings
8
 2004 Technical collaboration for pistons with Federal-Mogul Corporation
MAIN PRODUCTS:

 Pistons (Produced by GOETZE Mahle Ltd.)

 Piston pins (Produced by Suko pin plant)
 Piston Rings (Produced by Goetze (India) Ltd.
 Cylinder liners (Produced by Goetze (India) Ltd.)
 Shock Absorbers (Produced by Goetze (India) Ltd.)

COLLABORATING COMPANIES:

 MAHLE (Of West Germany)

 GOETZE (Of West Germany)
 SUKO (Of West Germany)

MEMBERS OF MANAGEMENT BODY

9
 Chairman: Mr. Krishnamurthy Naga Subramaniam
Directors:

No. NAME OF THE DIRECTOR CATEGORY

i. Mr. Krishnamurthy Naga Subramaniam Chairman & Independent Director

ii. Mr. Vinod Kumar Hans Whole-time Managing Director

iii. Dr. Khalid Iqbal Khan Whole-time Director-Legal & Company

Secretary

iv. Mr. Manish Chadha Whole-time Director-Finance and CFO

v. Mr. Rajesh Sinha Whole-time Director

vi. Mr. K.C. Sundareshan Pillai Independent Director

vii. Mr. Sunit Kapur Non-Executive Director

viii. Ms. Janice Ruskey Maiden Non-Executive Director

ix. Ms. Nalini Jolly Women Independent Director

MAIN DEPARTMENTS:

a) Manufacturing Departments:
 SUKO PIN PLANT
 MAHLE PISTON MAKING SHOP (PMS I)
 MAHLE PISTON MAKING SHOP (PMS II)
 MAHLE FOUNDRY
 GOETZE CYLINDER LINER SHOP
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  GOETZE RING MAKING SHOP
 GOETZE SHOCK ABSORBER MAKING SHOP
 GOETZE LIGHT ALLOY FOUNDRY
 TOOL ROOM ( COMMON)

b) Other Departments:
 ADMINISTRATION
 PERSONNEL AND TRAINING
 FINANCE
 GENERAL STORIES
 PURCHASE
 QUALITY ASSURANCE
 TECHNICAL
 ELECTRICAL
 MAINTENANCE
 INSPECTION

EML PERFORMANCE AT A GLANCE

2019-2020 2020 -2021 2021-2022

In Rs. In Rs. In Rs.

Sales 76,36,14,680 83,02,44,062 88,77,78,339

11
Cost of Goods Sold 61,06,42,274 59,19,13,137 68,72,41,848

Piston Ring TOTAL

Net. Profit 6,57,06,756 12,94,87,027 9,12,87,322

MANAGERS 90 47 137
Fixed Assets (Net) 52,72,31,520 51,92,70,640 49,27,76,244
SUPERVISORS 98 24 122

STAFF & WORKERS 1166 552 1718

Total Current TOTAL 9,31,13,826 135412,92,33,183

623 11,43,67,773
1977
Assets

Net profit Sales% 8.60 15.60 10.28

MANPOWER

12
CATEGORUES OF EMPLOYEES

There are mainly two categories of the workers i.e. Monthly wages and Daily
wages.

EMPLOYEES IN PERSONNEL DEPARTMENT

Managers 05

Staff Members 05

Total 10

TRAINING
AND
DEVELOPMENT

13
A Conceptual framework

INTRODUCTION:

Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and
practices. Also training is important to establish specific skills, abilities and knowledge to an
employee. For an organization, training and development are important as well as
organizational growth, because the organizational growth and profit are also dependent on the
training. But the training is not a core of organizational development.

Training is different form education; particularly formal education. The education is

concerned mainly with enhancement of knowledge, but the aims of training are increasing
knowledge while changing attitudes and competences in good manner. Basically the
education is formulated within the framework and to syllabus, but the training is not formed
in to the frame and as well as syllabus. It may differ from one employee to another, one group
to another, even the group in the same class. The reason for that can be mentioned as
difference of attitudes and skills from one person to another. Even the situation is that, after
good training programme, all different type skilled one group of employees can get in to
similar capacity, similar skilled group.

In the field of Human Resources Management, Training and Development is the field
concern with organizational activities which are aimed to bettering individual and group
performances in organizational settings. It has been known by many names in the field HRM,
such as employee development, human resources development, learning and development
etc. Training is really developing employees’ capacities through learning and practicing.
Training and Development is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. The focus of all aspects of
Human Resource Development is on developing the most superior workforce so that the

14
organization and individual employees can accomplish their work goals in service to
customers.
All employees want to be valuable and remain competitive in the labour market at all
times, because they make some demand for employees in the labour market. This can only be
achieved through employee training and development. Hence employees have a chance to
negotiate as well as employer has a good opportunity to select most suitable person for his
vacancy. Employees will always want to develop career-enhancing skills, which will always
lead to employee motivation. There is no doubt that a well trained and developed staff will be
a valuable asset to the company and thereby increasing the chances of his efficiency in
discharging of his or her duties.

Trainings in an organization can be mainly of two types; Internal and External

training sessions. Internal training involves when training is organized in-house by the
human resources department or training department using either a senior staff or any talented
staff in the particular department as a resource person. On the other hand external training is
normally arranged outside the firm and is mostly organized by training institutes or
consultants.

Whichever training, it is very important for all staff and helps in building career
positioning and preparing staff for greater challenges in developing world. But nowadays, a
new concept has come with these trainings which is “Trainers through trainees”. While
training their employees in large quantities, many countries use that method in present days
to reduce their training costs. The theory of this is, sending a little group or an individual for a
training programme under a bonding agreement or without a bond. When they come back to
work, the externally trained employees train the employees who have not participated for
above training programme by internal training programme.

It is not mentioned in any where that the employers, managers and supervisors
are not suitable for training programme. They also must be highly trained if they are expected
to do their best for the organization. Through that they will have best abilities and
competencies to manage the organization. Training employees not only creates a more
positive corporate culture, but also add a value to its key resources.

15
DEFINING TRAINING AND DEVELOPMENT:

Training and development is vital part of the human resource development. It is

assuming ever important role in wake of the advancement of technology which has resulted
in ever increasing competition, rise in customer’s expectation of quality and service and a
subsequent need to lower costs. It is also become more important globally in order to prepare
workers for new jobs. In the current write up, we will focus more on the emerging need of
training and development, its implications upon individuals and the employers.

TRAINING:

Training as ‘the organized procedure by which people learn knowledge and/or skill for
a definite purpose’. Training refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organization acquire and apply the knowledge,
skills, abilities, and attitudes needed by a particular job and organization.

DEVELOPMENT:

1. The act of developing or the state of being developed, as:

a. The application of techniques or technology to the production of new goods or services.
b. The business of constructing buildings or otherwise altering land for new uses.
2. A significant event, occurrence, or change: a news story covering the latest developments
in the scandal.
3. A group of dwellings built by the same contractor: bought a condo in a new development
built by the river.
4. The organized activity of soliciting donations or grants; fundraising.
Employee development is a process of helping employees progress in their careers by
acquiring new skills. Its goal is to improve the existing competencies of your employees and
helping them to develop new ones, all with the aim of supporting your business goals.

16
These are learning opportunities which are designed for employees to grow. These include
not only those activities which help to improve employees’ performance, but also help in
employees’ growth.

TRAINING NEEDS

Training is necessary for improving the quality of work of employees. Some other reasons for
which training becomes necessary are:

 Employment of inexperienced and new labor requires detailed instructions for

effective performance o the job.
 People have not only to work , but work effectively with the minimum of
supervision,, minimum of cost, waste and spoilage, and to produce quality goods and
services.
 Increasing us of fast changing techniques in production and other operation required
training into newer methods for operatives.
 Old employees need refreshed training to enable them to keep abreast of changing
techniques and the use of sophisticated tools and equipment’s.
 Training is necessary when a person has to move from one job to another because of
transfer, promotion or demotion.

17
BENEFITS OF TRAINING & DEVELOPMENT

A well planned and well executed training programmer should result in:

 Reduction in waste and spoilage.

 Improvement in methods of work.
 Reduction in learning time.
 Reduction in supervisory burden.
 Reduction in machine breakage and maintenance cost.
 Reduction in accident rate.
 Improvement in quality of production.
 Improvement in production rates.
 Improvement of morale and reduction in grievances.
 Improvement in efficiency and productivity.
 Reduction in manpower obsolescence.
 Personal growth.

18
METHODS OF DETERMINING TRAINING & DEVELOPMENT
NEEDS:

Put in simplistic manner, these would mean: Job requirements, employees present job
skills and training needs. Thus, the total need can be determined by analyzing the situation in
respect of each skills and each member of the work force. This can be done in following
ways:

 Coaching
 Job instructions
 Committee assignments
 Internship training
 Lectures
 Management education
 Conferences
 Simulation
 Role play
 Incident method
 Case study method
 Career Planning
 Job Rotation
 Reward Systems
 Quality of Work Life
 Performance Appraisal
 Potential Appraisal
 Feedback Counselling
 Role Analysis

19
 OBJECTIVE OF

STUDY

 To check whether Training &Development helps in increase the employee’s

professional knowledge and skills.
 To see whether employee’s has Awareness about TRAINING & DEVELOPMENT
 Management providing Training to employees as per their job.
 To see TRAINING & DEVELOPMENT helps in reduction of cost of production and
waste.

20
 RESEARCH

METHODOLOGY

RESEARCH WORK

RESEARCH METHODOLOGY

Research refers to search for knowledge in common or a systematic effort to gain new
knowledge. It is a pursuit of truth with the help of steady, comparison and experiments.

The purpose of research is to discover answers to questions through the application

of scientific procedures. Research methodology is a way to systematically solve the research
problems. Statistical analysis.

RESEARCH DESIGN: To achieve the objectives of the research the data collected is
at two types:

1) Primary data is collected by questionnaire, interview and observations made by the

student.
2) Secondary data is collected from the company records.

SAMPLING SIZE: REPRESENTATIVE SAMPLING from all the departments and

categories of employees. Out of total strength (of all categories of employees) at FEDERAL
MOGUL GOETZE INDIA LTD, PATIALA. The sample size is 50 employees.

SAMPLING TECHNIQUE:

Random Sampling is one of the simplest forms of collecting data from the total population.
Under random sampling, each member of the subset carries an equal opportunity of being
chosen as a part of the sampling process.

21
 INTERPRETATION
OF DATA

1) TRAINING NEED FELT BY EMPLOYEES

a) TO IMPROVE
Chart Title PROFESSIONAL
KNOWLEDGE
40
30
20
10
0 Often 34
Often Sometimes Never
Sometimes 15
Never 01

22
 Out of total sample, 97% felt need of training for improvement in their professional
knowledge.

b) TO IMPROVE SKILLS

Chart Title
30
30 Often 13
20 13 Sometimes 30
10 1
Never 01
0
Often Sometimes Never

To improve their skills, 97% felt the need of training on continuous basis.

c) TO IMPROVE BEHAVIOUR

Often 15

Sometimes 27

Never 08

23
 83% employees felt that the continuous training is needed often or sometimes to
improve their behavior while only 17% disagreed of such need.

2) AWARENESS ABOUT THE TRAINING FACULTY AT GOETZE:

Yes 50

No Nil

100% sample have agreed to the fact that they are aware of the training GOETZE. It
indicates that the training covers all the employees under its umbrella and the claim of
TRAINING & DEVELOPMENT department to impart training to each employee holds
true.

3) TRAINING TO EMPLOYEE AS PER THEIR NEED:

Chart Title
Strongly 5
strongly
Agree Agree 29
Disagree
Disagree 16

24
 Only 10% of the employees strongly agree to the fact that the training imparted is
as per their need. Another 57% too agree to the fact. But 33% say that the training conducted
is not specifically matching to their needs.

In interview too this fact was revealed that the training need identification is not
carried out specifically as per individual employees need.

4) EMPLOYEES PARTICIPATION IN IDENTIFICATION OF THEIR

TRAINING NEEDS

Strongly 08

Agree 35

Disagree 07

Chart Title
14% 16%

70%
strongly Agree Disagree

In total 83% participants agreed that training need identification is as per their needs
whereas 13% disagreed to the fact.

25
 But an interesting finding came out during the interview. A majority of the respondents
revealed that their participation in identification of training is just nominal. It was made by
HODs and supervisors themselves based on their perception while the consultation with
workers was hardly done.

5) ARE OBJECTIVE AND EXPECTATION OF A TRAINING

PROGRAMME MADE CLEAR TO PRIOR TO TRAINING

Chart Title
True 20 TRUE
Partially true
Partially true 20 Not true

Not true 10

Only 40% agreed with the true of this practice while another 40% felt it was partially
true. 20% said it was never done.

6) CONSULATION WITH PARTICIPANT PRIOR TO

RECPMENDING HIM FOR TRAINING

Chart Title
True 20

Partially true 20 TRUE

Partially true
Not true
Not true 10
26
 A majority of the participants i.e. 46% disagreed with the fast that they were ever consulted
prior to a training programmer. And another 27% said it was true sometimes only. Of course
27% of employs agreed that they were consulted prior to training.

7) TRAINING PROGRAMME CONTENTS ARE ACCORDING TO

JOB REQUIREMENTS OF EMPLOYEES
Chart Title
40
35
High satisfied 06 30
25
20
Satisfied 38 15
10
5
Below satisfied 06 0
1 2 3

Whereas a large majority says it is almost true that the contents of the training meet
their job requirements only 13% disagree to the statement.

It is clear that the existing programmer contents are designed according to the needs of
the participants.

8) QUALITY OF TRAINING PROGRAMMES

High satisfied 06
Chart Title Satisfied 38
High sat 27
Sat Below satisfied 06
Below sat
 As 70% of participants are satisfied with the quality of training imparted to they and
another 10% are highly satisfied with the quality of training. However only 20%
grade the quality of training below satisfied.

9) TRAINING DURATION PER EMPLOYEE IS SUFFICIENT

Chart Title
Strongly Strongly agree 07
agree
Agree Agree 33
Disagree Disagree 10

80% of participants in total agree that the duration of training imparted to them is
sufficient. It shows that the claim of training department of conducting training beyond target
holds true.

10) IN FACULTY TRAINING ARE BEST POSSIBLE

Chart Title
Strongly agree
28 Agree
Disagree
 90% of participants agree and strongly agree that the in faculty trainers are best
possible in the organization. But in interview it was admitted by the participants that the
trainers themselves need training to teach more professionally.

11) TRAINING IS EFFECTIVE AT FEDERAL MOGUL

Chart Title Strongly agree 07

14% 20%
Strongly agree Agree 33
Agree Disagree 10
Disagree
66%

20% strongly agree and 66% agree that the training programmer is effective and
useful

for them. But 14% disagree that training is effective.

12) EVER TRIED TO IMPLEMENT THE LEARNED POINTS FROM

TRAINING

29
 12%
Chart Title

Yes Yes 44
No
No 06
88%

87% of participants say that they have tried to implement some of the learned
points and 12% say they have not tried.

13) ORGANIZATIONAL CLIMATE IS CONDUCIVE IN

IMPLEMENTAING THE LEARNING POINTS

Strongly agree 08
Strongly
Strongly agree agree
Agree
Agree 21
Agree
Disagree Disagree 21
Disagree

43% of participants agree and another 14% strongly agree that the organizational
climate is conductive to implement the learned points but a majority i.e. 43% say that the
organizational climate is not conductive.

14) TRAINING IS JUST RELEXATION FROM ROUTINE JOBS

30
Strongly agree 01
Agree 14
Disagree 35

While 30% of employees feel the training is just a relaxation from the routine jobs, a
majority 70% felt that training is a platform for learning and development. They have shown
a serious approach towards training.

15) TRAINING AN INTRESTING EXPERIENCE

Always 21
Sometimes 28
Never 01

Chart Title

31
Always Sometimes Never
 FINDINGS
While 43% participants agree that it is always an interesting experience to undergo a training
programmer, another 54% say it is sometimes. Only 3% don’t feel training interesting.

STRENGTHS OF TRAINING FACULTY AT FEDERAL MOGUL GOETZE INDIA LTD.

PATIALA.

 A separate training and development department headed by a dynamic team of

managers and staff.
 TRAINING & DEVELOPMENT department functioning as per QS-9000 procedures.

32
 Well designed training programs.
 Best in faculty training team.
Limitation
 Sufficient budget allotment by top management for training and development.
 Availability of resources for training and development such as well furnished
classroom, business games etc.
 Utilization of every opportunity by TRAINING & DEVELOPMENT department to
train the employees as and when arises.

1. Small sample size: -

Due to limited time and finance the sample size was restricted to 50
employees only as against a total population of 3104.

2. Perception of participants: -
The result of this study is based on the responses received from the
participants. Here it is be noted that each employee has his own perception about the
training which may deifier from actual training process.

33
3. Time limitations: -
SUGGESTIONS
As the time devoted by the participants for the study work was limited, so it has
been too a restriction to the study.

4. Subjective of respondents: -
However, utmost care is taken to avoid subjective, blankness and error; there is
a limitation to it.

1. Orienting employees towards training:

Some training programs and techniques needs to be designed so that the higher
management is able to appreciate the benefits of training imparted to them and their
subordinates, supervisors be able to establish proper link between their superiors and

34
 subordinates and workers be able to understand the use of training for them and the
organization.

2. Motivating employees for training:

By introducing some incentives and linking training with the career of
employees can certainly motivate the employees towards a sincere approach to
training.

3. Effective information flow between TRAINING & DEVELOPMENT department and

employees:
A direct communication between the TRAINING & DEVELOPMENT
department and the employees will ensure a regular information flow among
employees and the department without delay.

4. Ensure employees participation in their training need identification:

Such methods needs to be devised at departmental level so as to ensure that
employees are consulted are their training need identifications.

5. Adding new learning methods and techniques to enhance training effectiveness:

Learning techniques that are interactive in nature, practical in methodology and

outdoor will certainty enhance the existing training process.

6. Imparting training to trainers:

To enhance the teaching capabilities of in faculty trainers they need to be trained

by professional trainers in teaching techniques more frequently.

7. Imparting training to enhance morale and productivity of employees:

Such programs needs to be designed which ill enhance the morale and working
atmosphere of employees and thus increased productivity.

35
 8. Imparting training on job satisfaction:

Employees need to be trained in finding satisfaction in the job they are working
on. This will enhance output of employees.

9. Training employees for providing right feedback:

CONCLUSION
Employees need to be aware of the need of feedback of the training imparted to
them so that can provide right feedback.

10. Implementing the analyzed feedback timely:

The analyzed needs to be implemented timely and regularly to make changes in

programs as per need. The benefits of feedback should be provided to employees and they
should be motivated to continue this useful exercise.

 TRAINING & DEVELOPMENT is a necessity for trainer and trainee.

36
 The training (the company) would want to make its staff more efficient in the highly
competition world. It would want its employees to know the latest trends and
technologies and use them according to the company's principles & objectives.

 The trainees (staff) view TRAINING & DEVELOPMENT as a stepping stone for

BIBLIOGRAPHY
enriching their career and fulfilling their personnel needs. TRAINING &
DEVELOPMENT is another round of education for them, the knowledge for which is
to be applied later. So, it’s more of mutual necessity and agreement between the
companies & their respective employees when it comes to TRAINING &
DEVELOPMENT

37
 Das Gupta, A. 1974 “Business and Management in India,” Vikas Publication House;
ANNEXURE
Delhi.
 Wright, C. “Report Writing,” Wither by & co. England.
 Gallagher, j. William, “Report Writing for management, “Addison Wesley.
 Kothari, C>R> 1989 “Research Methodology, Method & Techniques,” Wiley Eastern
limited: New Delhi.
 Singh, D. and F.S. Chaudhary, 1986 “Theory and Analysis of Sample Survey
Designs,” Wiley Eastern: New Delhi

38
Q1.To improves the professional knowledge?

a. Often b. sometimes c. never

Q2. To improve the skills?

a. Often b. sometimes c. never

Q3. Awareness about the training faculty at Goetze?

a. Yes b. No

Q4. Training to employees as per his needs?

a. Strongly agree b. agree c. disagree

Q5.Employees participation in identification of their training needs.

a. Strongly agree b. agree c. disagree

Q6. Consultation with participant prior to recommending him for training?

a. True b. partially true c. not true

Q7. Training programme contents are according to job requirements of employees?

a. High satisfied b. satisfied c. below satisfied

Q8. Quality of training programme?

a. High satisfied b. satisfied c. below satisfied

39
Q9 Training duration per employees is sufficient?

a. Strongly agree b. agree c. disagree

Q10. In faculty training are best possible?

a. Strongly agree b. agree c. disagree

Q11. Training effective at mogul?

a. Strongly agree b .agree c. disagree

Q12. Ever tried to implement the learned points Freon training?

a. Yes b. No

Q13. Organizational climate is conductive in implementing the learning points

a. Strongly agree b. agree c. disagree

Q14. Training is just relaxation from routine jobs?

a. a. Strongly agree b. agree c. disagree

Q15. Training an interesting experience?

a. Always b. sometimes c. never

40