Selected Companies |
Community Size |
Selected Sample size |
Distributed Number |
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Rejected Number |
Analytic Number |
Sr. Executives |
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Jr. Executives |
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Source: Prepared by the researcher on the basis of the reports and records in automobile companies in Pune city.
- ANALYSIS:-
For analysis of data following statistical instruments were used.
- Friedman test
- Sign Binomial test
- Multiple analysis response option in IBMSPSS 21
- Pie, bar graphs used wherever necessary
- Microsoft Excel, average, mean, percentage were used.
- SOURCES OF DATA:-
Like any social science research, the study is also based upon both primary and secondary data.
- PRIMARY DATA:-
In fact, it is basically depending upon primary sources of data collected through questionnaire. Analytical descriptive method was used to cover the practical side of the study through developing a questionnaire. The questionnaire designed with the assistance of the research guide who examined, corrected and developed a number of suggested questionnaires prepared by the researcher through many meetings and discussions.
During the designing of the questionnaire three things were kept in mind:
- Translate real object in to specific question so that respondent can give answers.
- Avoiding ambiguous questions.
- Simple and easy use of language.
TYPES OF QUESTIONS USED:-
- Yes, no types of question.
- Rating types questions.
- Multiple choice questions
- Ranking types questions
- SECONDARY DATA:-
Analysis depends on already existing data that may be either published or unpublished. To cover the hypothesis and the theoretical side of the study a survey were conducted of books, periodicals, journals, instructions, previous literature.
Area of getting data
- From the records made available by the authorities.
- "Training policy for the automobile sector" was referred as a basic document.
- The "Training Manual "prepared by the various organizations has given insight of the training program implementation strategy of selected automotive industries of the Pune city.
- MCCIA, industrial directory(auto) Pune 8th edition
- Jaykar library Savitribai Phule Pune University
- Internet
- Indian Citation Index
- Proquest Dissertation and thesis
- SCOPE AND LIMITATIONS:-
The study was conducted with a view the extent of application of training practices followed by selected automobile companies in Pune city. As per MCCIA industrial directory 8th edition, there are ten major automobile companied situated in Pune city. Out of these ten companies five companies were selected for study.
- LIMITATIONS OF THE STUDY:-
The study is limited to automobile companies located in Pune city. However the finding of the study is representative of the study. Maximum care has been taken to see that sample recover the universe. Within India, the labor force is highly mobile and they move from one place to another place with ease and may move in auto sector only in search of greener pastures. This feature makes us draw the implication that the sample of the employees selected for research represents the group well beyond the geographical limits.
- HYPOTHESIS TESTING:-
H1. Major benefits of training practices are increased employee satisfaction and increased employee involvement in job.
H0:-Benefits of training course do not differ in magnitude.
H1:- Benefits of training course significantly differ in magnitude.
Level of significance α = 0.05
Statistical test: - Friedman Test
Table: 1.2
Test Statistics
N |
1350 |
Chi-Square |
10482.698 |
D f |
9 |
Asymp. Sig. |
.000 |
Observation:
χ 2 (9)=10482.6, p = 0.000, n = 1350
Table: 1.3 Ranks Table
Mean Rank |
|
Increased my work knowledge |
1.05 |
Increased my skills |
2.07 |
Improved by behavior and attitude |
3.07 |
Improved my confidence |
4.03 |
Improved my communication skills |
5.89 |
Increased my motivation level |
6.89 |
Improved team work between departments |
6.77 |
Increased my performance |
7.27 |
Increased my involvement with the job |
8.43 |
Increased employee satisfaction |
9.51 |
Conclusion:
Since the p value (0.000) is less than the level of significance (0.05) the null hypothesis is rejected. Hence it is concluded that the benefits of training program differ in magnitude. To find out where the difference lies we refer to ranks table, from the ranks table it can be seen that increased employee satisfaction has a mean rank of 9.5, increase my involvement with job has a mean rank of 8.43, Increased my performance has a mean rank of 7.27, Improved team work between departments has a mean rank of 6.77, Increased my motivation level has a mean rank of 6.89, Improved my communication skills has a mean rank of 5.89, Improved my confidence has a mean rank of 4.03, Improved by behavior and attitude has a mean rank of 3.07, Increased my skills has a mean rank of 2.07, Increased my work knowledge has a mean rank of 1.05.
Hence the top two benefits resulting from training courses are increased employee satisfaction and increased employee involvement in job.
Hence the hypothesis "increased employee satisfaction and increased involvement in job are the major benefits of training courses" is proved.
H2. On the job training method and off the job training methods, both extensively used by automobile companies.
H0: - p ? 0.5 (proportion of responses indicating "On the job training method and off the job training methods are both extensively used by automobile companies" is less than or equal to 50%)
H1:- P > 0.5 (proportion of responses indicating "On the job training method and off the job training methods are both extensively used by automobile companies" is more than 50%).
Level of significance α = 0.05
Statistical test: Sign Binomial Test
Variable and measurements
Respondents are asked to tell whether they used on the job training methods or off the job training methods using two response options. (1 = Yes, 2 = No).
Test proportion: test proportion was taken as 0.5. Since more than 50% of favorable responses to a particular category. Suggest greater approval for this category. Hence p= 0.5
Table: 1.8
Binomial Test |
||||||
Category |
N |
Observed Prop. |
Test Prop. |
Exact Sig. (2-tailed) |
||
On the job |
Group 1 |
Yes |
1350 |
1.00 |
.50 |
.000 |
Total |
1350 |
1.00 |
||||
Off the job |
Group 1 |
Yes |
1228 |
.91 |
.50 |
.000 |
Group 2 |
No |
122 |
.09 |
|||
Total |
1350 |
1.00 |
On the job training:-
Observe proportion = 1, Test proportion = 0.5, P = 0.000
Hence more than 50% respondents were agreeing that on the job training methods are provided in the companies.
Off the job:-
Observe proportion = 0.91%, Test proportion = 0.5, P = 0.000
Hence more than 50% respondents were agreeing that on the job training methods are also provided in the companies. Hence the hypothesis on the job training method and off the job training methods both extensively used by automobile companies is proved.
- CONCLUSION:-
The workforce profile indicated that the organization has well educated and experienced employees. The number of male employees exceeds female. This is a common phenomenon in the automobile sector.It is also observed that training activities are conducted effectively and they deliver well for value addition in the organization.As regards to the effectiveness of training on enhancing employees' behavior and attitude all employees irrespective oftheir age group, agree that training program changed their behavior and attitude, which indicates that to get best results in this area, training are conducted on a regular basis. Moreover, training program did have a positive effect on employees 'involvement and satisfaction with these organizations.
- RECOMMENDATIONS:-
- Employees of the organization under study are experienced and well educated. In this area the researcher came to know that the turnover of the employee is less.
- On the job and off the job training sessions are mostly held in the organization. Training on behavioral aspects, Basic computer knowledge, soft skills, and communication skills must be conducted.
- Training outside the company environment where trainees are not engaged in day to day work and also can be away from various problems which could be in on the job program, such outside program are essential.
- Employees have shown more interest in the various types of learning environments. Occasionally they should be given opportunity to hold their training in resorts and hotels and some kind of adventure sports like climbing hills and crossing jungle, where leadership qualities can be learnt, should be included in the training atmosphere so that the boredom is reduced and more interest is created.
References:
- Sumit Roy, ( July 2005), Investigation into the process of innovation in the Indian automotive components manufacturers with reference to Pune city as a dynamic - region, 2nd international conference on the process of innovation and learning in dynamic city regions, Banglor, India.
- Bendigiri Satish,( 28 august 2012), A study of evaluation and effectiveness of training activities in automobile companies with special reference to force motors Ltd Akurdi, Pune, Tilak Vidyapith, India, 2nd chapter page no. 22
- ACMA ( Auto components industry in India), ( may 2015), Tech Sci research.
- Automotive mission plan,( 2006-2016), A mission for development of Indian automotive industry, Ministry of heavy industries and public enterprises government of India.
- Randall S. Schuler, (1989), Effective Personnel Management, 3rd edition, west publishing, New York, p. 385.
- S Chandra, (1997), Alternatives Approaches and Strategies of Human Resource Development, Rawat Publications, , p 2-3.
- Cascio Wayne F, (1995), Managing Human Resources, McGraw Hill Inc, New York, p. 245.
- Memoria CB (2000), Personnel Management, Himalaya Publishing House, New Delhi, India p. 307-348.
- P. L. Rao, (1990), Personal Human Resource Management, Indian society for training and development, New Delhi, page number. 18 to 46.